BIOTECH IPOs: WHAT ENTREPRENEURS CAN LEARN FROM A BANNER YEAR
(Part 1 out of 2)

The data is in, and there is no question that 2013 was the most active year for biotechnology initial public offerings since 2000. During the 12 months ended in December, 38 biotech companies debuted on Wall Street, all but two of which were listed on the Nasdaq exchange, according to FactSet, a Norwalk, Conn.-based provider of financial analytics. The performance of the biotech class of 2013 was rather impressive: As a group, the shares of the newly public companies rose 43% through the end of the year.

Is it a biotech bubble? Or will investors continue to pour money into this exciting but still quite young industry? And what can managers of biotech companies learn about raising capital from the experiences of those who ventured onto the public markets last year? All important questions, to be sure — but challenging to answer in this industry, where disappointments are more common than successes, and the time between an idea for a new medicine and an actual product can be as long as 20 years.

“There’s a huge amount of real uncertainty about the likely performance of some of these companies — scientific uncertainty about whether drugs will pan out in [late-stage] trials and market uncertainty as to how the products will be accepted,” says Patricia Danzon, Wharton professor of health care management. “There have been past booms that have ended up being bubbles, but with these early-stage companies, we may not know until the drugs succeed or fail on the market.”

Danzon notes that one of the most surprising aspects of this biotech boom was that it came at a time when mergers and acquisitions in the life sciences industry — the other popular exit strategy for private investors in small companies — have been rather stagnant. Indeed, the volume of M&A deals in the third quarter of 2013 increased 10% over the previous quarter, but was down by the same amount as compared to the same quarter a year ago, according to a report released in November by PricewaterhouseCoopers.

“It seemed as if, on the one hand, big pharma was looking at these companies and choosing not to acquire, while public investors were willing to acquire them,” Danzon says. “That might suggest that public investors were being overly optimistic.”

Danzon adds that she wouldn’t be surprised if more biotech companies jump through the open IPO window in the coming months, because a public offering can be a much more attractive proposition than an acquisition, particularly in life sciences. “Given the high risks and the significant number of failures that have occurred, pharma tends to acquire now with a lot of payment contingencies,” such as valuations that are tied to the acquired company hitting certain research milestones, she says. “One can see this from the standpoint of the smaller companies. If the IPO window is open, they may choose to go that route rather than accept acquisition offers that have contingencies. The IPO is money you get now. For the investors, it’s probably a better exit.”

The Influence of M&A

Some biotech industry watchers are betting that the resurgence of biotech IPOs will actually re-awaken the appetite for M&A, says Stephen Sammut, a senior fellow in the health care management department at Wharton and a lecturer in the Wharton entrepreneurship program. That’s because publicly held companies are often more attractive bait for potential acquirers than are private biotech firms.

“Most of the biotech acquisitions occur after the companies have gone public,” says Sammut, who is also a partner at Burrill & Co., a San Francisco-based life sciences venture capital firm. “There are two principal reasons for that. The first is that, in most instances, companies don’t become targets for acquisition until their products are much further along in clinical development. The proceeds of the public offering may well allow a company to bring its products to [later stages] of clinical development and therefore be much more attractive to a multinational company for acquisition. The other factor is that it does give acquirers some comfort to know that they’re buying a company that has undergone the scrubbing process of an initial public offering and [Securities and Exchange Commission] filings for some period of time. That translates to risk mitigation on clinical development. They’re more than happy to pay a premium for such companies.”

What’s more, pharma companies are facing increasing pressure to produce growth, which has been hard to come by in recent years due to the loss of patent protection on such blockbuster drugs as Pfizer’s cholesterol pill Lipitor. That’s why many large companies are looking to smaller, more innovative biotech firms to fill their pipelines. Even large companies that are not yet facing patent expirations are showing a willingness to shell out huge sums for smaller innovators. For example, last summer, Amgen upped its offer to buy cancer drug maker Onyx Pharmaceuticals from $9.3 billion to $9.7 billion. Such deals — along with generally healthy balance sheets and access to capital among life sciences companies — prompted PricewaterhouseCoopers to predict that M&A will increase in the coming quarters.

