Rhodes Platinum

Rhodes Platinum

Why Choose Rhodes Platinum?

Rhodes Business School’s Platinum Programs are industry-recognised benchmark capability development solutions for corporate, government and not-for-profit organisations alike. We offer six outstanding programs that enhance leadership skills and advance business acumen in key areas such as finance, strategy, operations, leadership and management.

The Platinum Programs have been developed using data gained over many years of experience in, and research on, the critical capability development needs of modern Australian organisations. Whilst each Platinum Program provides the foundation of content, all programs are further contextualised to meet the specific needs of each client cohort to ensure a truly fit-for-purpose learning experience and the maximum achievement of targeted learning outcomes.

Our programs are selective, highly experiential and intellectually rigorous, and are designed specifically for people and businesses looking for new ways to influence cutting edge change within their roles or organisations.

Analytical, theoretical yet practical – Rhodes Platinum Programs empower you and your people to understand, apply and drive real outcomes within your organisation.

Our faculty, which is comprised of highly regarded subject-matter experts with in-depth industry experience, provides a unique experience that is designed to take you and your organisation to the new frontier, potentially of business today.

All participants who complete a Platinum Program receive a Rhodes Business School Platinum Program Certificate of Completion in the solution attended.

 


 

Advanced Leadership: Leading on the Cutting-Edge

An immersive experience in which you will confront your leadership challenges of tomorrow

About

Typically, it takes 10 or more years of trial-and-error experiences in the field for a leader to acquire the knowledge and skills contained in this program. Time and time again, research concludes that, whilst there is a variety of influencing factors, engagement levels are overwhelmingly a direct result of the standard of leadership within an organisation. For example, organisations with great leaders at every level will, by definition, enjoy far higher levels of engagement and will develop a culture of positivity, productivity, and profitability. Those that don’t, won’t!

Delivered as six essential topics these highly interactive workshops assist your participants to improve their self-awareness and assertiveness, and increase their engagement with, and performance of, other team members.

Your participants will leave this program highly motivated and with far more confidence in their roles.

Content

  • Leadership skills –
    What makes an inspirational leader? Laying the foundation for the entire program, this unit clarifies the knowledge, skills, attributes and behaviours of an inspirational and engaging leader and provides advice and techniques for developing them.
  • Emotional intelligence –
    The insightful leader. Your organisation’s effectiveness is greatly affected, both positively and negatively, by its members’ emotional and social behaviours. Indeed, statistics clearly show that emotional intelligence issues can affect performance by as much as 90%. An ability to manage responses to certain situations is therefore proven to have an extremely positive impact on the effectiveness of your company’s leaders and their teams, resulting in significantly improved efficiency, productivity and profitability for your organisation.
  • Communication skills –
    Communicating with influence. For your organisation to operate at peak performance levels, your workforce must be able to communicate effectively, especially at senior manager and executive level.
  • Influence, negotiation and conflict resolution – Negotiating successful outcomes. Many of the skills and/or disciplines required to effectively influence and negotiate in the workplace are standard for most modern businesses and, therefore, have a significant impact on successful team and/or organisational management (including, of course, conflict resolution) as well as the management of relationships/agreements with your external clients and service-providers.
  • Team building –
    Maximising your team’s engagement, interactivity and productivity. The effectiveness of your organisation is directly related to its ability to perform as a cohesive, cooperative unit, pulling together to achieve a shared goal. The ability for your senior managers and executives to implement strategies to ensure organisational unity is therefore an absolute necessity if maximum productivity and, therefore, profitability is to be achieved.
  • Coaching and mentoring –
    Assisting your team members to develop and succeedA positive relationship between a leader and his or her direct reports is unquestionably the most important element in ensuring organisational engagement, motivation, contentment and, of course, productivity.

 


Advanced Management: Excellence in Managing Innovation, Efficiency, Productivity and Profitability

 

About

If leadership is the ability to positivity influence one’s staff for engagement, productivity and profitability, then management is the ability to understand, develop and manage the fundamental systems and processes that make an organisation tick.

Delivered as six essential workshops, this highly interactive program assists your participants to improve their understanding of, and capability in, ensuring that they and their team are meeting organisational and industry best practice.

