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St.

 Galler
Business School

Corporate Management
Programs and
In-house Workshops
www.sgbs.ch/inhouse

2018 – 2019
Corporate Management
Programs and
In-house Workshops

St. Galler Business School


Rosenbergstrasse 36
CH-9000 St. Gallen
Phone +41 71 225 40 80
Fax +41 71 225 40 89
E-Mail seminare@sgbs.ch
Internet www.sgbs.ch

www.sgbs.ch/inhouse
St. Galler Business School
Content

Management Valley St. Gallen 2

SGBS – Our Ambition 3

SGBS – Corporate Training 4

SGBS – Examples In-house 5


Leadership-Week Boston – Hapag-Lloyd 5
International Training – Microsoft 6
Management Development – Altana 7
Leadership-Training – Kostal 8
General Management for CEO’s –
Die Netzwerkpartner (RWE) 9

SGBS – Management Consulting 10

SGBS – Client Feedback 12

SGBS – International Collaboration 13

SGBS – Contact Information 14

St. Galler Business School 1


Management
Valley
St. Gallen © www.luftbilder-der-schweiz.ch / Geographisches Institut der Universität Zürich / Schweizer Luftwaffe

■■ Holistic Management Since the early seventies St. Gallen has Horizontal Integration

Approach evolved as the center of modern management

Management
Corporate Corporate

Normative

(casual)
Bylaws Culture
development. Professor Dr. Hans Ulrich Corporate
Policies
■■ St.  Gallen Management early on recognized the importance of a

Vertical Integration
MISSIONS
Model (Hans Ulrich)

Management
Organizational Problem
holistic, integrated management approach.

(directive)
Strategic
Structures Solving
Management Programs

Dr. Ulrich’s successor, Prof. Dr. h.c. Knut Systems


■■ Integrated Management
Bleicher – a long-term scientific director and

Management
Organizational Performance

(executive)
Concept

Operative
Process and
Mandates
(Knut Bleicher) chairman of the supervisory board of St. Gal- Disposition
Systems
Collaboration

len Business School – took on the task of Structures Behavior


Activities
■■ L inking Theory and transforming the approach and development Trailblazing Market Diversifi- Acquisition Cooperation Restructuring
Best Practice of the St. Gallen Management Model into Stage Entry cation
Internal Organizational External Organizational internal and
the Integrated Management Concept, pro- Development Development external OD
■■ T raining and Development viding pragmatic guidance for best practice Organizational Development

for Experienced Managers and implementation. Today this concept is


internationally well recognized and popular; St. Gallen Business School is one of the
it has a major impact on how today’s man- larg­est and most renowned providers of
agers think. Management Seminars catering to Ger-
man speaking regions. Our privately held
Nowadays the St. Gallen Approach is more independent and neutral institution pro-
popular than ever. One-dimensional leader- vides training and development based on
ship is out; holistic management is in. The the St. Gallen Model of Holistic Manage-
St. Gallen approach deliberately does not ment for more than 3000 executives from
offer quick fixes and simple solutions. Ra­ businesses and governments per year.
ther it provides a framework (according to
Prof. Ulrich: «An empty shelf to be stocked
with expertise.») that supports executives
in getting a comprehensive view, defining
Ansatz des St. Galler
Management-Konze
pts hat das Knut Bleicher
gglen
mit Christian Abe
Der ganzheitliche lusst. In
er nachhaltig beeinf
ln unzähliger Manag

problems and finding viable solutions.


Denken und Hande Bleicher fin-
-Lehre von Knut

DAS KONZEPT
der Management ftssicherung
diesem Standardwerk tungsr ahmen für die Zukun
e den Gestal Wissen in
den Führungskräft transfo rmiert komplexes
g. Das Buch
ihrer Unternehmun

INTEGRIERTES
hohen Lesernutzen. Auflage führt
ett überarbeitete
an Abegglen kompl snavigator beim
Diese von Christi

The wide range of management seminars


St. Galler Wissen
lich mit dem neuen zur
den Leser zusätz der Theorie hin
sen und Umsetzen von