Sammut expects that the appetite for biotech IPOs will also persist, even though there was a slight slowdown toward the end of the year: Only seven biotech firms went public in the fourth quarter, as compared to 15 in the second quarter. The factors driving this boom are quite different than they were in 2000, he says, and current conditions portend a continued enthusiasm for biotech.

Fuente: KNOWLEDGE@WHARTON

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Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

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Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS

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WHY WE SHOP: THE NEUROPSYCHOLOGY OF CONSUMPTION (Part 3 out of 3)

by Bret S. Stetka, MD and Kit Yarrow, PhD

The reasons for shopping might seem simple: acquiring goods that provide enjoyment, assist with everyday life and activities, or meet a cultural expectation (eg, gift-giving). But the work of neuroscientists and consumer psychologists suggests that the motivations driving purchasing and consuming are more complex. With the holiday season upon us, Medscape spoke with consumer psychologist Kit Yarrow, PhD, about the neuropsychologic influences associated with shopping

Odors, Colors, and a Gender Divide

Medscape: What techniques do marketers and retailers use to coax us into shopping and buying?

Dr. Yarrow: Without a doubt, retailers know that the brain capacity of shoppers, especially on Black Friday, is a little more limited, so they're going to rely on symbolic cues and sensory input to help guide decision-making. I think what consumers might not be aware of is that major retailers are really knowledgeable about how we process symbols, everything from colors to particular words. They use smells. They use music. They know that when people touch things, they're more likely to buy them. They know that things located in the center of a display are more likely to be purchased. They know all of these things.

Consumers don't, though. Shoppers think they're being logical in their choices, and they don't necessarily know, for example, that when they see red they unconsciously process "cheaper," or that when one product is located by itself, they unconsciously register "special and expensive." Symbolic cues, flooding the senses, eliciting a fear of missing out with bargains -- consumers think they're immune to these tactics, but I've seen very few who actually are immune.

Medscape: How about those overly chatty or overly pushy sellers?! Does this actually work?

Dr. Yarrow: No; they're falling out of favor. Consumer backlash on that has been pretty strong; it's related to the trust issue I mentioned earlier. It's also one of the reasons why a lot of people shop online: They don't like being assaulted by salespeople or pressured in a store. They want help when they need help, and not a moment before and not a moment after. Retailers are struggling with how to give people information at exactly the point they need it and not overdo it.

Medscape: One more question, Dr. Yarrow: How do men and women shop differently, including across generations?

Dr. Yarrow: They shop much differently, although it's converging a little bit. Younger men tend to enjoy shopping more than older generations of men. They grew up in malls, and they're more comfortable with and acculturated to shopping environments; whereas it feels more foreign to baby-boomer men, and they're less comfortable with it.

Still, if you look at all men -- even lumping in younger men -- they tend to procrastinate a lot more than women. They also tend to be more impulsive, especially in purchasing gifts. And they respond more powerfully to rankings: things like "the best-selling," "the number 1," "the ultimate."

Anyway, if you go to a mall a day or 2 before Christmas, it's likely to be all men. I'm not stereotyping men when I say this. They're the first to admit it: "I hate shopping, I'm not going until I have to."

Fuente: Medscape

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Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

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Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS

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WHY WE SHOP: THE NEUROPSYCHOLOGY OF CONSUMPTION (Part 2 out of 3)

by Bret S. Stetka, MD and Kit Yarrow, PhD

The reasons for shopping might seem simple: acquiring goods that provide enjoyment, assist with everyday life and activities, or meet a cultural expectation (eg, gift-giving). But the work of neuroscientists and consumer psychologists suggests that the motivations driving purchasing and consuming are more complex. With the holiday season upon us, Medscape spoke with consumer psychologist Kit Yarrow, PhD, about the neuropsychologic influences associated with shopping

"Retail Therapy" and Neuroimaging Findings

Medscape: Going back to your anxiety example, does this mean that the old "retail therapy" cliché has some truth?

Dr. Yarrow: Yes. I wrote an article about that for Time ^[1] -- about how shopping really can be therapeutic. In addition to preparation, it's also a way to express creativity. Online browsing is used by a number of the consumers I've interviewed as a little break, and of course it's also a conversation starter and a way for people to connect with others.

