About the Program
The AGSB, in partnership with Bayan Academy, have developed six certificate courses on Corporate Entrepreneurship. These courses are all aimed at: (1) cultivating, in your management team, the entrepreneurial spirit of innovation, value creation and quantum leaps in productivity and performance; (2) setting the industry pace for technological revolution and improvements; (3) sharpening the critical, systemic and creative thinking skills of your staff as well as enhancing their intuitive abilities; (4) differentiating your company as the cutting-edge leader in exploiting challenging opportunities and embracing change as a way of life. These six courses can be taken independently or serially over time. They are meant to cover the most important facets of corporate entrepreneurship.
Developing the Character and Mindset of the Corporate Entrepreneur
This course is intended to enhance and fully develop the entrepreneurial spirit and mindset of the corporate entrepreneur. It has three distinct modules.
The first module (three days) begins with a discourse on the Whole Brain Entrepreneur and identifies the brain preferences, learning styles and skills sets of entrepreneurs. Participants will be assessed on their individual entrepreneurial predispositions and their capability to think and act like entrepreneurs in a corporate setting. Self Mastery lifelong skills will be introduced. These include Learning to Think using the Quadrant Brain model of (a)thinking in an organized, structured and sequential manner, (b)thinking logically, analytically and critically, and (c)thinking creatively, associatively, systemically and integratively. Also, Learning to Intuit will be covered as part of the entrepreneur’s arsenal.
A topic on Entrepreneurial Leadership (three days) is included in the first module to discuss the leadership trilogy: inspirational leadership, transformational leadership adaptive leadership. It focuses on transformational leadership as a driving force to promote change in the company.
The second module (three days) delves into the entrepreneurial process of Opportunity Seeking, Opportunity Screening and Opportunity Seizing. In here, the participant must take on that peculiar mindset of entrepreneurs which differentiate them from the problem-oriented mindset of the typical corporate manager.
The third module (four days) goes through the Enterprise Life Cycle and Life Forces, which capture the six life stages of the enterprise and the five enterprise life forces. In the process, case studies will illustrate the development of the Entrepreneurial Mind Frame, Heart Flame and Gut Game. Simply translated, the Mind Frame is one of optimism and eagerness to explore potentials and possibilities. The Heart Flame talks about personal passion, high organizational commitment and great people skills. The Gut Game brings out the courage and intestinal fortitude (i.e. perseverance) of the entrepreneur.
Leading Strategic Change, Innovation and Transformation
The corporate entrepreneur is ready to take on strategic changes as a way of life. He or she is born to innovate by creating new products and services. The corporate entrepreneur transforms systems, processes and organizations in order to assure the successful implementation of strategic change.
The first module (four days) focuses on what it takes for the entrepreneurial leader to lead change. This means setting clear goals and defining the end results desired. It also means assessing the external as well as internal environment of the organization. After the assessment, the corporate entrepreneur generates alternative strategies to achieve corporate goals. From these alternatives, the corporate entrepreneur chooses the most likely to succeed given the conditions of the external and internal environments. The new strategic change will bring in both technical and social changes. The first has to do with the “hardware” of technology, systems and processes while the latter deals with the software of organizational culture and people changes. Building the change team is part of the latter.
A five-day course on strategic planning and management introduces the VMOKRAPI-SPATRES (Vision, Mission, Objectives, Key Result Areas, Performance Indicators, Strategies, Programs, Activities, Tasks and Resources) as a framework for organizational strategizing. It also introduces how to conduct external and internal assessment to draw the unit/company’s strengths and weaknesses to come up with strategies which they will develop and implement.
The second module (three days) immerses the participants in the implementation dynamics of change. In here the participants are given tools and techniques to enhance the chances of success and reduce the obstacles and barriers to change. The second module also includes the tools and techniques for implementation programming, resource mobilization and controls.
The third module (three days) is the actual management of the change: change evaluation and monitoring and change calibrations and adjustments. There should be an After Change Review process that would guide the organization in its future change projects.
Entrepreneurial Marketing departs from the usual corporate marketing in its concentration on creating new markets, finding new customer bases, discovering new market segments, developing new products and services, designing new marketing approaches, experimenting on new marketing channels and reinventing the marketing mix. In contrast corporate marketing favors expanding sales and market shares of existing products, services and their extensions.
