SMART EXECUTIVE (Ten3 SMART Learning e-Course)

SMART Learning – Synergistic, Motivational, Achievement-oriented, Rapid, Technology-powered

Source: JCU Study Skills Online

The problem with conventional education and training. Research shows:

By Day 2, we forget 50% of what we've learned
By Day 30, we retain 2%-3% of the original knowledge and need to be re-trained.

Ten3 Smart Learning: Fast inspirational learning – without forgetting!

Smart Course Materials give you the most knowledge and take from you the least time.
Key slides of the Ten3 SMART Course are hyperlinked to relevant pages of Ten3 Business e-Coach at 1000ventures.com so you can access additional information conveniently and just-in-time
Smart Screen Savers help you reactivate your knowledge and apply it – continually and effortlessly!
License to use the PowerPoint slides for teaching purposes – Learn & Teach!

5 Ten3 SMART Courses in 1 – Synergistic Integration!

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SMART Executive

1. Personal Success 360

1.1. Balancing Your Wheel of Life and Character

Balancing Your Wheel of Life

NLP Technology of Achievement: Balancing Your Wheel of Life

The Wheel of Life in the Eastern and Western Philosophy

The Power of the Balanced Wheel

Character and Personality of Highly Effective People

7 Habits of Highly Effective People

Turning Your Abilities into Effective Habits

1.2. Setting and Achieving Your Goals

Technology of Achievement

Be a Winner!

Winners vs. Losers

Financial Success: Secrets of Self-made Millionaires

Buddha's Path to Liberation

NLP – Psychology of Excellence and Technology of Achievement

Four Basic Principles of Excellence

Starting Change with Yourself

Hierarchy of Personal Goals

Setting Effective Goals

SMART Goals

80/20 Thinking

Creating Inevitable Success

Failure as a Stepping Stone to Success

Achieving Your Goals: 4 Attitudes x 4 Steps

The Power of Attitude

Self-Motivation

Effective External and Internal Conflict Resolution: 10-Step Yoga Approach

Effective Learning

Learning, Forgetting, and Effective Memorizing

Techniques to Develop Solutions

Creativity

Creative Problem Solving

Turing Accidental Discoveries into a Habit

1.3. Mastering Your People Arts and Skills

The Role of Your People Skills

Win-Win Mindset

A Short Course in Human Relations

The Tao of Influencing People

The Way Your Message is Conveyed

How To Make Effective Presentations

10 Essentials of Effective Communication

Effective Listening

Understanding People's Perceptions: Map is Not the Territory

Perceptual Positions

Mental Maps

Effective Coaching: Definition and the Keys to Success

Coach 360

Coaching Yourself

GROW Model

Skill / Will Matrix

CULTURE: Concepts Related to Cultural Intelligence

Cultural Intelligence

The Tao of Cultural Intelligence

Six Fundamental Patterns of Cultural Differences

Culture Dimension Scores for China, Germany, Russia, and USA

The Tao of Leveraging Diversity

Leveraging the Power of Critical Opposites: 10-step Strategy

2. SMART Leader

2.1. Key Leadership Concepts and Lessons

Effective Leader: Attributes x Results
Leader 360
Managerial Leadership: the Two Roles

Leadership Challenge Model: 5 Exemplary Roles
Mastering Effective Leadership Roles
Leadership Lessons of Lao Tzu
Leadership Lessons of Xenophon
Welch’s 4Es of Leadership
Powell’s Leadership Principles

2.2. Leadership Attributes and Styles

Effective Leader: Attributes x Results

Leadership Attributes
Leader as an Entrepreneur: Specific Attributes
Leader as an Entrepreneur: Talent x Temperament x Technique

Leadership Schools: Correlation
Values-based Leadership
Principles-centered Leadership
Situational Leadership
Situational Leadership: Continuum

