boost the agility of
organizations and their managers
a highly competitive and fast-moving environment organizations must
become more agile to:
edge over the competition
constraints, including regulatory ones
their business model according to market evolution
their processes in a fast-moving environment
managers are usually specialists who:
frequently experts in a specific filed but who do not have a
holistic understanding of what goes on in other functions of the
received a general management education (or only partial, without a
global perspective )
themselves in a managerial position without suitable training
take advantage of synergy and network opportunities with their
develop their know-how and management skills
recognition and development.
perceive competency training as admission testimony of their own
attend training seminars that are recognized in academia
has been designed to boost middle managers while providing academic
a mind broadening training program
that complements the traditional « catalog » of competency training
available in most large and medium size organizations. It gives
a business education covering a wide range of subjects while
Participants are also expected to implement an innovative
or change management project for
the benefit of their organization; this hands-on learning experience
also brings their employer
provides participants the tools to
the collaboration with other divisions and break silos
their business savvy
them to the holistic management of a business unit combining
them to behave in a more entrepreneurial manner (intrapreneurship);
their engagement and effectiveness;
proactive change agents who can manage change
manage internal stakeholders
their ability to work in multidisciplinary groups;
them better factor-in the human aspects of their work (including
team building activities) ;
their personal (and informal) networks;
their desire to attend in-depth corporate training workshops to
master certain subjects.
addition, AgilityBooster provides a unique platform to convey
messages concerning the corporate culture as well as explaining the
corporate strategic objectives. It is an effective corporate strategy
deployment vector that can reach a management level that usually does
not fully know about the strategy.
program consists of several modules, which cover the fundamentals of
entrepreneurial management and behavior. It was designed by an
entrepreneur for training intrapreneurs and heads of business units.
It is deliberately focusing on concrete and practical results, while
integrating a conceptual support. The time between each module (or
groups of modules) gives the participants the opportunity to apply in
their daily work what they learn while being coached by the trainers.
The attached list of modules specifies the topics that can be
training methodology relies on concrete examples, practical
checklists and the relevant theoretical concepts suitable for
managing corporate entities or units. The courses include experts’
facilitation, case studies, group work, debate as well as written
course materials. Since all trainers are or have been seasoned
entrepreneurs or executives who are also teaching in the best
business schools they can legitimately teach on the basis of their
the courses and to maximise integration participants are asked to put
in practice what they have been taught. This is achieved in concrete
project that can be, depending on the organization preference:
that fits the organization strategy while bringing competitive
advantages (new product/service, new business model, cost reduction,
process improvement, etc.). For these emerging innovation projects
participants must, in multidisciplinary groups, identify the
opportunity, obtain buy-in from decision-makers and finally
implement the project.
adaptation to their environment of a best-practice
implemented elsewhere in the organization. These projects are more
suitable for organizations that prefer deployment of operational
excellence to emerging innovation. As the identification of
best-practices must be made by the participants they must learn to
spot them before adapting them to their own context.
projects must benefit the organization and translate into a
measurable return on investment. To increase their chances of success
and enhance their learning opportunities the participants are coached
by the program director. Each group is requested to write a report
and make a compact presentation in front of the other groups to share
their learning and achievements.
of the objectives is to lead participants to change the way they look
at their work and their ability to contribute. They are encouraged
to share what they have learnt with their colleagues, which extends
the reach of AgilityBooster beyond the participants’ circle. Their
boss can be involved in the process by providing opportunities to use
AgilityBooster content in the participants’ actual job. This helps
maximize the participants’ as well as the corporation’s benefits.
on Investment for the Organization
for the organization implementing AgilityBooster are:
of 4 to 6 innovative projects (at minimal cost) which ensure a
measurable return on investment, which is significantly higher than
the cost of the training.
a culture focusing on results rather than on means
employees into pro active change agents
integration of the strategic priorities to achieve corporate
successful and easier change management initiatives
strong cultural messages
level of engagement and motivation of the participants as well as
staff retention and loyalty
acquisition of competitive advantages and seizing of opportunities
and attitude changes
Professionalization of the
competencies (not only the soft skills!)
silos to better take advantages of synergies
(internal and external) communication resulting in increased
high potentials identification
from the fieldwork
who successfully finish the program and the innovative project
benefit of a significant workload reduction (approximately 9 credits
on 48) for obtaining the Entrepreneurship and Business Diploma of HEC
continuous education program, MBA level).
this degree gives:
for the second year of the
executive MBA of HEC Geneva (prior university degree required)
of the 90 credits of the executive MBA of the European School of
in the worldwide ranking of the Financial Times). This diploma gives
the opportunity to obtain an MBA without prior university studies
(no university degree required).
program is customized to meet the needs and objectives of each
of the most relevant modules addressing the specific needs of the
(See below some examples of modules)
cooperation with the HR Department or Training Center: the Micro MBA
is designed to become a powerful tool enabling HR to achieve several
objectives: talent identification and retention, developing
competencies, engagement, motivation, stress management, culture
the content of each module to the company vocabulary and processes.
