Auntie's guiding principle in buying shares at ATM is, today it is one dollar, and tomorrow it should be two dollars. Can your company live up to that expectation?

After IPO, many companies hope that there will be bull runs and their share price will appreciate exponentially. Many make public statements about maximizing shareholders' return, but few invest the time and attention to grow their business. Others engage in the methodology of calculating Economic Value Added, thinking that there must be a way to constantly make that number positive. Business as usual will not make you more profitable. Knowing what's next after IPO will.

The most powerful management methodology is to align the organisation's human capital for maximum business results.

CEO of Federal Express, Fred Smith said, "One of the first things we recognized is that most managers don't know what management is about. Alignment is the essence of management".

The Six Sigma Mind will change your paradigm about organisational alignment. Management team should be keenly aware of misalignment and unlearn their yesterday's practices that put them off target with wide variation. Too many companies, both in public and private are not managed to their full potential value. Instead they are mismanaged often through misguided actions, or the lack of actions. The paramount objective for the management team in any organisation should be the alignment of the management effort to create value for the shareholders.

How are you going to make a living as Singapore evolves into a Knowledge-based Economy?

The 21ST century has arrived. The economy has changed. Whether you are prepared or not, you are already at the doorstep of the Knowledge-based Economy. Dr Tan Chin Nam (Ministry of Manpower, Permanent Secretary) said the drive towards a knowledge economy was a major reinvention of Singapore in almost all sectors of the economy spreading across all activities. The Industry 21 blueprint mentions that two out of three jobs in manufacturing and three out of four in the service industry will be for knowledge and skilled workers.

Seminar Outlines:

Measure your managers' Risk Quotient. Some managers put their companies at higher risk than others. Find out why and how to manage them.

For as many generations of warfare, generals made decision in split seconds, some were more prone to higher risk than others. 'Kong-Meng' the strategist in the era Romance of the Three-Kingdom understood this best. His cautious paradigm on accurate information and on well-thought strategy eliminates the proneness to make wrong decisions. Many companies are unknowingly placed in great jeopardy under the charge of managers whose paradigm is, to begin with dangerous in that their long-held beliefs prevent them from seeing the obvious. Discover their unconscious inclination early and eliminate the risk they are exposed to. Prevent the blunder. Create conscious paradigm that focus single mindedly on increasing revenues and lowering the operating costs.

Your staff is an engineer by training, and now you wanted to promote him/her to become a people-manager. Can he/she succeed in this capacity? Many are left to swim or sink. C an you (HR manager) let it be … let it be?

Today, far too many managers are graduates of hard sciences. Though many fair badly in interpersonal skill, management still closed an eye because of their technical expertise. The time has come where two eyes are required to focus the organisation and teamwork is the synergy for sustainable success. Interpersonal skill is the key. How then can engineers who turned managers be made to deal with superiors, peers, subordinates, customers and vendors with win/win success in mind? Engineers are trained to logic all things, suddenly they are required to use their emotional intelligence. Will it work? You take the chance. A logic mind needs a logic process to bring out the power of interpersonal skill to gel in today's complex working environment.