Corporate Training and Development Programmes

Better thinking. Better decisions. Stronger organizations.

Applied programmes for turning data into insight, defining problems accurately, choosing between options with stated reasons, and moving thinking into action.

You can choose a single programme, complement your existing academy, or build a linked development journey for your team. Content, examples and exercises are shaped around the experience of the target group and the business context of the organization.

Development Journeys

Development journeys built around your need

When several capabilities need to develop together, the programmes are linked around one shared business problem. Participants approach the same topic from different angles and improve their output at each stage. Two to three training days in total, with work-based application between sessions.

The structures below are examples and are adapted to the organization's need: a module can be swapped, or another one added from the catalogue. Scope is usually kept to two or three modules, so that a participant can carry a single business problem all the way through.

From Data to ImpactBetter DecisionsReasoning and Trust in LeadershipThe Human EdgeCommercial Edge

From Data to Impact

Turning data into insight, decision and action.

If your teams produce reports and dashboards but too few recommendations and actions come out of them, this journey is a place to start.

Who is it for?HR, sales and marketing, operations, customer experience, project and product teams; middle managers.
Content chain
From Data to Decision→Analytical Thinking→The Art of Presenting
What does a participant produce?They work on a report, a data set or a business problem, and develop a short executive narrative that connects finding, evidence, insight and the recommended action.
Let's talk about this journey

Better Decisions

Bringing analytical, critical and strategic thinking together.

If teams move to solutions quickly while causes, assumptions and options go under-examined, this journey gives the decision process a structure.

Who is it for?Specialists and senior specialists, team leads, project managers, middle managers and future managers.
Content chain
Analytical Thinking→Critical Thinking→Strategic Thinking
What does a participant produce?They take up a real business problem or decision and prepare a concise decision brief: problem definition, critical assumptions, options, evaluation criteria and the rationale for the decision.
Let's talk about this journey

Reasoning and Trust in Leadership

Building better decision environments and teams that take ownership.

When managers need to strengthen the conditions for thinking, learning, trust and ownership in their teams, this journey works on everyday leadership practice.

Who is it for?First-line and middle managers, future managers, project and team leads.
Content chain
Leading in the AI Era·Trust at Work·The Thinking Organization
What does a participant produce?They pick one meeting, decision, delegation or feedback problem in their own team and design a team leadership experiment: the change to be made and the signals to watch.
Let's talk about this journey

The Human Edge

Developing learning, reasoning and original contribution in the AI era.

Designed for organizations that want the use of AI to develop alongside their people's learning, questioning and ownership.

Who is it for?Knowledge workers, specialists, early-career talent, teams producing content and analysis, HR professionals.
Content chain
Learning Agility→Critical Thinking→Original Thinking
What does a participant produce?They form their own view first, use AI to generate alternatives and objections, and make the final judgement themselves — producing a work output in which sources, assumptions and the human contribution are all visible.
Let's talk about this journey

Commercial Edge

From understanding the customer to a strong recommendation.

For sales and customer teams that need to understand the customer need in depth, assess the opportunity, and present their recommendation in a form the customer's decision process can use.

Who is it for?Corporate sales, business development, account management, product and solution teams.
Content chain
Analytical Thinking→Influence Without Authority→The Art of Presenting
What does a participant produce?They work on a live customer opportunity and prepare a short commercial case presentation: needs analysis, stakeholder map, value proposition and the proposed next step.
Let's talk about this journey
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Standalone Programmes

Which area are you looking to develop?

Each programme can be taken on its own, integrated into your existing academy, or run as part of a journey.

Data, analysis and narrative

From Data to Decision — Data Literacy and Data Storytelling

Read reports and indicators in context; move from finding to insight, and from insight to a clear recommendation. Includes exercises in reading data, questioning its reliability and developing an executive narrative.
Let's talk

The Art of Presenting

Structure your ideas around what the audience needs; state the main message, the reasoning and the decision you are asking for. Work on turning a recommendation into a clear, effective presentation.
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Thinking and deciding

Analytical Thinking

Separate symptoms from the problem, structure the possible causes, and build a recommendation grounded in evidence. Take a business problem through the steps from analysis to prioritization.
Programme detail → Let's talk

Critical Thinking

Test claims, evidence and assumptions. Weigh alternative explanations and establish which conclusion can be defended, and how far.
Let's talk

Strategic Thinking

Assess options through their long-term consequences, resource requirements and trade-offs. Give reasons for what is prioritized and what is given up.
Let's talk

Systems Thinking

Examine a problem inside its processes, incentives, relationships and feedback loops. Make visible what an intervention at one point may produce elsewhere.
Let's talk

