Course Description:
As the saying goes, innovators are invincible in the world; The future is promising. For innovation, the method is the new world, and the most important thing is not knowledge, but ideas.
In particular, in the past, it was 30 years in Hedong and 30 years in Hexi; It is now three years to the east of the river and three years to the west of the river; Or even one year to the east of the river, one year to the west of the river. For internet businesses, three months can be a watershed moment.
Therefore, in this ever-changing VUCA era, innovation has become the key to the survival and development of enterprises. Only by daring to deviate from the norm and breaking through tradition can we stand out in the fierce competition.
In such an era, change and innovation have become the most important core competencies. This course aims to develop students' leadership and innovative thinking, and help enterprises to regenerate in the midst of change. The course not only focuses on how to innovate and change, but also focuses on training students' innovative thinking and innovative decision-making ability.
Course Benefits:
1.Deeply understand the core value and strategic significance of leaders in enterprise change and innovation;
2.Master the innovative thinking and decision-making skills necessary for leaders in uncertain times;
3.Through practical cases and classroom interactions, students can be stimulated to innovate and improve their leadership for change.
4.Gain insight into the new trends and challenges of enterprise management in the new era, learn to respond flexibly, and lead the sustainable development of enterprises;
5.Temper the tenacity of students in change and innovation, and shape excellent leadership.
Course Duration:
1 day (the duration and content of the training can be adjusted according to the situation).
Course Audience
Management. Course outline
Lecture 1: Innovation: Leaders' Thinking Breakthrough and Change Awareness
Leaders need to have a sense of breakthrough and change. This chapter warns of the urgency of change, cultivates crisis awareness, and introduces digital thinking in the Internet era by exploring the enterprise life cycle and case analysis, so as to guide leaders to focus on the future and make business layouts.
1.Explore the mysteries of the enterprise life cycle and reveal the strategic value of change;
2.Deep Thinking: How to Achieve Future Leadership? Analyze the secret of the growth of the second curve;
The core growth force of an enterprise lies in change, and sustainable growth depends on strong innovation;
3.Case analysis: The rise and fall of Kodak and Nokia warns of the urgency of change;
4.Four early warnings in the Internet era: past success, path dependence, slowing growth, and structural changes;
5.The Innovator's Dilemma: How to Solve the Contradiction Between Profit Maximization and Continuous Innovation?
Case: The defeat of China Mobile's "Feixin".
6.Cultivation of Crisis Awareness: Coping Strategies for Black Swan and Grey Rhino Events;
Tencent case: only the strategic layout and practice of the future;
Vanke and Huawei's "Stay Alive".
7.Based on tomorrow, starting the day after tomorrow: how to balance the business layout of today, tomorrow and the day after tomorrow?
Today, tomorrow, and the day after tomorrow money comes from **;
Core Business, Growth Business and Seed Business The origin of WeChat;
Eating from the bowl, looking at the pot, thinking of the laws of the field;
8.Internet digital thinking: user-centered, simplicity first, product is king, rapid iteration, trial and error optimization.
Lecture 2: The Way of Change: How to Lead a Team to Successful Change
This chapter focuses on how to lead a team to successful change. Demystifying the pitfalls of change failure, providing eight steps and practical tools to help leaders defuse employee resistance, act quickly and achieve results, and shape change leadership.
1.Reveal the eight traps of enterprise transformation failure, and take them as a warning;
2.Eight Steps to Leading Change: From Building a Crisis to Deepening the Culture;
Establish a sense of crisis;
Establish a leadership team;
Establish a vision and strategy;
disseminate new visions;
Authorization; create short-term results;
Integrate success stories and accelerate change;
Change is deeply rooted in the corporate culture.
3.Practical tools: the application of the Adkar model in change leadership;
4.Psychological tackling: How to lead employees to embrace change and resolve resistance?
5.Action guide: How to lead the team to move quickly and achieve results in the midst of change?
6.Seven key behaviors of leaders in change that shape change leadership.
Lecture 3: Breaking the old and creating the new: Breaking the shackles of thinking and stimulating innovation potential
Innovation is the key to the development of enterprises. This chapter breaks the shackles of thinking and stimulates innovation potential by unlocking innovative thinking and critical thinking training. At the same time, it introduces the application and practice of Shou Breaking Growth Path and innovative thinking tools to help students achieve innovative breakthroughs.
