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8/3/2019 Dossier Cv - Alvaro Gonzalez-Alorda English
He has collaborated with: &Samhoud (Holanda) / Abc-Din (Chile) / ACEF(Colombia) / Agora (Nicaragua) / Alta Gerencia
(Colombia and Venezuela) / America Empresarial(Colombia) / Antad (México) / Amadeus / Balneario deArchena / Banco Credicoop (Argentina) / Biomet
Spain / Cámara de Comercio de El Salvador / Cámara
Comercio de Bogotá / Centro Metropolitano de Diseñode Buenos Aires / Hospital Juan Canalejo / Conway /Dehesa de Montenmedio / Doblecero / Edesa(Ecuador) / El Corte Inglés / Endesa / eresMas /
Álvaro González-Alorda is a professor ofInnovation at ISEM Fashion Business School, anassociate professor at Instituto de Empresa anda visiting professor in some other businessschools in Spain and America. He studied at theUniversity of Navarra and at IESE BusinessSchool, and completed a period of research atHarvard Business School. He is a specialist ininnovation and in the transformation ofcompanies. He has collaborated with more than90 companies in 20 countries. In addition to hislecturing, he works as a facilitator formanagement teams, as an international speakerand as a coach for managers. He is the authorof the book Los próximos 30 años (Alienta,2010) and The Talking Manager (Alienta 2011). He
speakes Spanish and English.
PROFESSOR
SPEAKER
CONSULTANT
COACH
AUTHOR
ÁLV ARO GONZÁLEZ-ALORDA TOPICS EXPERIENCE
BOOKS
8/3/2019 Dossier Cv - Alvaro Gonzalez-Alorda English
Traditionally, the science of Management hasn’tpaid much attention to collaboration, since in
growing and stable markets strategic priorities
usually focus on efficiency, implementation,cost controls, f inancial engineering,commercialization and growth.
But in unstable markets, sustainableinnovation is mandatory. And this requires
less hierarchical organizations, 360º
collaboration led by middle management,
lateral processes that address the lack ofcoordination among departments and aleadership style that unleashes the talent of
each member of the team.
Keys and methodology to launch a new growthbased on innovation by transforming the
organization with a 360º
collaboration.
Companies and management teams who wantinnovation to become part of theirorganizations’ DNA.
Can be delivered as: workshop (2 days),seminar (1 day) or presentation (1-2 hours).
INTRODUCTION:
KEY TAKE AWAY:
WHO SHOULD ATTEND:
PROGRAM FORMAT:
INNOV AT ION PROGRAM COLLABORATION
LEADERSHIP & COLLABORATION CULTURE
METHODOLOGY FOR TRANSFORMATION
DISRUPTIVE INNOVATION REQUIRES A NEWMODEL OF MANAGEMENT AND LEADERSHIP
“ ”STRATEGIC PERSPECTIVE
Nowadays, there is a constant wave of changesin technology and in consummer demand that is
making many business models obsolete. Andthe greatest opportunities for growth are
presented by disruptive business models for
the new middle class in emerging markets.
>> Global trends that are changing the rules ofthe game.>> Business models for disruptive innovation.>> Marketing and commercial strategies fordisruptive products and services.
In the current context, to be a good manager isnot enough. Today it’s crucial to develop three
essential capabi l i t ies : transforming organizations and business models, restoringdamaged relationships and arousing the
enthusiasm of the team.
>> Lowering the center of gravity, redesigning jobdescriptions and creating lateral coordination.>> Middle management leading the transformation.>> Five key skills for innovation: associate, ask,observe, experiment and connect.
Quiet often, a short term management focusburies the innovation initiatives that many
companies try to develop. Therefore,organizations need to have discipline and follow
a clear methodology for innovation projects tomove at the pace that markets demand.
>> Integrating innovation into top management’sagenda.>> Processes to feed strategy with employees’ideas.>> Tools and keys to achieving a disciplinedimplementation.
8/3/2019 Dossier Cv - Alvaro Gonzalez-Alorda English