Master Class in Business Administration

An eight-hour in-person workshop, held over two afternoons, for managers: how mission, strategy, business plan, objectives, organization and processes connect, and which factors decide whether a company works. It is led by Javier Pascual, who poses questions and shares his experience, what went well and what went wrong, and the participants share theirs. The syllabus is adapted to the time available and the group's needs.

Study plan

Block 1: From mission to organization: hierarchy and cross-functionality

How mission, strategy, business plan, objectives, organization and processes are chained together, why structure follows strategy, and which organization models, trends and success factors are worth knowing before touching an org chart.

Block 2: Processes, digitalization and robotization

How to see your company through its processes (map, owner, indicators and coordination between functions) and how to decide what to digitalize or robotize, with RPA and artificial intelligence, without computerizing disorder or ignoring risk factors.

Block 3: Management by objectives: from vision to each person

How vision and mission cascade down to the strategic axes, company priorities, each department's priorities and each person's objectives, and how that deployment is implemented and tracked so it does not turn into an annual formality.

Block 4: The five-year business plan and the dashboard

How a five-year business plan is built on explicit assumptions, how it is taken from sales to cash and tracked month by month, and what a dashboard that connects each function with business control should look like.

Block 5: Motivation, communicating the plan and remote work

What really motivates a team and what merely stops it from complaining, why sharing the progress of the business plan is a motivational lever, and how to lead remotely without losing the bond: hybrid models, team rituals and management by results.

Block 6: Change: knowing when it is time and getting ahead of it

How to recognize in time that the company has to change, why it is best to do so while things are still going well, and how to lead change so it does not stop at an announcement: early signals, Handy's sigmoid curve, the inertia of success and Kotter's eight steps.

Block 7: The manager's functions: the urgent, the important and the agenda

What a manager really does and what sets the effective one apart: Mintzberg's managerial roles, contribution, strengths and priorities according to Drucker, and the bare minimum on time and agenda so the urgent does not eat the important.

Block 8: Company success factors: delegation and empowerment

The factors that decide whether a company works (customer, shared strategy, people, cash, execution and coordination) and the lever that sustains them as the company grows: delegating by levels and giving the team what it needs to decide. It closes with the map of factors by department.