MANAGEMENT
Nachschlagen , Querle
gsentwicklung.
erten Unternehmun
Praxis der integri

and consulting options provided in St. Gal-


Jetzt mit St. Galler
Mit Zusatzmateri
Startpaket!
alien zum Downl
oad: Exklusiv für
e, Schautafeln, Roadm
Leser dieses Buche
aps und Anleitungen
s
digital

stehen Arbeitspapier

len transformed this location into an actual


bereit.
Visionen – Missio
nen –
MANAGEMENT
T

Programme
!
itliches Management
srahmen für ganzhe

Mecca for management training. The fore-


»Der Orientierung
N

großartiger Wurf!«
Ein langlebiger, h, Universität Stuttga
rt
mult. Peter Horvát
Prof. Dr. Dr. h.c.
ement-Lehre.
E

sight of Prof. Ulrich and his vision of


der modernen Manag
egenden Schriften Entwicklung
»Eine der grundl und Grundlage zur
Ein zeitloser Ratgeb
er für die Praxis
after Strategien.« St. Galler
M

dueller und dauerh


Management-
untern ehmen sindivi
CEO, Nestlé S.A.

a Consulting and Management Valley for


Dr. U. M. Schneider,
augliche Konzept
E

deren Art – praxist


-Leitfaden der beson e Lektüre und ein
»Ein Management eigt. Eine wichtig
prägnant aufgez
INTEGRIERTES

Modelle werden n.«

Switzerland comparable to Silicon Valley –


Praxis gleichermaße
DAS KONZEPT
G

für Theorie und SE


Nachschlagewerk rsitzen der der WITTENSTEIN
n

stein, Aufsich tsratvo


Dr. Manfred Witten
Bleicher, Abeggle

-
s Konzept, das alltags
A

ement – ein griffige

with all the economic benefits for the area


»Integriertes Manag wie Visionen
erweiterte
rientie rte Denkanstöße liefert,

9., aktualisierte und


taugliche und praxiso n können.«
eich umgesetzt werde
N

und Strategien erfolgr der Würth-Grupp


e
ende des Beirats
rdwerks
Auflage des Standa
Bettina Würth, Vorsitz

– lead to privately organized spin-offs from


A

the St. Gallen University to develop man-


M

2
€ 64,00 [ D ]

ISBN 978-3-593-50599-

agement training and consulting.

2  St. Galler Business School


Our Ambition
■■ E xcellence in Management At the St. Gallen Business School we strive Conquering these prerequisites levels the
Development for Execu­ to provide proven concepts as well as latest playing ground for managers of different
tives, Specialists, and insights in management research and train­ fields and hierarchy positions. This fosters
Experienced Managers ing for executives, specialists and experi- mutual acceptance, motivation and pro-
enced managers. vides implementation benefits for partici­
■■ Didactical Competence
pants and clients. Due to this unique focus
By catering to these highly demanding
■■  wareness of What
A on highest practical relevance and being a
participants we have established certain
Matters to Business leading edge faculty, the St. Gallen Business
didactical concepts and specific qualifica-
School evolved as one of the most ac­
tions for our faculty members that proved
■■ Understanding Best claimed partners for corporate manage-
Practices that Work to work and provide a comprehensive
ment development.
framework for any possible scenario. Part
of the challenge is the selection of compact Such progress results in increasing numbers
course content that has to be introduced of participants in our open seminars, ever
in a very short period of time: This does more featured seminars, growing numbers
not only require solid business competence of long-term in-house customers, rising
but also knowledge of best practices for numbers of MBA and diploma graduates as
specific situations, knowing what actions well as more requests for collaboration with
to take, and awareness of current business SGBS – be it for MBA programs, corporate
trends. Other aspects concern the didactical universities or international government
and professional experience of our faculty institutions.
members. Knowing how to transfer concen-
trated knowledge and best practice to top
executives requires specific qualifications
from our faculty members.
Developing such focused proficiencies
takes time and cannot be done overnight.
We at SGBS took this time and developed
the «SGBS Selection of Expertise» that we
consider essential for any executive and
manager and introduced to our participants
in adequate steps.