1.The nature and conditions of innovation: curiosity, interest, questioning spirit and courage to explore;
2.Unlock innovation: break through the shackles of six major thinking and release innovation vitality;
3.Critical thinking training: dare to question, assert carefully, and cultivate independent thinking ability;
4.Breaking away from the growth path: from imitation to innovation, to achieve a top-level breakthrough;
5.Deeply tap the potential of innovation and stimulate innovation inspiration;
go the other way" – don't always follow the old path;
breakthrough experience" – what may be more important than what;
Chaos and disorder" - following rules is the enemy of innovation;
"Deep excavation" - innovation ability is directly proportional to the depth of thinking;
"Winner's retreat" - the thinking world of ordinary people is tangible, and the thinking world of wise people is intangible;
Make good use of your strengths" - recognize your own strengths and make good use of your brain;
"Cabe Theory" - Abandonment is the key to innovation.
6.Application and practice of innovative thinking tools;
Cross-thinking approach: Innovation often hides the intersection of things;
First principles: applications at the level of life, work and business;
Drawing inferences: how to find the "skeleton" and "coat" of things?
Second answer: Don't be fooled by the brain's first reaction;
Brainstorming method: let quantity drive quality, use ideas to stimulate ideas;
V-shaped thinking: stop complaining when there is a problem and think from a different perspective;
The 12 Methods of Wada: How to Carry Out Simple and Practical Innovation from the Side?
Lecture 4: The Way of Decision-making: Practical Application and Practice of Innovative Decision-making
Decision-making is an important part of innovation. This chapter learns the wisdom of management decision-making, ** decision-making and game theory, organizational decision-making and other topics from the Art of War, reveals the pitfalls of decision-making, provides the application and practice of decision-making tools, and helps students make informed and innovative decisions.
1.Learn the wisdom of management decision-making from Sun Tzu's Art of War;
Thinking: Who is better Zhuge Liang or Sima Yi?
2.Decision & Game Theory: Insight into the logic and strategy behind decision-making;
Think: Tian Ji Horse Racing - What would you do if you were the King of Qi?
3.Organizational decision-making: a balance between clear decision-making responsibilities and consensus-seeking;
Think: Who should make decisions in the organization? Do you need to seek consensus in your decision-making?
4.Decision Traps: How Smart People Avoid Bad Decisions;
Emotional influence: Emotions and decision-making go hand in hand, and there is no so-called rational decision-making;
Key deviations: It takes too much time to make important decisions, and makes hasty decisions about important decisions;
Decision fatigue: making a large number of non-important decisions, resulting in no important decisions;
Commitment to upgrade: additional investment due to sunk costs;
Binary thinking: Single-mindedness, similar to black and white, either/or.
5.Decision-making tools: Decision Tree, SWOT Analysis, and Six Thinking Hats.
Instructor Profile
Managing writers and training craftsmen.
Visiting Professor of Zhejiang University, Distinguished Expert of Zhejiang University of Technology and Shanghai Jiaotong University;
Specially appointed trainer for Alibaba, Huawei, Sany and other enterprises;
He is currently the Dean of the School of Management;
Focus on the research and practice in the field of corporate craftsman culture and team empowerment;
He has won honors such as "Top Ten Outstanding Figures in China's Management Consulting Industry and Top 500 Chinese Lecturers in the World".
Works: "Enabling Work Method", "Guarding Breaking Away", "Ingenuity".
Serving customers
Partner Institutions
Zhejiang University, Xiamen University, Southwestern University of Finance and Economics, Shanghai Jiao Tong University, Zhejiang University of Technology, Ningbo Institute of Technology, School of Finance, Shanghai University of Finance and Economics, Chongqing Medical College, Hunan Vocational and Technical College of Posts and Telecommunications, etc
Internet IT
Alibaba, JD.com, Lenovo Group, Phoenix.com, Super Dry Software, Beijing Huaxia Vision Image Technology, Nanchang Enterprise E-commerce Association, Xiamen Yaxun Network Co., Ltd., China Internet Network Information Center, etc
Mechatronics
Sany Heavy Industry, China North Industries, Founder Group, Dongfang Automobile, Foton Daimler Automobile, BAIC Motor Co., Ltd., Beijing Borgward Automobile, etc
Electrical energy
State Grid, Hainan Power Grid, Ningxia Coal and Power, Ningxia Coal Industry Group, China Southern Power Grid, Shenhua Guohua, Tarim Oilfield, etc
Hospital Medicine
Hainan Fifth People's Hospital, Shenzhen Health Commission Organization Department Director Class (Phase 2), Shenzhen Kangning Hospital, Shenzhen Second People's Hospital, Shenzhen People's Hospital, Guangzhou ** Specialized Hospital, etc
Banking & Finance
Industrial and Commercial Bank of China, China Construction Bank, Agricultural Bank of China, Industrial Bank, Zhejiang Bank of Communications, Shanghai Pudong Development Bank, Rural Credit Union, Guiyang Wudang Credit Union, Ningbo Commerce Bank, etc.
Training site
Corporate Consulting: Teacher 13857108608
Institutional Consulting: Xiao Xiao 18158199558