Medscape: Neuroimaging research^[2] has reported spikes in reward-circuit dopamine activity related to shopping, similar to those seen in addictive behaviors, such as drug use and overeating. Is there an addictive component to shopping in some people?

Dr. Yarrow: I do think that there are a lot of people who rely on the dopamine rush that comes with finding a bargain or something special as a way to add a little bit of oomph to their life. I think that's probably the most problematic aspect of shopping: that people become almost, I think, addicted to the bargain hunt.

Medscape: Stampeding to the mall on Black Friday: Is it some combination of thrill- or reward-seeking, along with affecting our relationships with friends and family (eg, buying them a gift)? Or knowing the holidays are coming, could the motivation be less complex: They just want to save money?

Dr. Yarrow: I think there is a really wide variety of people who like to shop on a day such as Black Friday. In my interviews, I've found that some fall into the camp who are really bargain-crazy -- those who think they're going to be the one to get that giant television for $100, and if they do, they feel like winners. There's a thrill in it for them; it's almost competitive-sport shopping. But I do think this group is the minority of Black Friday shoppers.

Back to relationships, I think for many people it's a tradition. It's something that they've always done. People are off from work that day, and some are with extended family; it becomes an event greater than just shopping. It's the kick-off to the holiday season: visiting Santa, window decorations, the lighting of tree. I think the social aspects of it are very important to a lot of people.

So we've got our competitive-sport shoppers and our holiday tradition shoppers. But of course, we don't live in a Normal Rockwell society anymore. Every year, we have a growing number of people who live alone. We have a lot of people who don't necessarily have families nearby, and so it's also simply a social activity. Shopping is way to get out and about and interact with people.

Medscape: Research shows that much of the pleasure derived from rewarding behaviors is often more associated with the anticipation of a behavior (eg, taking a drug or gambling) than with the behavior itself. I would imagine the same is true for shopping in some people?

Dr. Yarrow: Yes, absolutely. For example, I think the anticipation of Black Friday as the day when there will be good deals is strong. Cyber Monday, too -- people shop because they anticipate bargains. It's contributed to a tradition, and the anticipation is part of the excitement. In other realms of shopping and buying, the thrill of the purchase is extended when people spend time thinking about buying in advance; the brain registers the feeling almost as if it were happening in the moment, which naturally gives you extra minutes of juice.

Medscape: Shopping has also been linked with amygdala activation, suggesting an emotional component to shopping. Any number of activities can resonate emotionally for people, but generally speaking, what have you learned from your research and observations about the relationship between shopping and emotion?

Dr. Yarrow: When it comes to Black Friday, I'd say the biggest threat to shoppers would be what happens to our bodies when we get in stressful situations -- that is, the autonomic nervous system arousal that accompanies being in crowded, stressful places or experiencing a fear of missing out. Shoppers often get home and wonder why they bought what they bought. They weren't thinking logically amidst the hyperarousal and stress.

I think retailers rely on this. I always recommend to consumers that they wait 20 minutes until their body relaxes, and their mind can start taking over again before they make a purchase. Or to resist buying things that they can't return.

Another thing that's problematic about Black Friday is the investment of time standing in line and getting up at 4:00 in the morning. It means that people want to see a return: They're determined to purchase something. This is true for outlet malls, too.

Fuente: Medscape

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Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

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Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS

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WHY WE SHOP: THE NEUROPSYCHOLOGY OF CONSUMPTION (Part 1 out of 3)

by Bret S. Stetka, MD and Kit Yarrow, PhD

The reasons for shopping might seem simple: acquiring goods that provide enjoyment, assist with everyday life and activities, or meet a cultural expectation (eg, gift-giving). But the work of neuroscientists and consumer psychologists suggests that the motivations driving purchasing and consuming are more complex. With the holiday season upon us, Medscape spoke with consumer psychologist Kit Yarrow, PhD, about the neuropsychologic influences associated with shopping

Why Do We Shop?

Medscape: What is a consumer psychologist, and how did you find your way to the field?