Original Thinking

Loosen established perspectives and generate different explanations and alternative solutions. Develop ideas by their fit with the business context and the contribution they can make.
Let's talk

Leadership, influence and trust

Influence Without Authority

Understand stakeholders' priorities and their role in the decision. Build common ground and cooperation where you hold no direct authority.
Let's talk

Trust at Work

Examine how reliability, openness and ownership are actually built in everyday work. Work through commitments, communication and the sharing of responsibility.
Let's talk

Leading in the AI Era

Strengthen the conditions for thinking, deciding and taking ownership through the manager's everyday behaviour. Connect reasoning, trust and accountability to daily leadership practice.
Let's talk

The Thinking Organization

Treat meetings, information sharing, decisions and learning as one system. Identify where it breaks down and draft an improvement for one selected meeting or decision process.
Let's talk

Learning and working with AI

Learning Agility

Learn from new information and experience, and update your approach through feedback. Work on carrying what you learn into different situations and letting go of old assumptions when needed.
Let's talk

Working Smart with AI

Use AI by first establishing the purpose and context of the work. Develop your ability to assess what it produces, verify it, and complete it with human judgement.
Let's talk

Human–AI Work Design

Decide which steps of a given workflow are carried out by people and which by AI. Design the control points, who retains decision-making authority, and the division of work together.
Let's talk

HR in the AI Era

Assess what changing ways of working do to talent, learning and performance systems. Revisit role definitions, capability expectations and the development approach in light of that change.
Let's talk
Download the programme catalogue (PDF, in Turkish)
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Tailoring

The business need comes before the programme title

The work begins by clarifying what needs to be different in the target group's job. An existing report, decision, customer opportunity or team problem can be chosen as the ground for the exercises. Where needed, synthetic data and cases reflecting the organization's context are prepared.

The core of the methods stays the same; the examples, exercises and expected output are tailored to your organization. Assignments between sessions, manager involvement and reinforcement work are planned according to the scope of the programme chosen.

1
Diagnose
The target group, the business need, current behaviour and the expected output are clarified.
2
Produce during the session
Alongside listening, participants define problems, question data, generate alternatives and present their view.
3
Apply at work
The method is used on the participant's own report, decision or business problem.
4
Make visible and reinforce
Peer feedback, manager observation or a short reinforcement session makes the development visible.

Needs definition and in-session application are part of every engagement.

How far on-the-job follow-up and reinforcement go depends on scope: the intended change in behaviour, the participant profile, time and budget are weighed together.

How is development assessed?

The criteria follow the aim of the programme. In decision-focused work, for example, the participant's work product is examined through the clarity of the problem definition, the separation of evidence from interpretation, the treatment of alternatives and the reasoning behind the recommendation. The point is not to score, but to make the steps of thinking visible and to base the feedback on them.

The output produced in the session and the behaviour observed at work are assessed separately. The second is tracked only in programmes whose scope includes on-the-job follow-up.

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One Example from Practice

Data literacy and storytelling in banking

Selected engagement

In work with a bank's Talent and Culture team, the aim was for participants to read data accurately, turn findings into insight, and present their recommendations in decision-ready form. The exercises were built on synthetic data sets and cases written for an HR context.

What participants produced: short executive narratives connecting finding, meaning, impact and recommendation.

What followed: a second programme was designed and is now being delivered to support the same group's Excel skills.

Who delivers these programmes?

More than 30 years of corporate experience in banking, retail, fintech and technology, with senior management responsibility for a large part of it. Much of what is worked on in the sessions comes from situations encountered first-hand in those roles.

On the academic side: Industrial Engineering at METU, an MBA and a doctorate in Management and Organization at Yeditepe University, with work focused on knowledge management.

About the instructor
Ways of Working

How can we work together?

Single programme / pilot
A complete piece of work in itself, focused on one development need in one target group. It can also serve as a pilot to test the approach before a wider programme.
Development journey
Develops two or three connected capabilities around one shared business problem. Interim exercises and the final output are structured within the chosen scope.
Development partnership
Brings selected modules and journeys together into one coherent development plan across different groups and academies.
Integration into your academy
Modules can be built into your leadership, talent, data, sales and management development programmes. Target behaviours, existing content and the links with your other providers are considered together.
Module
Usually a one-day session
Development journey
Two to three training days in total, with work-based application in between
Group size
Set according to the intended output
Delivery
In person or online

Duration, group size and delivery format are settled according to the intended output.

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Contact

Let's find the right starting point for your organization

Which team, and what would you like them to do better? In a first conversation we can clarify the target group, the business need and the expected output together. From there I can propose a single programme, content support for your existing academy, or a linked development journey.

info@hakkiyildirmaz.com LinkedIn Download the overview (PDF, in Turkish) Advisory work areas

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