St. Galler Business School 3


Corporate
Training
■■  pen Seminars Adopted
O Open Seminars Adopted for Combination of Open and
for In-house Use In-house use In-house Seminars
■■ Tailored In-house Seminars The content of an open seminar is adopted This management development concept
1:1 as an in-house seminar for the man- combines open course modules with tai-
■■  ombination of Open and
C agement of your organization. In addition lored in-house modules in order to cover
In-house Seminars to general case studies introducing new all your needs over a longer period of time.
course content, we also address compa- On the one hand participants take advan-
ny-specific challenges and examine their tage of insights into various industries and
alignment with the St. Gallen Methodology. specialties (in open seminars), and on the
other hand the internal seminars emphasize
Tailored In-house Seminars teamwork and interaction with employees
of your organization (in-house seminars).
During an intense preparation phase and
based on your input we are drafting a sem-
inar concept covering your specific needs. Simple Training or Compre-
We often integrate individual challenges of hensive Management Devel-
participants and during the seminar create opment
a workshop-like environment focused on The designs of our corporate training
crafting viable and tangible business solu- programs allow us to combine «simple»
tions. modules covering specific topics with
comprehensive, continuing management
development programs. Considering the
increased time restraints of modern exec-
utives, this approach allows us to design
an optimized management development
program for your organization.

4  St. Galler Business School


Beispiel
Examples
Inhouse
In-house
Titel
■■ LPeadership
unkt1 Training Leadership Week Customer Feedback
■■ Punkt
M y Role
2 as a Leader 3-day leadership seminar for managers of
Hapag-Lloyd Interview with
■■  unkt
P
A ctivate
3 the Personal Mrs. Stefanie Sieg
Potential Conception Manager Corporate
■■ Punkt 4 Human Resources
■■  olistic management and complexity in
H
■■ Psychology of Winning Why did you select the St. Gallen Business
leadership
School for your corporate leadership
■■ My role as a leader: Inventory of personal
■■ Managing Change training?
leadership skills
We have been working with St. Gallen Busi-
■■ Driving personal potential
ness School for many years and we were
■■ Securing consistency
always extremely satisfied with their perfor-
■■ Objective: Subconscious decisions for
mance. Over the years SGBS stood out as
insignificant aspects an excellent partner for our in-house man-
■■ Objective: Daily work load
agement development seminars in English.
■■ Delegating and time management
The tailored programs, covering our speci-
■■ Management roles, functions and tasks – fied corporate needs, are of superior quality
Dos & donts and guarantee an intense, comprehensive
■■ The ten principles of highly effective learning process.
people
■■ Psychology of winning
What was the objective of this in-house
seminar?
■■ Change of management systems and styles

■■ Leadership personality
Our international leadership training was
■■ Key traits of successful leaders
not mainly focused on transferring knowl-
edge and/or providing the necessary lead-
■■ Driving effectiveness and efficiency by
ership tools, but rather on providing new,
focusing
critical input for personal advancement and
■■ Change management
in-depth training of leadership skills. The
■■ Leadership in change processes
analysis of personal leadership traits and
■■ Dealing with conflicts
remedies thereof helped to advance per-
sonal leadership competence. We wanted
to unearth unused leadership potential and
emphasize the significance of responsible
self-management.

St. Galler Business School 5


Example
In-house
■■  rafting the Best Marketing
C International Training Participant Feedback from the In-
& Communications Mix ternational Training in Prague and
«Building the Best Marketing & Budapest:
■■ Holistic Analysis Communications Mix» for Micro- ■■  ood understanding of the touched
G
soft Central & Eastern Europe management concepts
■■  sking the Right Ques-
A
tions 2-day concentrated training for product ■■ He used a perfect mix of Microsoft and

managers, marketing and communications other industry related examples to make


■■ Marketing Strategy managers of the subsidiaries of Microsoft it more vivid
Framework Central & Eastern Europe from the Czech ■■ Very good knowledge and the scope onto