Dr. Yarrow: My training is as a clinical psychologist, and that's what I teach as a professor at Golden Gate University -- things like family therapy and psychopathology. I'm a jointly appointed professor of both psychology and marketing, and my research is in consumer psychology. I don't lay people on the couch and talk to them about why they buy things. I'm not that kind of psychologist. I use my skills as a psychologist to understand the motivation to buy.

Medscape: On the basis of your research and observations, why do we buy things? What are some of our motivations?

Dr. Yarrow: I just finished a new book on that subject, Decoding the New Consumer Mind, so a short summary might be hard! I suppose if I were to narrow it down to the one most important thing, I would say that buying usually involves relationships in one way or another. The motivation for almost everything we buy has something to do with connecting with other human beings. Even when it comes to practical purchases, the particular brand or product we choose relates to our connections with other human beings.

Medscape: I know this isn't your area of expertise, but in terms of psychiatric or psychological conditions or disorders, what's been linked with shopping behaviors, either as a cause or an effect?

Dr. Yarrow: You're right; I don't directly research shopping addictions or compulsive shopping. I'm not a specialist in the disorders around shopping. However, in my new book I do talk a lot about, and document pretty carefully, increases in anxiety, societal anger, individualism, and loneliness. I'm not classifying them as pathologies, but more just shifts toward negative psychological states.

These shifts have definitely affected how we shop and how we buy. For example, I'm saying that everyone approaches the marketplace with more anxiety because as a culture, we're a more anxious group of people. People feel less trusting of everything: schools, businesses, government, the media. At the same time, they're less connected to and nurtured by other people in their community. Many of these relationships have been disintermediated by our use of technology.

People therefore have higher levels of anxiety, and we know that people process information differently and make decisions in different ways when they're anxious. So when they shop, they're a bit more defensive; they start from a position of distrust, and therefore retailers have to do more to win their interest and loyalty.

Medscape: What are some potential relationship-driven motivations to shop, whether conscious or unconscious?

Dr. Yarrow: There are so many. I think there are some very fundamental ways that people use shopping as a way to connect with other people. For example, our use of technology has turned us into speed demons when it comes to processing information. We want it fast and therefore rely more on symbols and visual data to inform our perceptions. We also look for symbols to understand other people -- what people are wearing, what they own, and what brands they attach to are shorthand ways of understanding and communicating with other people.

I also see a lot of people using shopping as a way of calming their anxiety. For example, if you're going through any life-stage transition, from getting married to having a baby, I think shopping is used as a way to mentally prepare and calm anxiety. As people go through the process of selecting products, they are mentally visualizing their new future. In a way, it's like runners and athletes who use visualization to enhance their performance.

Fuente: Medscape

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Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

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Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

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Programa Ejecutivo en GESTIÓN DEL CAMBIO

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Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS

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Taller de

ESTRATEGIAS EFECTIVAS
para ESCENARIOS TURBULENTOS
2da Edición
(para ser dictado en UTN é IN COMPANY)

http://www.sceu.frba.utn.edu.ar/cursosfooter/gestion/taller-de-estrategias-efectivas-para-escenarios-turbulentos.html

El Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS, si bien puede cursarse independientemente del resto, es el cuarto de los 4 Módulos en que se divide el MEyGC 2014 - Curso Universitario en MANAGEMENT ESTRATÉGICO y GESTIÓN DEL CAMBIO, y tiene como propósito el desarrollo de capacidades específicas, la formación y capacitación de Emprendedores, Empresarios, Empleados, Funcionarios, Ejecutivos y Profesionales de los Sectores Industria, Servicios, Gobierno, y ONGs, a través de Nuevas Herramientas, Metodologías y Modelizaciones Estratégicas que permitan crear, evaluar, investigar, planificar y gerenciar Empresas, Instituciones, y Organizaciones con y sin Fines de Lucro de los Sectores Industria, Servicios, Gobierno y ONGs, o vinculadas a ellos, basándose en la participación interdisciplinaria, el intercambio de conceptos y experiencias y el aprendizaje de metodologías y modelizaciones innovadoras, a partir de:

1. el aprendizaje y la aplicación de Nuevas Metodologías y Modelizaciones de Estratégicas aplicadas a los Sectores Industria, Servicios, Gobierno y ONGs;
2. la interrelación entre homologías temáticas y homologías problemáticas;
3. la exposición y discusión de casos reales en tiempo real, conteniendo la presentación de estrategias culturales, organizacionales y competitivas, presentes y futuras, y su implementación táctica.
   .

