สรางเสรมผน�าองคกรดวยจตวญญาณผประกอบการ8 – 16 ตลาคม 2559

ท BABSON COLLEGE มลรฐแมสซาชเซตส ประเทศสหรฐอเมรกา

ราคาตลอดหลกสตร 350,000 บาท(ไมรวม vat 7% และไมรวมตวเครองบน)

สมครกอน 30 มถนายน 2559  เหลอเพยง 325,000 บาท (ไมรวม vat 7% และไมรวมตวเครองบน)

“The Essence of Entrepreneurial Leadership for the World Business Leaders”

Class 4

ทมาของหลกสตร และเนอหาหลกหลกสตร CEDI-BABSON Entrepreneurial Leadership Program หรอ CBELP เปนหลกสตรทจดขนจากความรวมมอกนระหวางสถาบนพฒนาผประกอบการเชงสรางสรรค (CEDI) มหาวทยาลยกรงเทพ รวมกบ BABSON COLLEGE ประเทศสหรฐอเมรกา ซงเปนวทยาลยทไดรบการจดใหเปนอนดบ 1 ดานผประกอบการ 22 ปซอน (2015) โดยเนอหาของหลกสตรมงเนนใหผบรหารมออาชพและผประกอบการทตองตองพาองคกรสเปาหมาย ไดเรยนรและซกถามในองคความรใหม ๆ อาทเรอง Disciplines and Dynamic of Innovation, Business Model ในยคดจตอล, Open Innovation, Managing Growth, Customer Touch Point Architecture, Entrepreneurial Leadership and Culture of Innovation เปนตน

ซงทงสองสถาบนทเปนทยอมรบดานการสรางจตวญญาณของการเปนผประกอบการทสามารถเอาชนะทกอปสรรคไดอยางสรางสรรค ดวยเนอหาของหลกสตรทรวมสมยเพอพฒนาความเปนผนำาใหมจตวญญาณของผประกอบการอยางแทจรง

หลกสตรนเหมาะกบใคร

หลกสตรน เหมาะอยางยงสำาหรบผประกอบการทมประสบการณดำาเนนกจการของตวเองมาแลวอยางนอย 5 ป เพอนำาความรทไดรบกลบมาประยกตใช เพอขบเคลอนบรษทของตนใหกาวขามผานทกอปสรรคของการดำาเนนธรกจไปได

ท�าไมตองไปถงบอสตน

ท BABSON COLLEGE ทานจะไดเปดโลกทศนของการเปนผประกอบการอยางแทจรงจากคณาจารยระดบโลก ทพรอมจะถายทอดและพฒนาความเปนผนำาและจตวญญาณของผประกอบการอยางแทจรง โดยจะเขาพกท BABSON COLLEGE Executive Conference Center ทแสนสะดวกสบาย

สอบถามขอมลเพมเตมสถาบนพฒนาผประกอบการเชงสรางสรรค มหาวทยาลยกรงเทพ โทรศพท 02-350-3500 ตอ 1408มอถอ 086-556-5050Email: artnattapong.k@gmail.com

มความพเศษอะไร ในครงนบาง เยยมชม Mount Auburn Hospital

โ รงพยาบาลทพระบาทสมเดจ

พระเจาอยหวทรงมพระราชสมภพ

แวะเดนชมมหาวทยาลย Harvard

และ MIT

Sight seeing ชม Lobster รมทะเล

ท Plymouth Britain’s Ocean

City (เดนทางออกไปนอก Boston

ประมาณ 90 นาท)

Jay RaoFaculty DirectorProfessorB.Engg., Indian Institute of Technology, IndiaM.S., Operations Research, University of KentuckyPh.D., Management, UCLA

Program Faculty

Jay Rao teaches 2 courses in the MBA programs – Strategies for Innovation and Growth and Innovation in Service Industries. He also teaches extensively in the Babson Executive Education programs. His executive teaching and consulting is in the areas of innovation, implementation of innovation initiatives within firms, corporate entrepreneurship and customer experience innovation.

His research has appeared in The Sloan Management Review, Journal of Innovative Management, The Academy of Management Executive, Production and Operations Management Journal, Quality Management in Health Care, and the Cornell Hotel and Restaurant Administration Quarterly. He has written several business cases that range in topics from Innovation, Customer Service, Operations Strategy, Strategic Alignment, Supply Chain Management, and Quality Management.

