PROGRAM FOR TRANSFORMATION LEADERS OF BUSINESS, STATE AND OTHER SOCIAL SYSTEMS WHICH HAVE GREAT INFLUENCE AND CREATE RULES

ThePage, together with Smart Holding, in a series of Smart Talking business podcasts, looked at how the coronary crisis and possibly the ensuing global recession will affect companies' strategic planning. How to manage your plans now and what remains important for business despite the crisis, read the material and listen to podcasts.

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ThePage, together with Smart Holding, in a series of Smart Talking business podcasts, looked at how the coronary crisis and possibly the ensuing global recession will affect companies' strategic planning. How to manage your plans now and what remains important for business despite the crisis, read the material and listen to podcasts.

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Mykola Palienko, CEO and co-founder of EVO, a graduate of the School of Strategic Architect at the Kyiv-Mohyla Business School, described how his company manages not only to stay afloat during quarantine, but also to launch new products and maintain business profitability.

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Serhiy Yevtushenko, co-founder and managing partner of UDP Renewables, shared his own experience of working in an open system and the effectiveness of the methodology of the School of Strategic Architect program at the Kyiv-Mohyla Business School (kmbs)

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The success story of Intertop, which has achieved its goals through an ecosystem approach, transformed the business and changed the business model, can be indicative not only for fashion projects, but also for any company that looks to the future. Today, a manager can no longer think only of the boundaries of his company or partner companies. You need to include other players in your system.

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Executive Director of the Republic Institute, co-founder of the All-Ukrainian Active Community Initiative, participant in the fifth set of the School of Strategic Architect

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We live in a world of open systems, so for the success of the organization (state or cultural institution, business, etc.) you need to be able to see yourself as part of a broader system and interact with other players. What result can be achieved by changing your thinking? And what are the prerequisites for changing large systems? Helena Savruk, Managing Partner of the Mohyla Strategic Agency (MSA), Head of the Strategic Architect School and Strategic Leadership in Ukraine's Security and Defense Sector at kmbs, spoke about this.

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Interview with the dean of Kyiv-Mohyla Business School about what transformational leadership is, where to take resources and when managers need intellectual provocation.

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I have been managing ecosystems for over eight years. The experience of creating business ecosystems, managing them, joining other ecosystems allowed me to painlessly increase the value of businesses by 2-3 times.

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Today, both in the Western world and in Ukraine, we are seeing the return of philosophy to the public sphere. We see a growing interest in philosophy in a broad sense. It is associated with a set of certain skills that are increasingly needed: the ability to read, write and speak. We now feel the need to rediscover these competencies.

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Daniel Pink is the author of four world bestsellers. His books have been translated into 34 languages. In 2013, Daniel was included in the list of the best business thinkers Thinkers 50.

Maryna Starodubska - Intellectual Manager of Reputational Management Management Development Programs at Kyiv-Mohyla Business School, Partner-Manager of TLFRD Communication Company

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Alexander Savruk - Candidate of Economic Sciences, Dean of kmbs. He specializes in strategic management, business philosophy, change management. He is also a member of the Academic Council and Rectorate of the Kyiv-Mohyla Academy, the Ukrainian Association of Management Consultants and has worked as an advisor to the Minister of Economy on microeconomic issues. Partner "Mohyla Strategic Agency" - Action Tank.

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A small company becomes a partner of a global corporation - and reaches a new level of development. The business instantly "repackages" the solution, adapting to the customer's needs. All this is possible due to the logic of open systems. What is it and how does it concern Ukrainian business?

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How to create such added value that the result exceeded the invested resources not on percent, and in times (and it is better - on orders of magnitude)? We asked this question during the international training module for MBA kmbs participants, which took place in the USA and the Netherlands.

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PROGRAM FOR TRANSFORMATION LEADERS OF BUSINESS, STATE AND OTHER SOCIAL SYSTEMS WHICH HAVE GREAT INFLUENCE AND CREATE RULES