Training: About EPIC
EPIC will take participants on a journey to enable them to lead their business and their teams through disruptive chage.
Over the course of the week, participants will understanding the influences changing the landscape – from changes in demography, urbanisation, economic development and technology, to the increasing fragility of the financial system. There will be a thorough analysis of the key disruptive challenges of the industry, with a particular focus on digitisation and emerging technologies as forces that dramatically change the strategic landscape.
Recognising that the transformation of an industry requires a similarly significant transformation on the part of each individual leader in order to lead effectively. EPIC will help participants develop an even better understanding of themselves, their behavioural preferences and the way they tend to respond to challenges of different types.
Participants will leave the course with a full toolkit to enable them to implement stategic changes within their companies, which will also encourage them to foster innovation.
As well as the wecome dinner, there will also be a formal closing dinner in one of the traditional colleges.
For more details about the programme, download the EPIC Brochure.
Oxford and Saïd Business School
As the oldest university in the English-speaking world, Oxford is a unique and historic institution. Throughout its history, Oxford has produced gifted men and women – among these are Prime Ministers, international leaders; Nobel Prize winners; and Olympic medal winners.
Saïd Business School is one of the world’s leading and most entrepreneurial business schools. An integral part of the University of Oxford, the School embodies the rigour and forward thinking that has made Oxford a world leader in education.
Egrove Park
The five day residential programme takes place at Egrove Park, one of Saïd Business School’s Executive Education Centres – situated in its own grounds of 37 acres of parkland, two miles from Oxford City Centre.