He has consulted for Massachusetts General Hospital (Boston), PRIME Business School (Colombia), Banco Occidente (Colombia), Benchmark Assisted Living (Boston), EMDSerono, FORUM (Colombia), Fitlinxx, Penteo (Spain), BFA Conseil (France), Novartis, Lojack, Fidelity Investments, Merrill Lynch, Boston Scientific Corporation and others. Through Babson Executive Education he has led programs for Ocean Spray, U.S. Navy, Novartis, Fresinius Medical Care, Covidien, Taco, Merck, Masco Corp., SABIC, Scottish Enterprise, North Atlantic Capital, PANalytical, EMC, GlaxoSmithKline, Boathouse, and others.

Les CharmFamily BusinessLecturer in EntrepreteurshipB.S.B.A., Babson CollegeM.B.A., Harvard University

Anirudh DhebarProfessor of Marketing,Chairperson of MarketingB.Tech., Indian Institute of TechnologyM.B.A, Indian Institute of ManagementA.M., Ph.D., Stanford University

Anirudh Dhebar is Professor of Marketing at Babson College. Prior to joining the faculty at Babson College, Anirudh was on the faculty at the Harvard Business School (1983 – 1995) and the Sloan School of Management at the Massachusetts Institute of Technology (1995 – 1997). He is a member of the Board of Directors of Molex Incorporated.

Anirudh is an inveterate student of the dynamic interplay between the enterprises and ecosystems supplying technology-intensive products, customers using such products, and the overall market and social milieu in which the dynamics are set.

Les Charm has been a partner in the firm of Youngman & Charm since 1972. The firm specializes in directorship functions for firms owned and operated by entrepreneurs and in assisting companies that are experiencing operat-ing and/or financial problems. Young man & Charm has operated in variety of industries, channels of distribution, and has been involved in many successful financings and acquisitions and mergers.

From 1977 through 1990, Professor Charm was chairman and president of a major distributor and specialty retail chain. He has been active in other specialty marketing companies, and served as a member of the Board of Directors of the International Franchise Association. He was a director of the National Association of Corporate Directors-New England. He currently is on the board of several firms where he generally sits as the lead director.

Edward P. MarramCrisis ManagementLecturer in EntrepreneurshipB.S., M.S., University of Massachusetts;Ph.D., Tufts University

Edward P. Marram has developed a reputation for outstanding academic and technical accomplishments. An adjunct professor at Babson for 20 years, he regularly lectures on entrepreneurship and issues facing high-growth businesses in both graduate level and executive education programs. He was an entrepreneur in the high-technology sector for more than 35 years; he was the founder, president and C.E.O. of GEO-CENTERS, INC., a high technology, professional services firm, which he sold in 2005. GEO-CENTERS, INC. was recognized twice by Inc. magazine as one of the fastest growing, privately-held companies in the United States.

About Calendar

Babson Executive Conference Centerat BABSON COLLEGE

Date Time

Tuesday October, 11

Wednesday October, 12

Thursday October, 13

Friday October, 14

08:30 –

12:00

Surviving & Thriving in

Tumultuous Times

Business Model Innovation

Entrepreneurial Leadership &

Culture of Innovation

Market Leadership:

Entrepreneurial Imperative &

Discipline

13:30 –

17:00

Innovation: Entrepreneurial

Thought & Action

The Dynamics of Innovation

#CX #UX #XD Innovation

The Discipline of Growth: Minding

the Gaps

DinnerDinner at

Babson CollegeCocktail

ReceptionThe Cheesecake Factory, Natick

Mall

Fleming’s Prime Steakhouse,

Boston

Lunch

Surviving & Thriving in Tumultuous TimesProf. Ed Marram

Some companies are born in turbulent times — when technology, competition, or customer requirements are rapidly changing. For their leaders and employees turbulence is normal and reveals opportunities for growth. For other companies, a sharp encounter with big new challenges can set them into a tail spin. This session will introduce you to the challenges that leaders face in turbulent times. How the Entrepreneur regains leadership of the company pulls it out of its deep drive, and changes its business model in the process will shed insight on the problems that founders face and how they deal with them.

