Strategy Management
Leadership
There are leaders and there are those who lead. This class is for the latter.
We believe that anyone can learn to be a great leader – it’s a practice and in today’s competitive changing environment it's a necessary skill.
We in this will explore the concepts and practices that distinguish the difference between teams that stick together and thrive come what may and those doomed to fail despite incentives, talent and opportunity.
When leaders create the right conditions and environment for their people, individuals instinctively support one another. Caring leadership empowers teams to overcome the dangers that threaten their potential for success in today’s challenging marketplace and thrive together. When everyone feels they belong and are able to show up together with purpose, the potential is limitless.
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We help the leaders to;
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Define what it truly means to lead - Leadership is not about being in charge, it’s about taking care of those in your charge.
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Advising on how to create a safe working environment and why this is crucial for your team’s performance
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Examining the natural drivers that exist within us all that help make us feel inspired, safe, and fulfilled
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Advice on how to combat the inevitable stresses and dangers that threaten an organization, team, and each individual
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Advising on practical and actionable steps that will yield sustainable long-term results for your leadership and with your team
For Young Leaders
The world is changing rapidly. With the pandemic accelerating the move to digitalization and e-commerce, one thing is certain: the future is young. And that future requires able leaders who have the skills to inspire and motivate those around them.
A young leader can be someone who has a new start-up that is quickly gathering pace. Someone who has received a promotion and it means that he is now leading a team of colleagues. Someone whose business has expanded from a one-person enterprise and is now responsible for the employment of many others.
We help the young leaders to;
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Identify a clear, industry appropriate, vision for your leadership
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Understand the communication skills you need to inspire others
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Recognize the key mistakes young leaders often make which undermines their authority and learn how to avoid these
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Foster a culture of community and unite your multi-generational team
Finance and Liquidity
Cash flow and forecasting models
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We will help your company to evaluate the impact of the pandemic on your cash flows. We will help your organization to forecast different scenarios ranging from not optimistic to completely pessimistic to understand the new financial thresholds. This exercise becomes the base for developing any plan in the future and is an extremely critical initial step.
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Market volatility management
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The pandemic has caused increased volatility in global financial markets, necessitating regular monitoring of market risk exposures and limits to avoid surprises. All financial exposures of a business, as well as important investment decisions, should be revalidated and retimed, based on the simulations, scenario analysis, and forecasting models.
Simulations and scenario analysis are necessary to set milestones, using which different levels of measures can be planned by organizations. They need to consider various scenarios from optimistic to pessimistic and understand their impact on the financial models developed
Since there is little or no predictability in assessing the volatility in markets, most organizations will need to strategize for unfamiliar scenarios. Under such circumstances, planning for the most undesired outcome is a sound strategy.
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Prioritizing cash flows and Cutting the tail
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Under such unusual circumstances when the future of global markets is uncertain, companies need to judiciously allocate existing resources to achieve mission-critical outcomes. Investment decisions and large outflows that can be deferred should be timed accordingly and communicated appropriately so that resources can be maximized.
Times like these give businesses an opportunity to reduce the amount of credit needed and maximize the credit available from their system. Organizations can right-size their operational costs during such crises to ensure that there is no further disruption.