STRATEGIC BREAKTHROUGH TRIANGLE: THE FUTURE OF CORPORATE PROGRAMS

January 17, 2018, 12:30 – 14:30, Building 2, Floor 2, Room 237

Development of human potential is a key competitiveness factor in a digital era. How are educational programs for top companies' managers supposed to look like? How can we combine the development of a strategic vision and the personal potential of a top manager with the completion of specific projects a company is working on?

How can we build up a company's entrepreneurial potential that is required for achieving success in competition in the era of breakthrough technologies?

Issues for Discussion

  • Search for a new paradigm for an educational program and processes sought after by business.
  • How can we give an impetus to innovation-driven development in state corporations: what and how should we teach Board members and top managers?
  • The program “Strategic breakthrough triangle (Institute of Business Studies RANEPA – Rosatom Corporate Academy): synergetic structure and new implementation algorithm”.
  • What qualities should a modern program for top managers of high-tech companies possess? What problems should it solve and what goals should it be aimed at?
  • How can industry-specific and academic inbreeding be overcome?
  • Communication, regulation and conceptual problems of the educational consortium: how to make achievement synergy surpass communication and implementation complexity?
  • Project track in education: new aims and goals.

Moderators

Speakers

  • Marina Karban
    Marina Karban

    Director, Department of Corporate Programs, Moscow School of Management SKOLKOVO

  • Alexander Kashirin
    Alexander Kashirin

    Deputy Chairman, Research and Technical Council, Rostec; Head, Open Innovations Centre Laboratory

  • Vladimir Kosteev
    Vladimir Kosteev

    Executive Director, iR&D Club

  • Anna Morozova
    Anna Morozova

    Director, Centre for Corporate Programs, Academic Director, FinTech Master’s degree program, RANEPA

  • Elena Myakotnikova
    Elena Myakotnikova

    Corporate Director, Agency for Strategic Initiatives

  • Azer Talibov
    Azer Talibov

    Deputy Minister of Economic Development of the Russian Federation

  • Tatyana Terentyeva
    Tatyana Terentyeva

    HR Director, State Atomic Energy Corporation Rosatom

  • Yuliya Vesterovskaya
    Yuliya Vesterovskaya

    Head, Corporate University of Sheremetyevo Airport

  • Alla Vuchkovich
    Alla Vuchkovich

    Executive Director, Personnel and Social Policy, Roscosmos

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Development of human potential is a key competitiveness factor in a digital era. How are educational programs for top companies' managers supposed to look like? How can we combine the development of a strategic vision and the personal potential of a top manager with the completion of specific projects a company is working on?

How can we build up a company's entrepreneurial potential that is required for achieving success in competition in the era of breakthrough technologies?

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How can we build up a company's entrepreneurial potential that is required for achieving success in competition in the era of breakthrough technologies?

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How can we build up a company's entrepreneurial potential that is required for achieving success in competition in the era of breakthrough technologies?

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How can we build up a company's entrepreneurial potential that is required for achieving success in competition in the era of breakthrough technologies?

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  • How can we give an impetus to innovation-driven development in state corporations: what and how should we teach Board members and top managers?
  • The program “Strategic breakthrough triangle (Institute of Business Studies RANEPA – Rosatom Corporate Academy): synergetic structure and new implementation algorithm”.
  • What qualities should a modern program for top managers of high-tech companies possess? What problems should it solve and what goals should it be aimed at?
  • How can industry-specific and academic inbreeding be overcome?
  • Communication, regulation and conceptual problems of the educational consortium: how to make achievement synergy surpass communication and implementation complexity?
  • Project track in education: new aims and goals.
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What problems should it solve and what goals should it be aimed at? </li> <li>How can industry-specific and academic inbreeding be overcome?</li> <li>Communication, regulation and conceptual problems of the educational consortium: how to make achievement synergy surpass communication and implementation complexity?</li> <li>Project track in education: new aims and goals.</li> </ul> [TYPE] => HTML ) [DESCRIPTION] => [VALUE_ENUM] => [VALUE_XML_ID] => [VALUE_SORT] => [~VALUE] => Array ( [TEXT] =>
  • Search for a new paradigm for an educational program and processes sought after by business.
  • How can we give an impetus to innovation-driven development in state corporations: what and how should we teach Board members and top managers?
  • The program “Strategic breakthrough triangle (Institute of Business Studies RANEPA – Rosatom Corporate Academy): synergetic structure and new implementation algorithm”.
  • What qualities should a modern program for top managers of high-tech companies possess? What problems should it solve and what goals should it be aimed at?
  • How can industry-specific and academic inbreeding be overcome?
  • Communication, regulation and conceptual problems of the educational consortium: how to make achievement synergy surpass communication and implementation complexity?
  • Project track in education: new aims and goals.
[TYPE] => HTML ) [~DESCRIPTION] => [~NAME] => Вопросы для обсуждения [~DEFAULT_VALUE] => Array ( [TYPE] => HTML [TEXT] => ) [DISPLAY_VALUE] =>
  • Search for a new paradigm for an educational program and processes sought after by business.
  • How can we give an impetus to innovation-driven development in state corporations: what and how should we teach Board members and top managers?
  • The program “Strategic breakthrough triangle (Institute of Business Studies RANEPA – Rosatom Corporate Academy): synergetic structure and new implementation algorithm”.
  • What qualities should a modern program for top managers of high-tech companies possess? What problems should it solve and what goals should it be aimed at?
  • How can industry-specific and academic inbreeding be overcome?
  • Communication, regulation and conceptual problems of the educational consortium: how to make achievement synergy surpass communication and implementation complexity?
  • Project track in education: new aims and goals.
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Development of human potential is a key competitiveness factor in a digital era. How are educational programs for top companies' managers supposed to look like? How can we combine the development of a strategic vision and the personal potential of a top manager with the completion of specific projects a company is working on?

How can we build up a company's entrepreneurial potential that is required for achieving success in competition in the era of breakthrough technologies?

)