Innovation Entrepreneurial Thought & ActionProf. Jay Rao

In this session we will introduce an approach to understanding entrepreneurship that is Babson's strategic and unifying, action-based framework for entrepreneurship of all kinds. Exercises done during the session will emphasize entrepreneurship as a way of thinking and acting that goes beyond the traditional boundaries as we know them today.

Business Model InnovationProf. Les Charm

Participants will review the elements of a business model and how business models support a company's value proposition, financial strategy, and business strategy. It will tie the importance of a well-articulated business model to company value proposition and financial strategy. The second part of the session is interactive and will work through the data and examine the important levers of the model to reinforce the importance of being able to clearly articulate and understand the key cost and revenue drivers of any business. Participants will be asked to: articulate various views of the company's business model; examine from both a managerial and analytical view the business model and how it informs us about the business in terms of key levers to control to make the venture successful, lay the data out against the model and tease out a set of conclusions and recommendations for improvement.

The Dynamics of InnovationProf. Jay Rao

Ever so often, very powerful firms — with a lot of cash, with globally recognized brand names and cutting edge technologies — seem to stumble, e.g., Kodak. Sony, Nokia etc. How does that happen? Survival and Leadership in an industry are subject the brutal forces of “creative destruction” — the birth of new firms and the death of old firms. This process of creative destruction can be understood through the lenses of a simple model: The innovation life cycle phenomena. Knowledge and comfort with the innovation life cycle will help managers in large firms and start-up entrepreneur to

• Understand the different types of innovation opportunities that lie along the innovation life cycle• Identify, Develop and Capture Windows of Opportunity in the innovation life cycle• Understand the firm’s capabilities to anticipate and manage the shifts in the innovation life cycle• Understand how small start-ups are able to disrupt large established market leaders• How large firms can avoid being disrupted by small start-ups. Examples from more than a dozen

industries will be discussed.

Program Description

Program Description

Entrepreneurial Leadership & Culture of InnovationProf. Jay Rao

There are several studies to indicate that there are many elements that make up a truly innovation company: focused innovation strategy; winning overall business strategy; deep customer insights; great talent; etc. More important than any of the individual elements, however, is the role of corporate culture. The executives and the managers set the tones for the enterprise culture. Unfortunately, a firm cannot make people creative and innovative. The only thing that executives can do is to create a climate where people can be naturally creative. So, at the heart of innovation is the corporate culture.

An innovative culture is created and natured by leaders with entrepreneurial traits. Some these traits include:

• Analytical thinking augmented with emergent thinking• Not just ability to manage risk but to work with and tolerate ambiguity• Strong internal locus of control and accountability for decisions & actions• Courage to persist in face of adversity• Personal grit peppered with self-deprecation humor.

So, do our managers and executives have the right entrepreneurial mindset and behaviors to cultivate a climate of innovation?

Market Leadership : Entrepreneurial Imperative & DisciplineProf. Anirudh Dhebar

A driving aspiration, opportunity, and challenge for all enterprises — be they large or small, established or emergent, for-profit or not-for-profit, high or low-tech, narrowly defined or extending over complex value networks — is leadership in whatever market they serve. Such leadership does not come easy, and neither is it swift, it requires an uncompromising pursuit of innovation, growth, and an entrepreneurial spirit. Innovation not just in products and services but in everything the enterprise does and the way it does everything growth not just in scale but also in scope and impact on customers and the marketplace, and an entrepreneurial spirit that prevails not just at the time of starting up but well into and enterprise’s life.

The Discipline of Growth: Minding the GapsProf. Anirudh Dhebar

Ride the London tube and, you hear a constant refrain on the public-announcement system every time a station approaches: "Mind the Gap!" The gap in this case is between the train's door opening and the station platform, and the public service announcement is to alert descending passengers to be careful lest they trip and hurt themselves in the gap.

It turns out that businesses, too, need to be alerted of the pitfalls of gaps that, if left unattended, could cause the business to falter and maybe even fall. While the possible gaps may be many, we will focus on three gap areas in particular over the course of our meeting on the fourth day of the program: market leadership, customer touchpoints, and enterprise architecture.