A new way of thinking: the engine of progress for a lasting impact. Strategic Mindshift training programme.
General objective
“The methods of managing a high-performing organisation have changed.” — Eddie Obeng
VUCA is an acronym describing the Volatility, Uncertainty, Complexity and Ambiguity of the world we live in. Over the last decade, events such as the Ebola outbreak, Brexit and the Covid-19 pandemic, to name but a few, have confirmed that we are currently facing unstable challenges that are hard to predict, involve countless interconnected factors and cannot be solved by a “one-size-fits-all” approach. Today’s organisations must learn, unlearn and relearn the next practice in order to develop transformative solutions to manage the present, selectively forget the past and create the future.
The name of the game is “sustainability”. To play to win, rather than playing not to lose, it is essential to exploit the known — that is, to leverage what exists while recognising the dominant logic — and to explore the unknown — in other words, to open the way to what could be while creating a new logic. The Strategic Mindshift training programme is designed to provide organisations with a platform enabling them to deliberately change the way they see things, in order to prepare them for the VUCA world by promoting awareness, vigilance and shrewdness as major attributes for adding value. The training stimulates a forward-looking mode of thinking, thereby unleashing organisations’ ability to produce today while creating tomorrow.
Drawing on its expertise and experience in consulting, advising and collaborating with organisations so that they are and remain relevant and make a real difference, the CHMP has set up a Strategic Mindshift training programme. This programme deconstructs the way VUCA forces us to rethink responsible approaches to doing business, and equips institutions with an understanding of how to use Strategic Mindshift tools, including the 4-MAT, the business-model environment, the value-proposition canvas, the business-model canvas, the Test Card and the Learning Card.
Learning objectives
By the end of the programme, participants should have developed the following skills:
(i) adopt responsible methods for doing business in the VUCA world; (ii) master the Volatility of the world through Vision; (iii) face the Uncertainty of the future with Intelligence; (iv) respond to the Complexity of interconnected factors through Clarity; (v) confront the Ambiguity of challenges with Agility; (vi) understand the use of Strategic Mindshift tools such as the 4-MAT, the business-model environment, the value-proposition canvas, the business-model canvas, the Test Card and the Learning Card.
Programme
Day 1 — Managing in a Volatile, Uncertain, Complex and Ambiguous (VUCA) world
- demystify VUCA;
- master the Volatility of the world through Vision;
- face the Uncertainty of the future with Intelligence;
- respond to the Complexity of interconnected factors through Clarity;
- confront the Ambiguity of challenges with Agility.
Day 2 — Part I: Strategic Mindshift tools to put into practice to respond to the VUCA world
- understand the use of the 4-MAT tool (why, what, how, what if);
- understand and practise using the business-model environment.
Day 3 — Part II: Strategic Mindshift tools to put into practice to respond to the VUCA world
- understand the use of the value-proposition canvas (customer profile, value map).
Day 4 — Part III: Strategic Mindshift tools to put into practice to respond to the VUCA world
- understand and practise using the Test Card;
- understand and practise using the Learning Card.
Day 5 — Part IV: Strategic Mindshift tools to put into practice to respond to the VUCA world
- understand the use of the business-model canvas.
Language of instruction, teaching methods and learning techniques
Language of instruction: English will be the language used during the Strategic Mindshift training.
Teaching methods: a master class is held on the first day, while a bootcamp is scheduled from the second to the fifth day to help participants understand and put the Strategic Mindshift tools into practice.
Learning techniques: project-based learning, case studies and group exercises are used to familiarise participants with applying the Strategic Mindshift tools, in order to propose solutions tailored to problems and to solve real-world challenges.
- The trainers involved have experience in the field of strategic management and innovation.
- Participatory teaching takes into account each participant’s experience.
- For greater effectiveness, the pedagogical approach is concrete, participatory and encourages exchange.
- Technical input is enriched by shared discussions and analyses based on real situations.
- The intervention methodology aims to build specific tools and methods, shared by each professional and based on the needs identified throughout the support.
Trainers
The training is delivered by international experts in strategic management and innovation, drawn from academia and consulting, with solid experience in supporting organisations.
Who we are
History of the group
- 1985: creation of Pharmaciens Sans Frontières (PSF).
- March 1990: to meet the needs of humanitarian missions, two volunteers create within PSF a supply sector for Essential Generic Medicines (MEDESS), then for medical and biology supplies (MATMED-BIO). These services are the beginnings of the Centrale Humanitaire Médico-Pharmaceutique.
- December 1992: the law of 8 December 1992 of the French Public Health Code, relating to pharmacy and medicines, introduces article L.5124-7, which authorises a non-profit association to become a pharmaceutical establishment and thus to wholesale medicines to organisations with a humanitarian vocation. This is the birth of the CHMP, Centrale Humanitaire Médico-Pharmaceutique, with its two sectors MEDESS and MATMED-BIO.
- 1993: creation of a branch in Nairobi (Kenya) to facilitate the supply of medicines in East African countries.
- February 1998: implementing decree of the law of 8 December 1992.
- September 1998: ministerial order authorising the CHMP to open a pharmaceutical establishment, a wholesale distributor with a humanitarian vocation. The CHMP was the first French non-profit, humanitarian association to obtain pharmaceutical-establishment status.
- 2005: creation of an “Expertise and Training” department to meet the growing demand from countries and international institutions for support in setting up or developing their pharmaceutical systems.
- 2008: prequalification of the laboratory by the WHO.
- 2009: recognition by ECHO of CHMP Clermont-Ferrand as an HPC.
- 2011: recognition by the French government of the CHMP as an establishment of public interest.
- April 2012: merger of two humanitarian associations that had been collaborating closely for around ten years into a single pharmaceutical organisation, dedicated to humanitarian aid and to pharmaceutical development aid on an international scale.
Our mission
Within the regulatory framework, to make available to populations in situations of precarity (i) health products whose quality is recognised and controlled and (ii) the related services, through pharmaceutical-support missions (on-site training and expertise). The priority line of action rests on the transfer of skills to local staff, in order to guarantee the sustainability of actions and to offer better access to quality care for vulnerable populations. The lines of intervention are emergency response, development and training.
Contact and registration
Pharmaceutical Expertise and Training Division — CHMP
For any information or registration for this training course:
- Phone: +33 (0)4 73 98 24 81
- Email: contact@chmp.org
- Address: 13 rue des 4 Passeports, 63100 Clermont-Ferrand, France
You can also write to us via the Contact page.