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People development theme (1): Development of global leaders (executives through the next generation)

Objectives and targets

Development of global leaders (executives through the next generation)

We support the development of global leaders (executives through the next generation) with emphasis on the following two points.

Thinking and making decisions independently, getting the job done, and delivering tangible results
Performing on the global stage by collaborating with various stakeholders

Objectives:

Targets:

Executives and middle managers / The next generation of global leaders (male and female)

Theme (1)

Targets

20 managers (candidates)

Duration

7 months

Number of sessions

(3 days x 2 times) + (2 days x 5 times) = 16 days in total

"Development of global leaders"

❶ Establishment of leadership

Self-discovery, MBTI

Authentic leadership

Career development

Coaching
(from lecturers to groups/individuals)

Role model discovery

Guest speaker sessions/panel discussions

❷ Soft skills [people related]

(self/team management & communication)

Time management

Self-control, anger control

Team management

Diversity, Equity & Inclusion

Multicultural communication

Facilitation

Feedback skills

Coaching skills

Interview skills

Business communication

Proposals and recommendations

❸ Hard skills [object-related]

(thinking and decision making)

Decision making

Logical thinking/concepts

Strategy

Strategy formulation process

Marketing

Accounting (financial analysis)

Finance (project evaluation)

Presentation material development

An example of a program with ❸ Hard skills [object-related] orientation

Program Flow

Day 1
(3 days)

Day 2
(2 days)

Day 3
(2 days)

Day 4
(2 days)

Day 5
(2 days)

Day 6
(2 days)

Day 7
(3 days)

Lecture by the company head (expectation)

Orientation

Self-discovery, MBTI

Authentic leadership (1)

Guidance on action learning

Marketing

Sharing practical application of learning in the workplace

Interview skills

Proposals and recommen-dations

Strategy

Sharing practical application of learning in the workplace

Presentation material development

Action learning
[interim presentation and guidance]

Sharing practical application of learning in the workplace

Action learning
[final presentation]

Sharing the overall summary of practical application of learning in the workplace

Authentic leadership (2): leadership declaration and action plan

Decision making

Sharing practical application of learning in the workplace

Logical thinking/ concepts

Accounting (financial analysis)

Sharing practical application of learning in the workplace

Finance (project evaluation)

Pre-
assign-
ments

Sessions

Extra-
curricular
activities

Self-
discovery

Practical application of learning in the workplace (individual work)

Action learning (group or individual work: new business development, etc.)

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Program example (1)

Targets

20 managers (candidates)

Duration

7 months

Number of sessions

(3 days x 1 time) + (2 days x 6 times) = 15 days in total

"Development of the next generation of global leaders" (another variation)

Program Flow

Day 1
(3 days)

Day 2
(2 days)

Day 3
(2 days)

Day 4
(2 days)

Day 5
(2 days)

Day 6
(2 days)

Day 7
(2 days)

Review:
(Where previous training was undertaken)

Orientation

Marketing

Strategy

Finance (project evaluation)

Guidance on action learning

Action learning where students work independently, and guidance

Presentation material development

Action learning where students work independently, and guidance

Action leaning
[interim presentation and guidance]

Action learning where students work independently, and guidance

Action learning
[final presentation]

Action learning where students work independently, and guidance

Action learning where students work independently, and guidance

Action learning where students work independently, and guidance

Sessions

Extra-
curricular
activities

Action learning (group or individual work: new business development, etc.)

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(An example of an action learning-oriented program with the minimum input sessions)

Program example (2)

Targets

(Example): 10 Japanese and 10 non-Japanese managers (candidates)

Duration

2-3 days

Content

Multinational teams work on a given theme as a group

Executive lecture (expectation)
Briefing on theme (two-way lecture)
Brief input on the skills necessary for group work (two-way lecture)
Group work and presentation
Get-together

"Multinational global leader workshop"

Program example (3)

Approaches to "Development of global leaders (executives through the next generation)"

Prioritizing the three core elements

Establishment of leadership

❶

Soft skills [people-related] (self/team management & communication)

❷

Hard skills [object-related] (thinking and decision making)

❸

We recommend two optional programs in addition to the selected content blocks so that participants will not leave with a mere accumulation of knowledge, but will learn practical applications for their everyday life.

Practical application of learning in the workplace

bring what is learned to the field and share the results with other participants

Action learning

learn effective approaches to "change" through working on specific managerial issues

What is "Action learning"?

Action learning is one method of people development. Participants, under the guidance of lecturers, work on their companies' managerial issues, as a group or individually, compile original recommendations, and make presentations to their bosses and other managers. The process usually takes several months.

The aim of this endeavor is for participants to acquire a manager's perspective and skills in logical thinking, decision making, and effective communication.

Characteristics of Value & Vision's people development

Clients' concerns and needs

Characteristics of Value & Vision's people development

Unable to apply concepts in the workplace

People learn theory and concepts in class and accumulate knowledge, but they don't know how to practically apply their knowledge in the workplace.

OJT-orientated Off-JT

Despite theoretically being Off-JT, our sessions are operated and managed in a manner resembling OJT. We work one-on-one with each participant for a long period of time and use “real” cases from each participant’s workplace as our discussion material.

Unable to maintain momentum

People find they cannot maintain their new mindset and behavior after they complete the training sessions.

Discovery and empowerment

Using coaching principles, we identify and extract each participant's potential. Leveraging our consulting experience, we raise the participant's sight line to a higher management level, thus helping them to continue to progress on their own.

Unable to connect the dots

There are a variety of programs and subjects offered in the training market, but usually each one is compiled by a different lecturer or text writer. The programs are like unconnected dots.

Continuous and consistent content

Our professionals create unique training content based on our work and our learning/teaching experience. We present concepts encompassing different subjects and ensure consistency of wording and frameworks throughout.

Too cookie-cutter

Training content is cookie-cutter and not tailored to the client's specific issues and concerns.

Tailor-made

Our consistent, original content allows us to develop and propose program structures tailored to each client's development needs.

Japanese-English joint sessions

We would like to hold joint sessions for Japanese and non-Japanese managers in a mixture of Japanese and English languages.

Bilingual program

We can provide material and operate programs in English. We can also deliver sessions conducted in a mixture of Japanese and English without using interpreters.

財務分析と事業の経済性計算はまちがいなく一生の武器になります

宿題で最も重かったのはアカウンティングとファイナンス。先生から「ポジションが上がれば上がるほど、数字は避けて通れなくなるぞ」とお尻を叩かれ、泣く泣くついていきました。財務分析と事業の経済性計算、これらはまちがいなく一生の武器になります。

「グローバルリーダー育成研修」受講生

他の研修とはレベルが格段に違います

入社20年になりますが、今回はこれまでの研修で、いちばんしんどかったけれど、学びもいちばん多かったです。他の研修とはレベルが格段に違う、と断言できます。

「グローバルリーダー育成研修」受講生

「学び方を学ぶ」ことを体感しました

MBA的な科目は営業現場から最も遠いと思って高を括っていました。職場応用の中で、支店長のひとりがコーポレート戦略の枠組みを使って自分の営業テリトリーを分析したのには正直、度肝を抜かれました。先生のおっしゃる「学び方を学ぶ」ことを体感した瞬間でした。

「グローバルリーダー育成研修」受講生

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