Strategies for Creating Value

Thanks to an unprecedented wave of stakeholder awareness, shareholder activism, and globalization, Corporate India has become acutely aware of the importance of creating economic value for shareholders. Creating value in organizations is receiving more and more attention as competition becomes more intense. Managers today face a baffling mix of uncertain environment, technological challenges, and increasing global complexities. More than ever before, they must take big risks - manage strategically - to meet these challenges. This program will help managers make the connections between strategy, finance, corporate governance, and the creation of shareholder wealth. A chief feature of this program is its integrative framework, bringing in the best of the finance-strategy-valuation trilogy into one place for the manager to refer to in the quest of value maximizing business decisions at all levels of the organization. It develops the necessary concepts and skills such as EVA, MVA, and Real Options required for systematic and effective implementation of strategies to create value. Drawing from relevant conceptual framework and real-life case studies, participants in the program learn to integrate strategies to create value with control metrics, culture and structure of organization.

Methodology

The pedagogy will comprise lectures, case analysis, management games, and experience sharing sessions by participants. In small workshop, they familiarize themselves with the specific tasks and concepts that are key to ensuring the success of a strategy using examples drawn from an industry. The participants should relate them to their respective industries.


Programme Contents
· Understanding value drivers
· Understanding capital markets
· Valuation methods and issues therein
· Value-based Management
· Economic Value Added and Market Value Added
· Strategy and Real Options
· Unlocking value using financial restructuring and engineering
· Corporate strategy and diversification
· Mergers, Acquisitions, and Corporate Restructuring
· Implementation issues and metrics in creating value
· Balanced scorecard
· Modern Control Systems
· Value creation differences short run versus long run perspectives
· Corporate Governance