(CLP) Programs

Appleton Greene corporate training programs are all process-driven. They are used as vehicles to implement tangible business processes within clients’ organizations, together with training, support and facilitation during the use of these processes. Corporate training programs are therefore implemented over a sustainable period of time, that is to say, between 1 year (incorporating 12 monthly workshops), and 4 years (incorporating 48 monthly workshops). Your program information guide will specify how long each program takes to complete. Each monthly workshop takes 6 hours to implement and can be undertaken either on the client’s premises, an Appleton Greene serviced office, or online via the internet. This enables clients to implement each part of their business process, before moving onto the next stage of the program and enables employees to plan their study time around their current work commitments. The result is far greater program benefit, over a more sustainable period of time and a significantly improved return on investment.

Appleton Greene uses standard and bespoke corporate training programs as vessels to transfer business process improvement knowledge into the heart of our clients’ organizations. Each individual program focuses upon the implementation of a specific business process, which enables clients to easily quantify their return on investment. There are hundreds of established Appleton Greene corporate training products now available to clients within customer services, e-business, finance, globalization, human resources, information technology, legal, management, marketing and production. It does not matter whether a client’s employees are located within one office, or an unlimited number of international offices, we can still bring them together to learn and implement specific business processes collectively. Our approach to global localization enables us to provide clients with a truly international service with that all important personal touch. Appleton Greene corporate training programs can be provided virtually or locally and they are all unique in that they individually focus upon a specific business function. All (CLP) programs are implemented over a sustainable period of time, usually between 1-4 years, incorporating 12-48 monthly workshops and professional support is consistently provided during this time by qualified learning providers and where appropriate, by Accredited Consultants.

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Executive summary

Technology Company Acquisition

Companies today are faced with challenges from every corner, but perhaps the greatest challenge emerging is from technology and artificial intelligence (AI). When it comes to AI, executives can choose to do nothing, assuming the threat is still premature, or they can take action to reap full advantage now of AI as it evolves.

Mark Cuban summed up this challenge well when he said “AI is going to change everything, but it’s going to be a partnership between humans and AI, not a competition.”

Klaus Schwab, Chairman of the World Economic Forum, is concerned decision makers are too focused on the short-term:

This corporate training on tech company acquisition is for executives either who are feeling trapped by “immediate concerns” or who are thinking strategically about the future. Both are yearning for their problems to go away. Both can solve their problems by learning more about how to thrive in the new world of technology and AI. This training is for those executives who want the “magic wand” they can wave to thrive in this new world, but only for those who also understand that earning the right to this “wand” requires time, effort, training and discipline.

As company profits come under more and more pressure, and as AI and automation become more commonplace, job losses will only increase. Traditional companies are already struggling to recruit the best and the brightest, and then after they’re hired to not lose them to technology companies. To recruit and keep the best people today, and to maintain and grow profits, these companies need a new way of operating. They need to become technology companies themselves.

The majority of industry market value today rests in, and from now on will always rest in technology companies. The best thing a company can do therefore to protect its future is to become a technology company.

The best way to become a technology company is not just by hiring top software engineers, data scientists and technology consultants. They are expensive and very hard to find and you will lose most of them soon enough anyway. Rather, a traditional company becomes a technology company by partnering with technology companies, including most importantly by investing in them and acquiring them.

To truly move the needle on stakeholder value you will need to acquire technology companies. In 2016, Walmart saved its legacy and transformed its future when it acquired loss-making Jet.com for $3.3 billion. As a result of this deal, Walmart increased its market value by $60 billion in just 16 months, generating a 15.8x return on its investment in Jet. A few years later, Walmart went on to acquire control of Flipkart in India for $16 billion, a deal that would have been unthinkable had Walmart not succeeded and bent company culture with Jet.com.

Acquiring the right technology company can give you a 10x “turbo boost” in achieving industry leadership and maintaining it. However, you have to do it the right way.

This tech company acquisition training program offers that right way. It offers you a revolutionary approach to transforming legacy companies into forward-thinking industry leaders through the strategic investment in and acquisition of tech company disruptors.

The program also incorporates the implementation of a tangible process within your organization that enables key stakeholders to be more proactive about the way they do this internally.

The training allows executives of established companies to master each of 12 phases so they can discover innovative acquisition strategies and mindset shifts to future-proof their bottom line in the era of AI and exponential technology advances.

Every day we read about new exponential technologies – ChatGPT, self-driving electric vehicles, robots, virtual reality, drones, cloud computing, deepfakes, cultured meat and fish, quantum computing, brain-computer interfaces, cybersecurity, self-flying taxis, CRISPR, crypto and Web 3.0, photonics, hyperloop – the list goes on. These technologies are disrupting the entire value chain – from production to consumption – of most industries around the world. And it is growing, faster and faster. This disruption is allowing for new competitors to emerge, but it is also allowing the opportunity to acquire new customers, and more cheaply, as well as to find new suppliers. Indeed, the only limit to growth and transformation today is one’s own imagination, combined with one’s capability to execute, which is heavily influenced by awareness, education and training.

The new technologies emerging today are undoubtedly creating an abundance of opportunity for established companies who are willing to embrace rapid change without sacrificing their core goals. But to take advantage of the these opportunities in AI and digital and technology, companies need to know what is the right thing to do, and what is the right way to do it.

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