International business environments and “The New Normal” ♦ The Triad of globalisation, digitalisation and politicisation ♦ Economic, business and political shifts ♦ Connectography and Globaloney ♦ Key strategy topics in internationalisation ♦ Shocks, megatrends and dealing with complexities …

Expect and understand institutional and organisational differences ♦ Liberal versus Coordinated Market Economies. Or rentier systems and neo-patrimonialism ♦ Models of organisations: stakeholders, power, decision making, property rights …

A systematic look at sources, types and the nature of political risks ♦ At the local, regional and geo-political level ♦ Proactive mitigation and negotiation strategies ♦ Non-Market engagements, honest corporate citizenship, and shared value approaches …

Analysis of a potential target country in which to operate ♦ Market research and market entry preparations ♦ Use of practical yet systematic analysis frameworks ♦ Identification of valuable information and research sources ♦ From research to networks to exploration | learning journeys ♦ A sober look at country-related risks …

An in-depth look at the competitive landscape of local and peer competitors ♦ Match value offer and competitive sensitivities in different industries ♦ From a cultural, administrative, geographic or economic perspective ♦ Incumbents versus international competitors: (dis)advantages of global competitors …

How to compete and add value ♦ Use a strength-based view on firm-specific resources,  capabilities and core competencies ♦ How to apply adaptation, aggregation and arbitrage strategies ♦ Determine the organisation′s globalization readiness ♦ Right-sizing internal company expectations …

Match country and market with the firm’s/organization’s value offer ♦ Achieve scale and relevance ♦ Market attractiveness and prioritization analysis ♦ Geographies and value offer portfolios clusters ♦ Determining the overall risk portfolio …

Organisation design for Emerging Markets ♦ Moving beyond structures ♦ Design and manage internal as well as external connectivities ♦ Functional area strategies and operations for global markets ♦ Role of the (regional) headquarter ♦ Effective set-up and use of Shared Service Centers ♦  Organising for and around volatilities …

Planning your local presence ♦ Analysing local structures and dynamics ♦ Developing EM Sales and Channel Management strategies ♦ Taking a patient, long-term life cycle view ♦  Assessing affordable investments and macro-micro risks ♦ Maintaining your brand, quality and reputational control …

Selecting and recruiting of distributors ♦ Thoughtful designs of distributor’s functionalities ♦ Life-time cycle management ♦ Building and maintaining operational effectiveness ♦ Developing appropriate monitoring and control processes ♦ Establishing mutual/reverse training and communication processes ♦ Understanding and agreeing on pricing and margin management …

Understand Emerging Market Supply Chain [SCM] characteristics ♦ Develop SCM orchestration ♦ Match innovation, business and supply chain strategies ♦ Build long-term strategic supply chain resilience ♦ Assure operational effectiveness along internal and external supply chain nodes ♦ Integrate and train external partners …

Managing across cultures and distances ♦ Identify social and cultural identities: “ideas of man and nature” ♦ Describing cultural environments: descriptive models, cultural dimensions, global environments and culture clusters ♦ The workplace as culture stomping ground: on strategy, leadership, decision finding and organizing ♦ Versatility requirements and communication skills …

A look at leadership in the international context ♦ Conventional notions of leadership and management ♦ Leadership as a cultural and context-dependent phenomenon ♦ Institutional and organizational environments and their potential impacts ♦ The GLOBE Study ♦ The art of boundary-spanning across leadership expectations …

People development as “talent at all levels” ♦ Combine proactive, long-term strategic processes and designs with practical, on the spot development interventions ♦ Assure balance in top management team diversity ♦ Build vocational, business and managerial | leadership skills for front-line workers and supervisors ♦ Grow skills and talent from within, at home, abroad and with key partners ♦ Foster appropriate—not woke—diversity and inclusion …

Understand advantages and special challenges of working across distances, cultures and countries ♦ Build and lead global and dispersed teams ♦ Leadership versatility in a global context ♦ How to manage communication and maintain trust ♦ Remote project management ♦ Technology as enabler—and its limits …

You got that far? Fantastic ♦ What do you think of it? Interested? ♦ For business propositions  | inputs | exchange of ideas |  co-operations | pro bono please get in contact with me …

A practical look at innovation leverage points: create or redesign products + services for local needs ♦ Adjust the business model to local environments ♦ Cost containment ♦ Thoughtful integration of new technologies ♦ With a special focus on “frugal innovation” to serve the poor and emerging middle class people in Emerging and Developing Countries ♦ TRUE Inclusion Investing …

Study and learn from Hans Rosling′s great book »Factfulness« ♦ The Gapminder project [www.gapminder.org] ♦ The concept of Life on Four Income Levels ♦ Tame dramatic instincts and overdramatic worldviews ♦ Dramatic instincts: gap | negativity | straight line | fear | size | generalization | destiny | single perspective | blame | urgency ♦ Get the book and study the website …

Explore company finances through graphical visualisations ♦ Work with digital and physical/analogue versions and with varying levels of complexity ♦ Dive into the topic of “financial viability” of a business from a high-level perspective ♦ Grasp key business finance concepts in a hands-on way ♦ Connect the dots between business and finance …

Master the basics of business finance ♦ Navigate through its myths and “jargon jungle” ♦ Analyze financial reports to assess the financial health and viability of a business ♦ Understand the three core financial statements: Income Statement, Balance Sheet and Cash Flow Statement ♦ Explore key elements from (sales) revenues to net income ♦ Focus on essential finance/accounting concepts that really matter in business practice …

Understand your company′s business and operating model  ♦ Uncover its business story through history, markets, and competitors ♦ Dive into annual reports, financial statements and, forecasts  ♦ Utilize external industry insight ♦ Align business model and financial data to shape a cohesive narrative …

Streamline your product and service portfolio ♦ Organise meaningful product and service groupings ♦ Define key parameters for future relevance ♦ Evaluate using targeted criteria ♦ Assess the financial impact ♦ Decide on actions: start–stop–continue …

Visualize and analyze pricing from “base price” to “pocket price” and “pocket margin” ♦ Break-down key components like on-invoice discounts, off-invoice adjustments, cost-to-serve and other costs ♦ Identify and address price “leakages” to boost profitability ♦ Leverage a tailor-made framework blending the traditional pricing waterfall concept with a modern strategic pricing design …

Master the “mechanics of pricing” ♦ Evaluate how price changes affect profitability based on contribution margins and cost of goods sold ♦ Simulate pricing scenarios to make data-driven decisions for your business ♦ Optimize pricing strategies to optimise the impact on sales and profitability growth …