Short product life-cycles, intensified competition and corporate globalisation are some of the drivers of rapid and discontinuous change and challenges today and into the foreseeable future. The demise of many large organisations go to show that many of these organisations fail to understand the rapidly changing landscape of the environment or are too slow in changing to stay relevant and to survive. For non-commercial organisations tighter Government spending, political fluidity and closer scrutiny by more informed and demanding public are some of the challenges today. Many organisations have grown fat and bureaucratic on past stability and predictability.

"When the rate of change in the environment is faster than the rate of change in the organisation, the end is near" said Jack Welch, Former Chief Executive Officer of General Electric.

For most large organisations that do indeed try to cope with the changes around them, the main thrust of their strategy for survival lay in the search for more efficient approaches. In the most visible form this has meant slimming down the labour force, tightening up financial controls by trimming costs and investment in technological solutions. This response is an attractive one. It is based on analysis, rationality and objectivity. It preserves a model of organisational life that is familiar. It is also clearly necessary in the drive to gain and maintain competitive advantage or to use scarce resources wisely.

However, cost efficiency and economies of scale alone are not enough to explain how Daimler-Benz has become the World's leading manufacturer of medium and heavy trucks. It's as much due to an obsession with customer service, flexibility in being able to offer twelve hundred different models of truck with twenty-two thousand special variations, and tenaciousness in being able to adapt to continuously changing circumstances.

With complexity and rapid changes as a way of life, organisation which want to substantially improve its performance levels will need to seek new ways of doing things and how they do it. So what are the alternatives? What kinds of organisation are needed to produce outstanding performance under constant change and uncertainty?

To compete and win in such a fluid business environment, businesses and Not-for-Profit organisations must strive towards becoming a project-based organisation with innovation teams. To empower innovation teams to thrive in organisations, there must be a life-style or culture change; a change in leadership style; a change in the way we communicate; and to break down the functional way of doing things.

These require organisations to have a set of innovation tools to drive system thinking for process innovation and project implementation. A proven versatile set of management planning tools that can help to achieve this is the Seven Management Planning (MP) Tools. Departing significantly from established planning methodologies, the 7 MP Tools offers a powerful framework for system thinking and action planning that is well suited in our current constant change and ambiguity.

The Premise behind the 7 MP Tools is that leaders and project managers must be effective proactive system thinkers rather than reactive planners. And to resolve issues that are complex and difficult to get a handle on, require a lot of time to resolve, have not responded to traditional solutions and require the involvement of team members to solve.

This workshop promises to be an exceptional experience, providing you with an unrivalled opportunity to network with your peers through establishing new contacts, exchanging views and sharing new ideas and practices.

The details and registration form of our programme are attached.

As we are now in the process of confirming the participants' registration, you must fax to us your registration form immediately to secure a seat for the programme via our fax no. 6741 4693. It is definitely an opportunity not to be missed!