Content

  • Managing change – Understanding, embracing and managing the benefits of change
    Change is inevitable in any organisation. Indeed, change is essential if your organisation is to successfully innovate and adapt to the requirements of a changing market. However, if your organisation does not manage change properly, the impact can be catastrophic.
  • Business process improvement – Developing the skills to identify, analyse and improve your business processes
    An essential aspect of any individual, team or organisation’s ability to be as effective, productive and profitable as possible is the ability to identify and analyse flaws in business processes, and then develop more efficient methods. Indeed, it is not unreasonable to suggest that very few other skills offer the opportunity to provide such immediate results and return on investment.
  • Strategy development – Developing structured strategic thinking, planning and implementation skills  
    The ability to think strategically and then plan and implement your strategies is unquestionably one of the cornerstones of successful organisational management. The lack of these skills is one of the key reasons that organisations fail!
  • Killing risk – Fundamentals of risk management 
    The ability to measure and manage risk is important in all industries. Therefore, the knowledge and skills required to identify and assess risk and develop, evaluate and implement risk management plans in line with organisational strategic goals to mitigate risk via isolation, protection and elimination methods are essential for senior managers and executives.
  • Continuous improvement – Ensuring excellence by building a continuous improvement mindset
    An essential aspect of your organisation’s ability to be as effective, productive and profitable as possible is a senior management and executive team with the knowledge and skills required to successfully develop, implement and manage continuous improvement on an organisational level.

 


Advanced Business Acumen: Excellence in Commercialisation 

Understanding the commercial requirements of making your division/department highly profitable

About

Business acumen, also referred to as commercial or financial acumen, is defined as an intuitive and applicable understanding of how a company makes money and is critical to effective strategy execution.

So how do you ensure that your organisation has the business acumen needed to successfully execute strategy and drive long-term success? We know people learn best by doing, so Rhodes Business School develops business acumen skills from the C-level to the front line in the most effective way: through business simulations and experiential learning.

Content

  • Financial acumen – Understanding organisational finance and its impact on business
    A problem for many businesses is the lack of understanding the vast majority of employees, including managers, have of how their behaviour and decision-making can impact on the organisation financially.
  • Time and process management skills – Developing the most efficient, reliable and professional you
    The ability to successfully manage time and work processes, and thus increase productivity, reduce stress and mistakes, and meet/beat deadlines, requires an understanding of how to quickly and effectively prioritise work tasks, approximate task timeframes and develop/implement daily/weekly/monthly work plans.
  • Leading project successBringing projects in on-time and in-budget
    For a project to be completed on-time and in-budget, your Project Manager needs much more than just a technical understanding of project management. Highly successful project managers have outstanding leadership skills and an in-depth understanding of how to direct, motivate, performance-manage, develop, conflict-manage and maintain high engagement levels in their project’s human resources.
  • Contract management Developing high-level contract negotiation and management skills           
    The ability to understand the requirements of a contract, and the capacity to successfully negotiate, implement and manage contracts, can have a significant impact on your organisation’s supply chain, costs of production, asset management and many other key aspects of maintaining peak productivity and profitability.
  • Document-writing skills Developing professional business/technical document-writing skills
    Good business document/technical writing skills, including the ability to construct documents, letters, emails etc, using the appropriate format, structure, terminology, punctuation and grammar, can have a significant, but often underestimated, impact on the ability to communicate professionally and clearly with staff and clients. The worst ramifications of bad technical/business writing skills are potentially misunderstanding and conflict.

 


Advanced Strategy: Translating Strategy into Outcomes 

Strategy is a waste of everyone’s time and money without effective execution

About

In the last decade, innovation has rapidly disrupted the world of business. Markets are calling for something new and your organisation needs to create strategic responses to maintain your competitive edge. However, our research suggests that 70% of strategic plans fail to be executed.

 

On the this course, your delegate will learn simple, yet powerful, tools to assist him or her to become one of the 30% that drives abstract strategy from conception all the way through to completion. From analysing famous cinematic battle scenes to understanding the link behind behavioural influence and strategy translation, your participant will learn how to design successful execution roadmaps and overcome cultural blocks within your business.