The first module (four days) includes topics on Market Research and Evaluation, Consumer Profiling and Analysis and Location/Area Analysis, focusing on identifying, developing and establishing new markets, customer segments and exploiting untapped areas.
The second module (three days) zooms in on new product/service development, going through critical and creative management processes, prototyping, testing, piloting and launching.
The third module (three days) encompasses market positioning, formulation of the marketing mix, cultivating imaginative marketing channels and delighting the new customers with superior offerings.
Managing Technology and Entrepreneurial Operations
Rapid technological changes lead to drastic obsolescence and the need to reinvent how enterprises operate. The corporate entrepreneur should have the ability to forecast technological advancements and prepare the organization for the ones most likely to succeed in the near and not-so-near future.
The first module (three days) of the course teaches the participants to scan the technological environment and make Delphi forecasts of the more promising technologies. It also includes technology sourcing and evaluation and technology creation and adaptation.
The second module (three days) proceeds with technology utilization in case of adapted techniques and technology commercialization in the case of newly-developed technologies. The second module includes the design of the operating systems and processes needed by the new technologies.
The third module (four days) goes into Entrepreneurial Operations or how the corporate entrepreneur can flexibly configure the enterprise delivery system to incorporate the demands of the new technology while making sure that consumer quality, delivery and price parameters are met. The module also discusses the people dimensions of competency building and organizational re-alignments to serve both technological and consumer mandates.
Entrepreneurial Finance and Business Casing
The corporate entrepreneur must likewise be innovative in putting together good financial packages to meet the ever-increasing demands for new investments. The corporate entrepreneur must have a complete repertoire of management tools and techniques in order to grapple with the nuances of both short and long term investment decisions.
The first module (four days) focuses on Investment Decision Making (short term and long term). This requires a set of skills, such as: Management Accounting (Differential Accounting), Capital Investment Analysis, Market and Demand/Supply Forecasting, Economics, Financial and Technical Analysis and Feasibility Assessments. Business Casing is the generic term for making business decisions involving alternative investment choices confronting the company. Valuating new acquisitions and mergers would be part of the investment module.
The second module (three days) brings the participants to the Financing Decision. This means choosing the right financial structure, designing the terms and conditions of the financial deal, negotiating and bargaining for the best terms and assessing financing risks and enterprise sustainability.
The third module (three days) revolves around financial performance evaluation, monitoring, reporting and presentation. It also contains topics on Financial Forecasting the Master Budget and Business Continuity Assessment. Finally it reviews and revises business models to ensure optimum financial returns.
Developing the Entrepreneurial Organization and Building the Entrepreneurial Culture
Most business corporations become bureaucratized, overly systematized and rigidly structured as they gain size and market prominence. The antidote to this is to foster the building of entrepreneurial organizations which would remain nimble, agile and quick to respond to changes. It also means nurturing a creative workforce that is committed to creativity and innovation.
The first module (four days) trains participants in the art and science of Organizational Assessment in order to determine the required competencies and desired characteristics of the teams and individuals within the organization. It also serves to evaluate the proclivity of the organization to change and innovate. The first module then proceeds to Organizational Design, which means structuring the organization to become more entrepreneurial, meaning better equipped to enter new markets, field new products and adopt new systems. Finally the first module ends with Organizational Development, which is a step-by-step process of gearing the organization to its maximum potential as a creative and innovative enterprise.
The second module (three days) enters into the specific dimensions of Human Resource Management. This means adapting Ulrich’s model of HR as (1)a strategic partner of implementing the business strategy; (2) an administrator of HR policies, system and procedures in line with the strategic direction; (3) a transformator of the organization, its teams and individual employers, and (4) a people champion advancing the welfare, productivity and performance of the people.
The third module (three days) emphasizes the nurturance of an entrepreneurial culture in the organization through value formation, behavior modification, formalization of institutional rites and rituals, alignment of corporate and individual goals and the creation of an enterprise climate conducive to creativity and innovation.
Lastly, a course on social responsibility and ethics (two days) defines the spirituality of the participants as leaders in their own respective units yet accountable for their people, their communities and the society as a whole. It speaks of the transcendence of the leaders in the workplace.