Duración y Días de cursado en UTN:

27 horas presenciales (9 sábados consecutivos).

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Fecha de Inicio en UTN:

Sábado 31 de Mayo de 2014, de 10:00 a 13:00 horas.

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Lugar:

Universidad Tecnológica Nacional (UTN) - Facultad Regional Buenos Aires (Medrano 951, Ciudad Autónoma de Buenos Aires, Argentina).

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Director Académico y Profesor:

Dr. Miguel Ángel Medina Casabella, ME, MBA, SMHS (para consultar su CV, hacer click aquí).

Destinatarios:

El Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS fue diseñado para satisfacer la necesidad del desarrollo de capacidades específicas, formación, capacitación y actualización de Emprendedores, Empresarios, Empleados, Funcionarios, Ejecutivos y Profesionales de:

• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, del Sector Industria;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, del Sector Servicios;
• Empresas, Instituciones y Organizaciones Políticas, Gubernamentales y No Gubernamentales;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, prestadoras y/o proveedoras del Sector Industria;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, prestadoras y/o proveedoras del Sector Servicios;
• Consultores especializados o con necesidad de especialización o actualización en Estrategia.

Requisitos de los Destinatarios para cursar:

Los Destinatarios del Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS deberán contar con al menos 1 (un) año de experiencia laboral en el Sector Industria, Servicios, Gobierno y/o ONGs, y estar motivados por el Aprendizaje y la Aplicación de Nuevas Herramientas y Nuevas Modelizaciones de Gestión del Cambio.

Temario a Desarrollar:

1. El Ser y Hacer Emprendedor/Empresarial,
2. ¿Juego de Mente o Juego Demente?
3. Pensamiento Estratégico y su Relación con el Negocio/Resultados.
4. Análisis de Estilos de Pensamiento/Acción: ¿Por qué el pollo cruzó la carretera?
5. Eterno Resplandor de una Mente Empresarial: Adaptación, Valor Agregado, Percepción, Objetividad, Realidad, Prognosis, Necesidad, Funcionalidad, Aprendizaje, Cambio y Fuerza Impulsora.
6. La Gestión Estratégica y su Aplicación Táctica.
7. ¿Planificar o No Planificar?: He aquí el Dilema…
8. Los Determinantes del Portafolio de Negocios, la Rentabilidad y el Crecimiento.
9. Creación de Productos en la Era del Marketing Multicanal.
10. ¿De dónde venimos, Quiénes somos, Hacia Dónde vamos? Mitos y Realidades de la Innovación Estratégica: casos.
11. El Factor 0 (Cero) como Vector de Resistencia al Cambio.
12. Análisis de Impacto de los Paradigmas en la Cultura de la Organización: casos.
13. Refutación del Modelo de 8 Pasos de Kotter.
14. La Entelequia de la Innovación Estratégica: Visión, Tracción o Ambas?
15. La Prospectiva y el Desarrollo de Escenarios Hipotéticos como “Método de Palanca” (Leverage) hacia la Innovación Estratégica.
16. Estrategias de Microsegmentación: a) Hard; b) por Influencia; c) Funcional; d) Vincular; e) Subliminal; f) Síntesis de las Tipologías ©.
17. Diferencia Competitiva para la Identificación de Segmentos y Nichos de Mercados/Negocios.
18. Impacto de las Tecnologías Disruptivas: Reinventando el Modelo de Negocios.
19. Ruptura Estratégica, Crisis y Brechas dentro de la Organización y su Impacto Presente y Futuro. ©
20. De la Comprensión de las Flaquezas del Modelo actual a la Identificación de la Necesidad de un Nuevo Modelo de Negocios.
21. Redefinición de la Tarea, el Rol, los Recursos, los Procesos, los Productos, los Clientes, el Valor Percibido y la Formula de Creación de Rentabilidad para un Modelo de Negocios exitoso.
22. Mitos y Realidades de las Tecnologías Disruptivas: casos.
23. De la Innovación Sustentable a la Innovación Disruptiva. Desafíos Organizacionales ©.