Content

  • Cultural road blocks
    Understanding the culture of an organisation in diversity management work is like powering up a GPS or checking with AAA before starting out on a long road trip. It helps your delegate navigate the journey from a strategic base, by providing clues to shortcuts that can accelerate progress and identifies potential roadblocks that can derail success. Key facts to understand are workforce diversity, power of strategic culture drivers and cultural change.
  • The translation process in strategy
    There are many components of the process which are spread throughout strategic planning stages. Most often, the strategic planning process has four significant phases: strategic analysis, strategy formulation, implementation and monitoring. Your higher-ranking people often know the key steps and build nice strategic plans; however, they may lose control in the translation process from paper to reality.
  • Developing frameworks to turn strategy into action
    Your organisation may have a great strategy on paper, but seems unable to make it work in the real world.  If so, you are not alone. In fact, Fortune Magazine notes that 75% of all strategies fail, largely because of the inability to execute. The fact is that many projects never have a chance. Even the best strategy is worthless unless it is converted into implementable projects in the hands of capable and committed teams.
  • Overcoming ambiguity and barriers for execution
    When executing on strategy, you need everyone, from top down and bottom up, on the same page. If they are not, ambiguity arrives on the scene and, from there, your people lose focus, energy and, before long, major barriers may confront the business. Everyone who is involved in strategy execution needs to systematically answer and agree on four critical strategic questions for effective execution. These are: What are we trying to accomplish and why? How will we measure success? What other conditions must exist? How do we get there?
  • Create successful execution roadmaps
    A roadmap’s primary purpose is to facilitate consensus on the implementation approach for a given strategy. Orchestrating the sequence and aligning activities for your implementation teams is a secondary purpose. Both are important, but it is consensus that drives the most value. A roadmap has multiple value points: consensus on direction, facilitating investment decisions, efficient execution and improved strategy translation.
  • Understand the behaviours to engaging teams and gain stakeholder buy-in
    Stakeholder buy-in normally falls over as the strategy execution team and Project Manager fail to understand the team and people that operate within them. There is no stakeholder map identifying who wants the plan to succeed and who does not. Also, this is not incorporated in to the execution roadmap. Ensuring strategic outcomes is a balancing act of getting the right mix between time, cost and scope. Knowing the behaviours of your teams in terms of personal and professional values is the critical component left out. Get this right and success is well within reach.

 


Designing Business Operating Models: Align your Operations with your Business Strategy

About

An operating model is the operational design which makes it possible to deliver the business strategy. Operational design follows strategy, but the relationship also works the other way around, which means that ideas for operating model improvements can lead to changes in business strategy. This program is about the intersection of business strategy and operational design, for your organisation as a whole, a business unit or a function.

Content

The operating model defines how your organisation will deliver the capabilities and financial outcomes required by the strategy. An operating model covers six significant elements:

  • Processes and activities – The work that needs to be done
    Everyone who operates a business or runs a department wants it to be successful. However, success does not happen overnight. It takes time, focus, structures and systems and, after all that, it is not guaranteed. Making the right operating decisions for your division/department is dependent on many factors such as legal, physical, regulatory, financial and human capital that all interlock throughout the organisation on a day to day basis.
  • Organisation and people – The people doing the work and how they are organised
    Designing effective operating models is fundamental to your organisation, and building the right operating model to suits your organisation’s needs is vital for long-term sustainability. Coupled with the human capital factor, the one component of a business that is a truly alive is what makes success possible. Organising and managing the two is everchanging in the modern workplace; businesses can no longer set and forget and hope the business continues to go.
  • Locations, buildings and other assets – The places where the work is done and the equipment in needed to support the work
    While businesses are moving further into the virtual space, there will always be a need for office/distribution locations for most businesses. People need a place to connect and gain human interaction, clients need a place to meet and business implementation, product or other, needs a home. Key complex elements that need addressing in your decision-making are your customers, your people, strategic partners, potential investors or buyers, cost, convenience, safety and zoning.
  • Information – The software applications and databases you need to support the work
    Understanding how to power your business and control information is imperative. Businesses today are global, and people are working more independently than ever before. As such, having the right software, hardware and support services are important for staff performance, decision-making and day-to-day management.
  • Sourcing and partners – Those outside the organisation supporting the work
    Your organisation no longer depends solely on the internal capability of your people. You will now be looking for strategic partners who can add value. Value can be measured as revenue generation, systems and process improvement, shared services and co-locations. Outsourcing is now the norm for most SMEs, as they can gain a far better service utilising external experts, without having to manage people and increase payroll. From an operating model, you will need to look at all options and adapt as the business changes, because what maybe working and beneficial now may well not suit in six months’ time
  • Management system – The planning and performance management of the work
    Having the right tools to execute is the final element in operational modelling. The greatest organisational structure and business plan will not work without clear systems and processes for human performance and effective planning. If it is not measured and part of continuous improvement, it is not worth doing. Your management need quality systems and it needs staff to use the tools provided.