2.3. Delivering Results

Results-based Leadership
12 Major Causes of Failure in Leadership

Entrepreneurial Leadership

Leader as an Entrepreneur: 10 Key Role Actions

Strategic Leadership

Volatility Leadership: 10 Best Practices

Success Story: Jack Welch

3. SMART Manager

3.1. Management by Leadership

Shift from Management to Leadership

New vs. Traditional Management Model

Managerial Leadership: the Two Roles

The Tao of Managerial Leadership

Management by Leadership: 25 Lessons from Jack Welch

Three Manager's Skill Sets: Manager – Leader – Coach
Employee Empowerment

Team Building: a Dream Team

Employee Motivation
Energizing Employees
Inspiring People

Coaching in the Workplace

New Economy: Key Features

Change Management: 6 Steps

Change Failure: Main Reasons

Leading Change: 8 Stages

Managing Organizational Change: The Wheel of Business Evolution

Making Big Changes: 10 Questions to Answer

Leading Organizational Transformation: Lessons from Jack Welch

3.2. Managing Growth

Characteristics of the Most Successful Companies

The Tao of Business Success

Sustainable Growth Strategies

Sam Walton's 10 Rules for Building a Successful Business

The Tao of Customer Value Creation

Customer-focused Strategies

Customer Intimacy

7Ss - a Framework for Analyzing and Improving Organizations

Corporate Culture: Adaptive vs. Unadaptive Organization

New Company-Employee Partnership

Strategies for Building a Growth Culture

Building Entrepreneurial Organization

Team Building: von Manstein Matrix

Employee Performance Management: Holistic Approach

Management by Consciousness

3.3. Improving Processes

Value Chain Management

Extended Enterprise

Virtual Integration

Process Management: Shift from Functional to Cross-functional Model

Lean Production: 10 Commandments of Improvement

Service-Profit Chain

4. SMART Strategies

4.1. Strategy Management

Balanced Business System

Three Hierarchical Levels of Strategy

The Tao of Effective Management

Sustainable Competitive Advantage: Five Criteria

Sustainable Competitive Advantage: Resource-based View

Sustainable Competitive Advantage: Synergy of Capabilities

Owning Your Sustainable Competitive Advantage

Managing Business Evolution

Strategic Programming

FutureStep

Strategic Management: Resource-based View

Three Generic Business Strategies

Four Categories of Business Tactics

SWOT Analysis

GE Multifactor Business Portfolio Matrix

Management by Objectives (MBO)

Competitive Analysis

Competitive Strategies

Differentiation Strategies

Strategic Brand Management

Sun Tzu's "The Art of War"

Four Types of Marketing Warfare

4.2. Strategic Achievement

Strategy Implementation: Success Factors

Strategic Achievement: Thinking x Action x Learning

Strategic Alliances

Strategic Project Management (SPM)

Performance Management: Balanced Scorecard

Leading-edge Three-tier Reporting Model

4.3. Strategy Innovation

Two Corporate Strategy Logics: Strategy Pyramid vs. Strategy Stretch

Choosing Between Strategy and Opportunity Approach

Strategy Programming vs. Strategy Innovation

Organizational Learning

Dynamic Planning

The Four Steps of the Strategic Learning Process

5. SMART Innovation

5.1. Key Innovation Concepts

Innovation – the Key to Success and Survival
Innovation vs. Operations Management
Evolution of Innovation from Linear to Systemic
Key Players of Innovation
Innovation in Industrial and Knowledge-based Enterprises
Innovation DOs and DON’Ts
Systemic Innovation: 7 Areas
Technology Innovation Typology
Radical vs. Incremental Innovation

5.2. Corporate Innovation System

Innovation System
Leading Systemic Innovation
Leading Innovation: Vision to Reality
Leading Innovation: Loose-Tight Leadership
Innovation-friendly Organization
The Growing Role of Intellectual Assets
The Wheel of Knowledge Management
Three Types of Knowledge Organizations: Learning, Teaching, Coaching
Teaching Organization
Building Entrepreneurial Organization
Leveraging Cultural Diversity
Entrepreneurial Creativity: Areas
Five Steps to Entrepreneurial Creativity
Discovery: a Scientific Process
Business Model: Converting Innovation to Economic Value

10 Forces Behind New Business Models

Success Story: New Business Model of Dell Corporation

Keeping Eyes Open for Inspiration
Product Innovation Metrics

Innovation Process: Two Models

Innovation Process: Traditional Phase-Gate Model

Innovation Project Management: Two Approaches
Creative Chaos within a Structure

Innovation Process Attributes in Silicon Valley

5.3. Corporate Innovation Strategies

Innovation Strategies for Top-line and Bottom Line Growth

Business Innovation: Four Strategies
Searching for Opportunities

Discovering Opportunities

Fast Company
Product Innovation: Types of New Products

Radical Innovation

Venture vs. Corporate Management
Venture Strategies: Five Areas
Case Study: Spinouts by Thermo Electron

Case Study: Bunsha – Growing Business through Spinouts
Case Study: In-company Ventures at Corning

Case Study: Venture Investing by GE Equity
The Tao of Value Innovation
Customer Partnership

Technology Innovation Delphi Road Mapping
Intellectual Property Management
Benefits of Intellectual Property Management

For the vast majority of companies, having well-defined visions and mission statements changes nothing. The exercise of crafting them is a complete waste of time and talent if visions and mission statements are used for nothing but being published in the annual report and displayed in a reception area. To be able to energize employees to work towards corporate goals, visions and missions should be more than a sign on the wall. Executives and managers should live them, be seen living them, and constantly communicate them to their employees.

Vision

Vision is a short, succinct, and inspiring statement of what the organization intends to become and to achieve at some point in the future, often stated in competitive terms. Vision refers to the category of intentions that are broad, all-intrusive and forward-thinking. It is the image that a business must have of its goals before it sets out to reach them. It describes aspirations for the future, without specifying the means that will be used to achieve those desired ends.

Mission Statement

A mission statement is an organization's vision translated into written form. It makes concrete the leader's view of the direction and purpose of the organization. For many corporate leaders it is a vital element in any attempt to motivate employees and to give them a sense of priorities

Setting Goals

The major outcome of strategic road-mapping and strategic planning, after gathering all necessary information, is the setting of goals for the organization based on its vision and mission statement. A goal is a long-range aim for a specific period. It must be specific and realistic. Long-range goals set through strategic planning are translated into activities that will ensure reaching the goal through operational planning.

Strategic Intent

A strategic intent is a company's vision of what it wants to achieve in the long term. It must convey a significant stretch for your company, a sense of direction, discovery, and opportunity that can be communicated as worthwhile to all employees. It should not focus so much on today's problems but rather on tomorrow's opportunities.