Republic and from Hungary, hosted in problematics and theme, a lot of informa­
■■ Marketing Mix Prague and Budapest. tion and knowledge to share
■■ Very catching presentation. The instructor
These two training days have been design­­ed
used practical application which helped
to introduce participants to new perspec-
to understand
tives, concepts and methodologies and a
■■ I liked the individual approach of the in-
comprehensive approach and structural
structor and the non-traditional training,
framework to develop specific marketing
discussion and the way, the training was
and communications concepts tailored to
managed
their respective countries. This includes
■■ I appreciated the holistic approach, very
the classical marketing mix levers with
useful for my own business
all normative parameters, by country and
■■ Practical and helpful training to develop
from Microsoft. The discussion focused on
critical steps for analysis and adaptation own methodologies and procedures to
analyse the market and future options
of individual elements on different project
levels. Additionally we emphasized internal
input in the training program to support
country-specific planning processes and
best practices – for example from market­
ing and communications.
The methodology for this training was a
combination of knowledge input, inter-
active coaching, discussions, as well as
immersion exercises and case studies for
reinforcement of newly gained insights.
Together with the regional managers we
tailored the course contents to local re-
quirements and integrated case studies of
practical relevance.

6  St. Galler Business School


Example
In-house
■■ Business Simulation Management Development organization and providing input for
Program – Altana AG: productive discussions.
■■ Management War Game
Business Simulation ■■ Altana managers contribute input-lectures

about company-specific insights and


■■ Financial Management
Objectives – Course Content: attributes of corporate financial manage-
Implementation ment («And how does this look in our
■■ ■■ Challenging current competence in finan-
company?»)
cial management and filling knowledge
■■ This program is organized in two groups:
gaps in «war game rounds» and seminar
modules in order to comprehensively A) Financial specialists
refresh and update individual finance B) Participants with limited financial
management competence. experience.
■■ The war game identifies possible problem
The two groups are using different war
game plans.
areas typical to Altana, showcasing their
effect on the financial situation of the

Module Business Management War Game


DAY 1 DAY 2 DAY 3 DAY 4
– Introduction to the Business – Rounds 3 and 4 – R ounds 5 and 6 – R ounds 7 and 8
Management War Game. – Cost and profit optimization – Cost management – Applying various company
Joint Round 1 – Value management: Drafting – Ratio of fixed and variable valuations
– Refresher of basic financial and realizing value-based costs: Cost optimization – Mergers & Acquisitions from
mgmt. skills: objectives potential a financial perspective
– Repetition of basics and – Cash and liquidity manage- – What are the product costs? – Completion of the War Game
important aspects of financial ment: Short and mid-term – Cost accounting: Types of with:
leadership for managers aspects, effectively safe­ costs, cost units, cost centers – R eview and highlights
– Hurdles and remedies for guarding liquidity – Decision support for mana- –O  bstacle <liquidit>
planning and budgeting – Asset and cash-flow infor- gers of complex projects: –D  iscussion of individual
– Drafting individual strategies mation as indicators of the Investment and profitability decisions
and plans per team: Our stra- financial health of the orga- calculations – C onsequences for the risk
tegy from a financial point of nization – K ey performance indicators: management
view – Review of the war game stra- Effective controlling for – F indings and transfer of
– Round 2 tegy and updated plans based managers knowledge
– Initial conclusions and findings, on current scores – Conclusions and findings, – Wrap-up
feedback round per team feedback round per team – C-Level presentation: Financial
Management at Altana

St. Galler Business School 7


Example
In-house
■■ Leadership Leadership Training Customer Perspective – Feedback
■■  y Contribution to
M Leadership training for top-level executives Why were you partnering with St. Gallen
Corporate Success of Leopold KOSTAL GmbH & Co. KG, based Business School for corporate training?
in the open seminar «Leadership – St. Gal- Because of the outstanding experience we
■■  anagerial Efficiency and
M len Leadership Program» have had for years with individually cus-
Effectiveness tomized programs from the St. Gallen Busi-
Concept and Objectives ness School: Business acumen of faculty
■■ Focus and professional excellence throughout all
■■ Inventory of personal leadership skills
■■ Best practice leadership concepts
subjects. SGBS excels in catering to specific
■■ Project Management
■■ Leadership in conflict situations
organizational requests because they can
draw from a large pool of distinctive fac-
■■ Driving efficiency and effectiveness by
ulty members – and thus are able to work
focusing on team management: Efficient
around the schedules of busy managers
project team management
with major time restraints.
■■ Finding and advancing management