 


Excellence in Frontline Management: Developing Engaged, Positive and Productive Teams

Target Audience

Frontline and emerging managers

About

One of the key issues faced by new managers coming from a technically focused role is a lack of the social and commercial skills required to be highly effective in their new position, typically leading to low engagement, performance and productivity levels.

This program was developed using many years of research to identify the most common skills-gaps in frontline managers and assists people who are new to, or about to begin, a leadership position to improve their self-awareness and assertiveness, maximise the engagement and performance levels of their team members, and manage the essential systems and processes required for success. Your participants will leave this program highly motivated and with far more confidence in their roles.

Content

  • Leadership skills – What makes an inspirational leader?
    Laying the foundation for the entire program, this workshop clarifies the knowledge, skills, attributes and behaviours of an inspirational and engaging frontline leader and provides advice and techniques for developing him or her.
  • Emotional intelligence – The insightful leader
    Your team’s effectiveness is greatly affected, both positively and negatively, by its members’ emotional and social behaviours. Indeed, statistics clearly show that emotional intelligence issues can affect performance by as much as 90%. An ability to manage responses to certain situations is therefore proven to have an extremely positive impact on the effectiveness of individuals and their teams, resulting in significantly improved the efficiency, productivity and profitability of your organisation.
  • Communication skills – Communicating with influence
    For your organisation to operate at peak performance levels, your workforce must be able to communicate effectively. Good communications skills have been proven to have a significant impact on engagement and productivity levels by reducing conflict and misunderstanding and improving clarity of message and manager-team relationships.
  • Influence, negotiation and conflict-resolution – Negotiating successful outcomes
    Many of the skills/disciplines required to effectively influence and negotiate in the workplace are standard for most modern businesses and, therefore, have a significant impact on successful team management including, of course, conflict resolution.
  • Team building – Maximising your team’s engagement, interactivity and productivity
    The effectiveness of your team is directly related to its ability to perform as a cohesive, cooperative unit pulling together to achieve a shared goal. The ability for your team leader/supervisor/manager to implement strategies to ensure team unity is therefore an absolute necessity if maximum productivity is to be achieved.
  • Coaching and mentoring – Assisting your team members to develop and succeed
    The ability for a leader to provide his or her team members with effective day-to-day coaching and mentoring is unquestionably the most important element in ensuring team engagement, motivation, contentment and, of course, productivity.
  • Business process improvement – Developing the skills to identify, analyse and improve your business processes
    An essential aspect of your individual staff’s, team’s or organisation’s ability to be as effective, productive and profitable as possible is the ability to identify and analyse flaws in business processes and then develop more efficient methods. Indeed, it is reasonable to suggest that very few other skills offer the opportunity to provide such immediate results and return on investment.
  • Time- and process management skills – Developing the most efficient, reliable and professional you
    The ability to successfully manage time and work processes and thus increase productivity, reduce stress and mistakes, and meet/beat deadlines requires an understanding of how to quickly and effectively prioritise work tasks, approximate task timeframes and develop/implement daily/weekly/monthly work plans.
  • Project management fundamentals – Introduction to project management
    The first step to becoming a project manager, or joining a project team, is gaining an understanding of the project management life-cycle and the fundamental functions of the role, including project-planning, project-organisation and controlling /directing projects, and the knowledge and skills required to complete small solo projects within time, quality and budgetary requirements, or to excel as a member of a larger project team.

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