Each trainer will contact the company expert (financial director,
marketing director, HR director, etc.) to adapt the content of
his/her presentation to the methods and objectives of each function.
a complement. company experts may also be invited to lecture in
order to add the company perspective. One of the modules could, for
instance, be partially facilitated by the CEO or other senior
executive (see below).
training part lasts between 6 and 8 months, depending on the number
of modules that have been selected. It is then followed by the time
required to implement the project (6 to 9 more months). The program
ends with a session where participants share and discuss the outcome
of their projects
number of modules, their frequency and the location are agreed upon
with the training center according to the objectives and constraints
of the organization.
AgilityBooster approach has been developed by Prof. Raphael H Cohen.
He is a keynote speaker and an expert in both professional agility
and “weapons of mass innovation”. He has conceived the IpOp
Model, which is presented in his latest book “Winning
Opportunities, proven tools for converting your projects into
success… without a business plan” (downloadable
on www.winning-opportunities.org). Published in 2006 the French
et lancer un projet”
has since been a bestseller. The IpOp Model taught in executive
education seminars empowers entrepreneurs as well as intrapreneurs to
identify, analyze and seize opportunities that bring competitive
advantages to their company. In large organizations Raphael’s tools
boost innovation, entrepreneurial behavior, selling effectiveness,
business development as well as employees’ commitment.
MB’s are the corporate version of the first four CREATE courses of
Entrepreneurship for engineers and scientists in Switzerland (at both
University of Geneva and EPFL, the Swiss Federal Institute of
Technology) that Raphael H designed and ran until 2002, when he
started the first AgilityBooster/MicroMBA MB’s
is currently the Academic Director of the Entrepreneurship and
Business Development specialization of the Executive MBA of the
University of Geneva (postgraduate Diploma of Executive Education),
which he launched in 2001. He has also been the MBA European Academic
Program Director of the Thunderbird School of Global Management
(Phoenix, Arizona), where he holds the title of clinical professor.
serial entrepreneur, active CEO and business angel, Raphael H brings
his hands-on experience in his lecturing and consulting activities
providing training, mentoring and management services to senior
executives, bankers, directors and entrepreneurs. Raphael serves on
the board of directors of several companies, including one Swiss
bank, and is a regular contributor to several business publications.
obtained his Ph.D. in Economics in 1982 while managing an
international group of companies. His diversified working experience
on 3 continents and in many industries led him to develop expertise
in innovation, leadership, strategic analysis and business
development, management, negotiation, sales, HR, coaching and
mentoring, financial engineering, legal affairs (intl. taxation,
licensing, real estate, M&A, etc.), asset management,
turning-around businesses, interim and crisis management.
selected according to the objectives of each organization while
taking into account the participants’ level and needs. Modules
content are customized to fit the corporation vocabulary and specific
studied are chosen regarding the specific needs of a particular
audience. During their training participants must apply the content
to their professional activity.
has been adapted from the entrepreneurship courses of EPFL and HEC
Geneva taking into account the specific characteristics and
requirements of corporate training.
concept has been adopted by several organizations, including Nestlé,
Microsoft, Sanofi-aventis, Publigroupe, the University Hospitals of
Geneva (HUG), Edipresse, SICPA, banks, utility companies, public
versions include hands-on workshops while others are very similar to
the post-graduate Diploma of Entrepreneurship and Business
Development of HEC Geneva.
its benefits, articles and testimonies about the impact on
AgilityBooster participants are available, on request.
of AgilityBooster™ Modules
modules can be dropped and others can be added to this non-exhaustive
team output by capitalizing on diversity and effective communication,
and developing the aptitude to work in groups. Removing mental
barriers and limiting beliefs.
benefits of effective communication. Making clear presentations that
are tailored to different target audiences. Body language and voice.