potential How were you able to fit these training


■■ Personal motivation programs into your long-term planning?
■■ Leadership Dos & donts
We felt that the comprehensive program
■■ Top performance due to leadership offerings at SGBS were allowing us to inter­
competence lock seminar sequences with individual
activities for management teams. The con-
cept of training more generic skills is very
important for our organization.

Leadership – St.Gallen Leadership Program – Course Modules (2-days each)

Module 1: Personal Leadership Skills Module 2: Coaching, Motivation Module 3: Target-oriented leadership

– Personal leadership competence as prerequi- – Leading and coaching – Alignment of objectives and requirements on
site for leading employees – Top performance based on great leadership all levels
– The personal leadership role and its impact on – Professional teamwork: How to impact – Leadership in crisis
subordinates, superiors and peers group dynamics – Strategies for conflict resolutions
– Analysis of your personality – Motivational skills for personal and peer motivation – Dealing with difficult employees
– Unleashing personal potential, social compe- – Employee satisfaction based on good perfor- – Finding and advancing management potential
tence and personal leadership competence mance: The concept of personal responsibility – Evaluate and capitalize on current employee
– Analyses and mindsets for daily life – My contribution to corporate success potential
– Dealing with people :Dos & donts – Common leadership mistakes and how to – Leadership models for the practice
– What fits my personality? avoid them
– Dos & donts for superiors

8  St. Galler Business School


Example
In-house
■■ General Management General Management for CEO’s Why did you decide to offer the
training in collaboration with the
Strategy The three-stage training «General Manage-
■■ Business School St. Gallen?
ment for CEO’s» was designed for CEO’s
and managing directors in the group of the We did like how SGBS implemented our
■■ Leadership
«Network Partners» of RWE. specific customer needs into the seminars.
■■ Personal Competences What feedback did you get from
Customer Perspective – Feedback training participants regarding the
Interview with Berthold Brahm, CEO, course modules?
The Network Partners Overwhelmingly positive! The instructors did
not only provide in-depth knowledge of their
What goals are you pursuing with your subjects, but also broadened the horizon.
three-stage training «General Manage-
ment for CEO’s»? How were participants able to translate
The managing directors of our partner the inputs of these In-house Seminars
enterprises would like «to kill two birds into practice?
with one stone» by fostering their personal Very well! Some instructors have been as-
networks and gaining new levels of leader- signed later to conduct individual strategy
ship competence. workshops.

Were you able to fulfill the expectations Would you recommend the St. Galler
so far? Business School?
Absolutely! The participants are thrilled. Absolutely!
Almost 60 partners engaged in the training
just the last 12 months.

Subjects – Design of the 3 Training Modules

Module 1: Strategic Management Module 2: Personal Leadership Competence Module 3: Leadership & HR

Faculty: Andreas Rippberger Faculty: Dr. Sebastian Wolf Faculty: Beat Kappeler
Subject list: Subject list: Subject list:
– Integrated Management – Personal leadership as imperative prerequi- – How to design a leadership concept
– Tools for corporate governance site for employee management – Analysis of corporate identity and corporate
– Incorporation of vision, mission and strategic – Efficient meeting techniques; moderating culture for leadership
goals into corporate strategy work shops – How to activate personal potential and
– Basic strategies and corporate strategies – Building and leading teams enhance social competence and leadership
– Appropriate analytical tools: What does – Preparing for a successful day; work/life competence
actually work balance – Strategies for conflict management
– From strategy to marketing – Stress analysis – stress test: Recognizing – Personnel development – Evaluation process
– Common mistakes of strategy implementation stress symptoms and patterns for staff and management