Informes e Inscripción para cursado en UTN:

info@sceu.frba.utn.edu.ar
(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Inversión y Forma de Pago para cursado en UTN:

1. $3000 (externos)
2. $2700 (comunidad UTN)
3. $2400 (graduados UTN)

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

MUY IMPORTANTE:

El Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS

es dictado "IN COMPANY", adecuando sus contenidos, extensión, etc. a las necesidades puntuales de cada Empresa, local o regionalmente
(LatAm - América Latina)
Consultas al mail: msg.latam@gmail.com
ó al +5411-3532-0510

© Copyright Miguel Ángel Medina Casabella y MANAGEMENT SOLUTIONS GROUP LatAm

Programas Complementarios:

• Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO: 

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-pensamiento.html

• Programa Ejecutivo en MANAGEMENT ESTRATÉGICO: 

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-management.html

• Programa Ejecutivo en GESTIÓN DEL CAMBIO:

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-gestion-del.html

Programa Ejecutivo en

GESTIÓN DEL CAMBIO

2da Edición

(para ser dictado en UTN é IN COMPANY)

http://www.sceu.frba.utn.edu.ar/cursosfooter/programa-ejecutivo-en-gestion-del-cambio.html

El Programa Ejecutivo en GESTIÓN DEL CAMBIO, si bien puede cursarse independientemente del resto, es el tercero de los 4 Módulos en que se divide el MEyGC 2014 - Curso Universitario en MANAGEMENT ESTRATÉGICO y GESTIÓN DEL CAMBIO, y tiene como propósito el desarrollo de capacidades específicas, la formación y capacitación de Emprendedores, Empresarios, Empleados, Funcionarios, Ejecutivos y Profesionales de los Sectores Industria, Servicios, Gobierno, y ONGs, a través de Nuevas Herramientas, Metodologías y Modelizaciones de Gestión del Cambio que permitan crear, evaluar, investigar, planificar y gerenciar Empresas, Instituciones, y Organizaciones con y sin Fines de Lucro de los Sectores Industria, Servicios, Gobierno y ONGs, o vinculadas a ellos, basándose en la participación interdisciplinaria, el intercambio de conceptos y experiencias y el aprendizaje de metodologías y modelizaciones innovadoras, a partir de:

1. el aprendizaje y la aplicación de Nuevas Metodologías y Modelizaciones de Gestión del Cambio aplicado a los Sectores Industria, Servicios, Gobierno y ONGs;
2. la interrelación entre homologías temáticas y homologías problemáticas;
3. la exposición y discusión de casos reales en tiempo real, conteniendo la presentación de escenarios y estrategias culturales, organizacionales y competitivos, presentes y futuros, y su implementación táctica aplicada al Proceso de Cambio.

Duración y Días de cursado en UTN:

27 horas presenciales (9 jueves consecutivos).

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Fecha de Inicio en UTN:

Jueves 22 de Mayo de 2014, de 18:30 a 21:30 horas.

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Lugar:

Universidad Tecnológica Nacional (UTN) - Facultad Regional Buenos Aires (Medrano 951, Ciudad Autónoma de Buenos Aires, Argentina).

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Director Académico y Profesor:

Dr. Miguel Ángel Medina Casabella, ME, MBA, SMHS (para consultar su CV, hacer click aquí).

Destinatarios:

El Programa Ejecutivo en GESTIÓN DEL CAMBIO fue diseñado para satisfacer la necesidad del desarrollo de capacidades específicas, formación, capacitación y actualización de Emprendedores, Empresarios, Empleados, Funcionarios, Ejecutivos y Profesionales de:

• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, del Sector Industria;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, del Sector Servicios;
• Empresas, Instituciones y Organizaciones Políticas, Gubernamentales y No Gubernamentales;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, prestadoras y/o proveedoras del Sector Industria;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, prestadoras y/o proveedoras del Sector Servicios;
• Consultores especializados o con necesidad de especialización o actualización en Gestión del Cambio.

