Align entrepreneurial business modelling with the organisation's workforce plan rather than treating it in isolation.
Building the Entrepreneurial Business Model and Initial Feasibility Analysis
Turn entrepreneurial business modelling from a stated policy into a practice your organisation can evidence.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The organisation's reputation as an employer is built or lost through entrepreneurial business modelling. Policy on the wider people management and development agenda is judged by how it is applied in the difficult cases, not the easy ones. The result is the confidence to make and defend decisions about the people management and development capability under scrutiny. Across sectors, teams that rehearse entrepreneurial business modelling outperform teams that only plan it. The course gives participants a defensible structure for the wider people management and development agenda and the judgement to adapt it. Participants who influence this strand of people management and development without directly controlling it will find the content directly usable. Moving entrepreneurial business modelling from written policy into daily practice is not achieved by a single decision. Cases are chosen to expose the trade-offs in the practice within people management and development rather than to illustrate ideal conditions. The programme closes with an action plan for this area of people management and development that each participant writes for their own organisation.
Expected Learning Outcomes
Assign clear ownership for each element of entrepreneurial business modelling across the functions involved.
Ensure decisions taken under entrepreneurial business modelling would withstand external scrutiny.
Equip managers to hold the difficult conversations entrepreneurial business modelling requires.
Set acceptance criteria for entrepreneurial business modelling before work begins rather than after.
Pilot changes to entrepreneurial business modelling before rolling them out organisation-wide.
Select indicators that show whether entrepreneurial business modelling is improving, and reject those that only look useful.
Who Should Attend
Coordinators responsible for keeping records and documentation of entrepreneurial business modelling current.
Learning and development officers building capability in entrepreneurial business modelling.
Public sector personnel officers applying entrepreneurial business modelling within regulation.
Internal communications staff explaining entrepreneurial business modelling to the workforce.
Human resources managers and business partners responsible for entrepreneurial business modelling.
Newly appointed managers taking on entrepreneurial business modelling for the first time.
Course Modules
Entrepreneurial business modelling: communication and employee understanding
2 sessions · 8 pointsSession 1The cost of entrepreneurial business modelling and how to present it
- Script the difficult conversation entrepreneurial business modelling requires and rehearse it.
- Set the annual review point for entrepreneurial business modelling and who attends.
- Test the policy on entrepreneurial business modelling against three real cases from the past year.
- Build the internal briefing that explains entrepreneurial business modelling to those affected.
Session 2Piloting a change to entrepreneurial business modelling before committing
- Rehearse the briefing on entrepreneurial business modelling that would follow an incident.
- Identify where judgement in entrepreneurial business modelling is legitimate and where it is not.
- Measure the effect of entrepreneurial business modelling on retention and performance, not activity.
- Identify the data the organisation already holds that bears on entrepreneurial business modelling.
Entrepreneurial business modelling: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Building lasting competence in entrepreneurial business modelling
- Confirm records relating to entrepreneurial business modelling meet retention and privacy rules.
- Set out the decisions in entrepreneurial business modelling that require sign-off and by whom.
- Set the consistency check that catches uneven application of entrepreneurial business modelling.
- Assign responsibility for keeping documentation of entrepreneurial business modelling current.
Session 2The conversation about entrepreneurial business modelling managers most often avoid
- Plan the sequence in which improvements to entrepreneurial business modelling will be introduced.
- Review entrepreneurial business modelling for unintended equity effects across groups.
- Name a single owner for each element of entrepreneurial business modelling.
- Estimate the cost of entrepreneurial business modelling and the cost of leaving it unchanged.
Entrepreneurial business modelling: the manager conversation that decides the outcome
2 sessions · 8 pointsSession 1Applying entrepreneurial business modelling consistently to the person you like least
- Arrange the handover of entrepreneurial business modelling so capability survives staff changes.
- Check that entrepreneurial business modelling complies with current labour regulation in every location.
- Design the communication for entrepreneurial business modelling around the questions people will actually ask.
- Decide what will be stopped to create capacity for entrepreneurial business modelling.
Session 2Reviewing entrepreneurial business modelling against what actually happened
- Compare the cost of entrepreneurial business modelling with the cost of its absence.
- Document the reasoning for every exception granted under entrepreneurial business modelling.
- Plan succession for roles most exposed to entrepreneurial business modelling.
- Compare intended and actual outcomes of entrepreneurial business modelling honestly.
Entrepreneurial business modelling: fairness, equity and consistency
2 sessions · 8 pointsSession 1Costing entrepreneurial business modelling honestly, including the cost of inaction
- Benchmark the organisation's entrepreneurial business modelling against comparable operations.
- Identify the data already collected that bears on entrepreneurial business modelling.
- Record the rationale for each significant choice made about entrepreneurial business modelling.
- Record what was learned when entrepreneurial business modelling did not go as planned.
Session 2The hard cases in entrepreneurial business modelling and how to reason about them
- Estimate the resource entrepreneurial business modelling requires to run as designed.
- Ask employees what entrepreneurial business modelling feels like from their side.
- Build the appeals route for entrepreneurial business modelling and publish it.
- Prepare the summary of entrepreneurial business modelling that senior management will read.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.