St. Galler Business School 9


Management
Consulting
■■ Our principles Management Consulting – Holistic consulting means dealing with the
Our Philosophy most critical issues and carefully weighing
■■ Sustainable Results Prevail the information gained during these pro-
Successful consulting is characterized by
cesses. We seek answers that address much
■■ Integrated Management the awareness of integrated perspectives.
more than the problems based on financial
Approach Simple recipes, short-lived optimization,
figures, answers that conquer the real chal-
quick fixes and copying buzzwords is not
■■ Focus on Implementation lenges your organization is facing. We have
what we do.
to ask ourselves:
■■ Systematic Procedures Our SGBS senior consultants address your
questions about corporate issues from an
■■  oderating – Coaching –
M implementation-oriented perspective. Im- ■■ Will today’s customers also be tomor-
Sparring Partners plementation to us does not mean deliver- row’s customers?
ing a 400-page power point presentation; ■■ Can current corporate processes master

we do collaborate with our clients and future challenges?


their executives to develop systematic and ■■ How does our corporate culture influence

iterative procedures for viable solution-ori- the strategic processes?


ented approaches. We aim at generating ■■ How can we develop our employees in

different alternatives extracted from a wide the right direction?


array of perspectives, and translating them ■■ Do we have the capability to fulfill our
into genuine action plans that ultimately responsibilities?
support the implementation process. Our ■■ Do we have a sustainable market posi­
consultants adopt different roles: introducer tion; how do we control our life cycle?
of the methodology, moderator of internal ■■ How do we secure the resources required
processes, or acting as coach providing
for future innovation?
expertise and supporting the executives
■■ What are the dos & donts for successful
along the way; we are always taking on the
implementation of a sales concept?
role of questioning current approaches and
solutions in order to open up new paths.

10  St. Galler Business School


Management
Consulting
■■ S trategy and Business Examples of Current Marketing Concept
Model Development Consulting Projects The proper marketing mix is essential for
successful introduction of products or
■■ Strategy Review Strategy Review services. Depending on the current phase
■■ Change Management In the scope of several workshops we of the product life cycle, we develop a
reviewed the existing corporate strategy marketing concept reflecting the corporate
■■ S ales and Distribution and analyzed the following parameters: framework (culture, financial situation,
Concepts Were the normative prerequisites still up to competences).
date? What developments did we expect
■■ Marketing Concepts to happen in the near future? What were
the implications on our corporate strategy?
■■ Leadership Coaching
What actions were required for alignment
with the new strategy? The objective of this
workshop was to question the current strat-
egy and to craft an updated strategy ready
to take on future challenges.

Change Management St.Galler Integrationspyramide


Changing corporate culture
takes time and patience and
requires a clearly defined
implementation plan. We as- sichtbare
Ergebnisse
sisted in designing the imple-
L
KO EIS E&
mentation plan and coached OP TU
ER NG O
SS ION
ZE SIT
AT & AUFTRÄGE PR SP O
executives during the adapta- IO
N DI
&
ON -
tion phase. P
VE RO
RH BL OPERATIV I
TI NT
SA ME E
AL EM N E
TE - GA AG TEM
N PROGRAMME OR AN YS
UN M S
TE S-
Sales and Distribution R
KU NE
LT HM STRATEGISCH E
EN
HMUNG
RN SS
Concepts UR EN
S-
TE RFA
UN VE
UNTERNEHMENS-

Within the scope of the de- POLITIK

fined corporate strategy we NORMATIV

strive to gain a vital market­


ing position by implementing
UNTERNEHMENSENTWICKLUNGSPFAD
a clearly defined sales and
© Dr. C. Abegglen
distribution concept.