Requisitos de los Destinatarios para cursar:

Los Destinatarios del Programa Ejecutivo en GESTIÓN DEL CAMBIO deberán contar con al menos 1 (un) año de experiencia laboral en el Sector Industria, Servicios, Gobierno y/o ONGs, y estar motivados por el Aprendizaje y la Aplicación de Nuevas Herramientas y Nuevas Modelizaciones de Gestión del Cambio.

Temario a Desarrollar:

1. El Pensamiento Estratégico © y su Influencia en la Gestión del Cambio
2. Identificación, Categorización y Management de Tipologías de Pensamiento Estratégico para la Gestión del Cambio: a) Operativo; b) Analítico; c) Científico; d) Conceptual ©
3. Identificación, Categorización y Management de Niveles de Pensamiento Estratégico para la Gestión del Cambio: a) Pensamiento; b) Lenguaje; c) Abordaje de la Realidad; d) Niveles de Introspección ©
4. Análisis Multivariable Tridimensional © y su Aplicación a la Gestión del Cambio.
5. Management Estratégico del Cambio
6. El Cambio como Fenómeno Global
7. Gestión del Cambio: ¿Proceso o Proyecto?
8. Cambios Estructurales de Impacto Socio-Cultural
9. Factores Externos e Internos a considerar en la Gestión del Cambio
10. Gestión del Cambio: Cómo? Cuándo? Por qué?
11. Principios Rectores de la Gestión del Cambio
12. Cómo detectar la Necesidad del Cambio: Crisis y Brechas
13. Ruptura Estratégica del Cambio: El Management del Caos ©
14. Resistencia al Cambio: Cómo transformar Amenaza en Oportunidad
15. Cambios Pequeños, Medianos y Grandes: Análisis, Identificación y Gestión
16. El Impacto de los Paradigmas en la Gestión del Cambio, y el Impacto de la Gestión del Cambio en los Paradigmas ©
17. El Impacto de la Cultura en la Gestión del Cambio, y el Impacto del Proceso de Cambio en la Cultura ©
18. Componentes de la Cultura de la Organización y su Rol en la Gestión del Cambio
19. Sentimientos y Comportamientos frente al Proceso de Cambio: Análisis, Identificación y Gestión
20. Matriz del Categorización del Comportamiento Humano durante el Proceso de Cambio ©
21. Refutación del Modelo de 8 Pasos de Kotter.
22. Liderazgo Transformacional para la Transformación Organizacional: difícil, pero posible, ¿verdad? ©
23. Pilares de la Gestión del Cambio
24. Cuatro Elementos Indispensables en la Gestión del Cambio
25. Visión, Transición y Enfoque de la Gestión del Cambio
26. La Dinámica del Cambio versus la Parálisis del Caos
27. Modelos Globales de Cambio: a) Los Líderes del Cambio; b) Los Campeones del Cambio; c) The Trouble Makers ©

Informes e Inscripción (para cursado en UTN):

info@sceu.frba.utn.edu.ar
(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Inversión y Forma de Pago (para cursado en UTN):

1. $3000 (externos)
2. $2700 (comunidad UTN)
3. $2400 (graduados UTN)

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

MUY IMPORTANTE:
El Programa Ejecutivo en GESTIÓN DEL CAMBIO

es dictado "IN COMPANY", adecuando sus contenidos, extensión, etc. a las necesidades puntuales de cada Empresa, local o regionalmente

(LatAm - América Latina)
Consultas al mail: msg.latam@gmail.com

ó al +5411-3532-0510

© Copyright Miguel Ángel Medina Casabella y MANAGEMENT SOLUTIONS GROUP LatAm

Programas Complementarios:

• Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO: 

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-pensamiento.html

• Programa Ejecutivo en MANAGEMENT ESTRATÉGICO: 

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-management.html

• Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS: 

msg-latam-meic.blogspot.com.ar/2014/04/taller-de-estrategias-efectivas-para.html