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Formal Brainstorming techniques
We will do exercises in Reversal, SCAMPER, Morphological Analysis, Reframing, Concept Fans, Random Input, TRIZ, De Bono's 6 Thinking Hats
Find out more »Decision Making Traps; Risk Analysis
We do not select the right solutions because we have biases. This seminar will describe these biases as well as understand how to set up risk mitigation. This will help in determining a viable solution.
Find out more »Decision Making Traps; Risk Analysis
We do not select the right solutions because we have biases. This seminar will describe these biases as well as understand how to set up risk mitigation. This will help in determining a viable solution.
Find out more »Strategic Thinking: Setting up a workable framework
Based on Dan Thomas's methodology, Strategic Thinking requires you to view the business from outside in. We first look at the business as a whole, and then focus on strategy, thereafter processes, followed by structure and then getting the right people. Changing this sequence is like taking short-cuts.
Find out more »Bias in Thinking
When we do not have enough data, our mind fills the gaps with imagined / assumed data. This lecture focusses on the various biases we have that create possibly incorrect data. For example, stereotyping is a bias which creates data about behaviour of people, which may not be true. We shall also be discussing Robert Cialdini and the theory of influence, where we deliberately create bias as a means to prevent people from thinking rationally
Find out more »Strategic Thinking: What is a ‘Good’ Business?
Is Business the same as a industry segment or sector. What is shareholder wealth? Is profits more important, or growth, or exit strategy / diversification? These questions will be answered in this session. as the CEO of your career, what is the definition of shareholder wealth? Do we look for growth prospects in a job, or salary or profile or a step to a different job. The participants would be encouraged to think strategically as a CEO.
Find out more »Bias in Thinking
When we do not have enough data, our mind fills the gaps with imagined / assumed data. This lecture focusses on the various biases we have that create possibly incorrect data. For example, stereotyping is a bias which creates data about behaviour of people, which may not be true. We shall also be discussing Robert Cialdini and the theory of influence, where we deliberately create bias as a means to prevent people from thinking rationally
Find out more »Strategic Thinking: What is growth potential
Shareholder value increases if there is growth potential for a company. How do we analyse the growth potential of a company and the industry that it belongs to.
Find out more »Evolution of and variations in the Sales Function
How has sales evolved from transactional to relationship based. What are the different types of sales, based on the customer and the product.
Find out more »Strategic Thinking: What is Profit Potential
Valuation of a company is also based on whether the company has any profit potential. How does a company create profits? what is profits from operations and what is profits from ownership?
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