St. Galler Business School 11


Client
Feedback
■■ GETRAG «This training provided a solid founda- «I would like to emphasize the conse-
■■ Fabasoft tion, improved our confidence regarding quent focus of the training methodology
■■ Microsoft economic questions and can easily be on activating empowerment of the
■■ Würth multiplied if needed.» seminar participants. In my experience
■■ Munich Re this is exactly what separates the wheat
■■ Pioneer Investment from the chaff.»
■■ Altana
■■ Knauf Dr. Matthias L. Wolfgruber,
Chairman of the Board
■■ Targo Bank ALTANA Chemie AG
■■ Zeppelin
■■ Wincor Nixdorf
Dr. Manfred Wittenstein
■■ Wüstenrot &
Württembergische «Highly professional seminar prepara-
■■ Siemens tion and conception – brilliant faculty,
■■ Hapag-Lloyd sustainable implementation of the «SGBS is a strategic partner who has a
■■ H&D International St. Gallen Model into practice – valuable direct relationship to businesses. SGBS
■■ Airplus contribution to Unité de Doctrine and perfectly combines academic compe-
Team Spirit.» tence for executive development pro-
■■ Union Investment
grams with practical inputs that are so
■■ Wittenstein
vital and that are especially appreciated
■■ Jysk by our management.»
■■ Fresenius Kabi
■■ Hugo Boss
■■ Isra Vision
Beate Monastiridis
■■ Merck
Susanne Böhm
■■ Sanofi Head of HR Development
■■ Actelion DHL Freight Germany GmbH
«Piece by piece we can observe that the
■■ Adesso
approach of our management to opera-
■■ Norske Skog tive business processes is changing for
■■ Techem the better.»
■■ KSB
■■ Sick
■■ Hörbiger
■■ Hatz Dr. Herbert Schlotter,
Head of Group Human Resources
■■ Deutsche Börse Wüstenrot & Württembergische AG
■■ Tüv Nord Stuttgart
■■ Tüv Rheinland
■■ SAP
■■ Oce
■■ etc.
12  St. Galler Business School
International
Collaboration

■■  /O/T – Alpen-Adria
M upgradeS
University Klagenfurt your
perSpective.
■■ KSB – Cracow University

■■ Harvard Club
M/O/T – Alpen-Adria- Harvard Club der Harvard
■■ L ondon School of UniversityKlagenfurt University
Economics
In partnership with the M/O/T School of The strategy week and leadership week
■■ CEIBS Shanghai Management, Organization, Development (open seminars) have been successfully
and Technology of the Alpen-Adria Uni- offered in Boston for many years.
■■ Steinbeis University Berlin versity Klagenfurt the St. Gallen Business
School is offering two academic Master
Programs:
■■ MBA of Integrated Management
■■ International Executive MBA

We also jointly develop and provide inter-


national in-house seminars.
London School of Economics
The finance week (open seminar) has
been successfully offered in London for
many years.

KSB – Cracow University


The international program “MBA in
European Multicultural Integrated Man-
agement” is offered in partnership with
the KSB Cracow School of Business of the CEIBS – Central European
Cracow University in Poland. International Business
School Shanghai
The Asian Week Shanghai (open seminar)
has been an important module of our MBA
programs for many years.
Steinbeis University Berlin

St. Galler Business School 13


Contact
Information
Titel

Dr. Christian Abegglen, Dr. oec. HSG Dr. Markus Müllner


Managing Director Director Corporate Training Leadership
+41 71 225 40 80 +41 71 225 40 80
christian.abegglen@sgbs.ch markus.muellner@sgbs.ch

Christian Muntwiler. lic oec. HSG Dr. Jan Roy Edlund, Dr. oec. HSG
Director Corporate Training Marketing Director Corporate Training Change
+41 71 225 40 80 +41 71 225 40 80
christian.muntwiler@sgbs.ch janroy.edlund@sgbs.ch

Andreas Rippberger, Dipl. Betr. Wirt Dr. Ulrich v. Bassewitz, Dr. oec. HSG
Director Consulting Director Diploma-Programs
+41 71 225 40 80 +41 71 225 40 80
andreas.rippberger@sgbs.ch ulrich.bassewitz@sgbs.ch

14  St. Galler Business School


St. Galler Business School 15
St. Galler
Business School

St. Galler Business School


Rosenbergstrasse 36
CH-9000 St.Gallen
Phone +41 71 225 40 80
Fax +41 71 225 40 89
E-Mail seminare@sgbs.ch
Internet www.sgbs.ch
16  St. Galler Business School

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