Using visuals for maximum impact. Smooth, confident and persuasive
delivery. Exercising presentation skills.
analysis & marketing strategy (1 or 2 modules)
essentials of marketing and market analysis. Identifying market
needs, product/service positioning, acceptable pricing, channels of
distribution and the most viable client segments. Market research and
competitive analysis tools. Marketing plans.
business opportunities (2 to 3 modules)
to the IpOp Model, a step by step toolbox: from the identification of
a business opportunity to its implementation. Defining a viable
business model. Product life cycle. Key factors of success and
failure. Writing intrapreneurial proposals (Business
Plan, Business Case, etc.)
and personal effectiveness (2 modules)
and guiding individuals as well as teams. Motivating and developing
individuals with diverse profiles. Emotional intelligence and
meta-programs. Using different styles of leadership appropriately and
understanding the basics of group dynamics. Optional self-evaluation
of knowledge/skills gap.
principles of strategic reflection. The role of values. Communicating
the mission and the objectives. Expliciting the enterprise’s
strategy. Finding “blue oceans.”
Strategic diagnostic. SWOT, PESTEL, Porter’s 5 forces model, and
the value chain analyses. Identifying competitive advantages and
elaborating strategic positions for success.
and key factors for successfully implementing important changes.
Tools to anticipate and deal with the obstacles to change.
and interviewing techniques. Appraisals. Job description. Training
and development. Optional: personality profiles.
hands-on tools for managing more effectively, including the
management of expectations, facilitating meetings, managing group
work, communicating decisions and providing constructive feedback.
critical issues in communication. Image and identity management.
Internal and external communication. Press releases and PR. Direct
marketing, Buzz. Effective collaboration with the communication
Fundamentals of accounting, Forecasting budgeting and cash flow
preparation. Interpreting basic financial information. Cost price
Financial statements. Understanding and interpreting financial
statements and ratios. The balanced score card as a monitoring and
management tool .
Budgeting. Methodology to follow in order to elaborate a robust and
well documented budget for a new project. The importance and benefits
of budget monitoring.
Balanced scorecard. Acquiring
the methodological framework related to this tool. Learn to develop
and then deploy a BSC in an organization. Get a good understanding of
the necessary prerequisites for its implementation. Discussing the
most frequently used KPI’s.
law. Working contract. Product liability responsibility. Industry
specific legal issues.
strategies and techniques. Key factors of success.
processes cycle. From the management of the prospect to the closing.
Getting the first appointment, Sale interview. Preparing the
negotiation and handling objections.The use of closing techniques and
developing an ongoing relationship.
Goal Directed Project Management (GDPM). Follow-up tools and
monitoring. Effective project management to ensure projects are
completed on time, on target and within budget. Avoiding classical
mistakes and pitfalls.
How to deploy a project within a company. Integrating projects.
Avoiding rejection by the organization immune system. Human factors
of project management.
teams to deal with the ups-and-downs of innovation. What team
resources to bounce back and deal with adversity. Once its
resilience-profile has been analyzed each team receives
recommendations to improve the team resilience
analyze and map processes allowing cost reduction. Managing process
improvement and evolution. The GE “ workout” method to improve
balance (Stress management)
stress factors. Physiological reactions to stress. Stress management
techniques for yourself and your team.
networks to increase influence and reach. Developing internal and
external networks. Network maintenance. Mistakes to avoid.
present to other participants the findings obtained while
investigating the characteristics of different company activities.
Highly appreciated and very effective departitionning method.
and recognition management
of conflicts and their prevention. Management tools for interpersonal
conflicts. Distinguishing “recognition” from “reward”. The
importance of recognition in motivating team members. How to express
techniques. Access to extranets (data bases). Competitive analyses.
of the theoretical and legal bases for a broad spectrum of
intellectual property rights, including copyrights, trademarks, trade
secrets, design rights, patents and domain names, and how to use them
in a strategic context internationally. Regarding intellectual
property: global international protection strategies, technology
transfer, joint venture, and product launch initiatives, valuation
and dispute resolution strategies.
cultural differences and risks of misunderstanding. Managing
diversity. Decoding tools. Mistakes to avoid.
manage one’s boss
to better understand one’s boss and increase his awareness to
dimensions that he is not aware of. Decoding tools. Influence
strategy. Mistakes to avoid.
projects in multiple locations. Rules and tools for distant
collaboration. Overcoming physical separation.
session with the CEO or another senior executive. It gives
participants the opportunity to obtain answers to their concerns, in
particular those concerning the deployment of the strategy (about
group work debriefing
of all the group innovation assignments in front of the other group
(the audience) and a jury. Questions/Answers followed by each
presentation evaluation by the audience and the jury.
is a non-exhaustive list. Additional content can, upon request,
easily be added to the program.
has been the case for the following subjects:
the selling price
as a commercial tool
as a management tool
opinions in hostile environments”
Telling” to communicate messages