ADVANCED MANAGEMENT
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The Executive Program
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Managers and executives who have attained, or are about to attain, significant general management responsibilities; owners or top executives of emerging companies with 12+ years of experience may apply.
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GENERAL MANAGEMENT
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Management Development Program: Driving Vision, Action, and Results
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General and senior managers with 8+ years experience who recently experienced, or will soon undergo, the transition from a functional to a general management role. They may also be identified as having the potential for senior management.
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LEADERSHIP and CHANGE
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Creating the Future:
The Challenge of Transformational Leadership
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Managers who want to engage in powerful conversations with colleagues and other senior executives about the possibilities for actively shaping the future, be coached in a bold new approach for translating vision and strategies into committed action, and those who are committed to building organizations and management teams that produce extraordinary results.
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Leadership for Extraordinary Performance
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Upper-level line managers responsible for the measurable performance of others who want to bring forth the best from themselves and others and wish to examine personal leadership practices and assumptions that impact performance.
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| Power and Leadership: Getting Below the Surface |
Managers who have mastered their technical competencies but want to improve their leadership skills; new or prospective managers who want to understand the implications of the rapidly changing business climate on leadership effectiveness.
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Leading High Performance
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All levels of leaders and managers who seek the tools and knowledge to help shift their organizations from ordinary to extraordinary.
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Managing Individual and Organizational Change
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Managers and professionals seeking to improve their individual skills and abilities in adjusting to change in their work roles, organizations, and overall lifestyles; those tasked with managing culture changes within their businesses.
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Seizing Opportunities: Influencing to Win
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Emerging leaders who want to stretch their abilities to influence others and create change; executives and managers who wish to better mediate cross-functional and organizational challenges; managers involved with partner, supplier, customer, and employee relationships.
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Leading Innovation: Thinking Like America's Greatest Inventive Genius
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Executives who want to strengthen their abilities to think innovatively and to implement innovation in their organizations; those who want to use innovation to increase opportunities for growth and synergize a culture of thinking in their organizations; those responsible for changing a company’s culture.
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Developing HR Capabilities in Strategy, Leadership, and Change
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HR professionals from large companies who are likely to have senior HR roles within three to five years; mid- to senior-level HR executives and general managers ready to further understand their value as HR leaders in achieving and influencing overall organizational goals; senior HR professionals from mid-sized and smaller firms looking to expand their human capital capabilities to drive business results; senior HR professionals who want to develop their capacity to work as part of a leadership team in designing and executing strategic plans.
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MARKETING and SALES
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Strategic Marketing Management
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General managers with a need to improve their performance in contributing to the customer value creation process; emerging marketing managers (with basic marketing principles) who need to develop strategic marketing applications to help formulate solid marketing strategies; mid- to senior-level marketing managers seeking to enhance their planning and implementation skills through a structured approach to market analysis and strategy development; recently appointed marketing professionals with a career in the sales/marketing function; senior and middle managers in any functional area who need to develop a proficiency in strategic marketing.
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Strategic Sales Management
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Line executives and managers with direct responsibility for a firm's selling efforts; staff executives and managers with direct responsibility for providing support and technical services for a firm's selling efforts; those in non-marketing functions who desire to gain further understanding of their organizations' sales functions.
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| Social Media Marketing: Turning Customers into Advocates—NEW |
Chief marketing officers and vice presidents of marketing who are establishing their companies’ overall marketing strategies, and want to understand how to integrate social media into their communication activities; chief strategy officers and vice presidents
of strategy who are charged with directing their organizations’ comprehensive go-to-market strategies and shaping their firms’ future visions and goals;
senior-level managers responsible for identifying
ways to leverage a CRM database for increased ROI
and growth. |
FINANCIAL EXCELLENCE
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Financial Management for
Non-Financial Managers
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Non-financial managers who want to become more confident in using financial information in decision making and in working with financial managers; executives who’d like to become familiar with fundamental financial terminology and concepts, identify and apply relevant costing information, learn the essentials of budgeting and performance assessment, and become more confident in using financial information in decision making and in working with financial managers.
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STRATEGIC GROWTH
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| Catalyst: Becoming an Extraordinary Growth Leader |
Middle and senior managers responsible for achieving top-line and bottom-line growth; general managers interested in honing their skills in leading growth and creating sustainable growth environments; individuals engaged in the process of creating new businesses in established firms; those interested in learning how to grow a business from within by identifying and leveraging existing capabilities and new opportunities.
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Supply Chain Strategy for Enterprise Growth and Innovation
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Senior business unit general and functional managers seeking to utilize the supply base as a vehicle for enterprise growth and innovation; Senior managers involved in the supply chain management process and those executives from related functions; Senior executives seeking to understand how to design contemporary high-performance supply chains; Executives from product, service, government, or not-for-profit organizations.
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CAPABILITY DEVELOPMENT: INDIVIDUAL and ORGANIZATIONAL
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Strategic Thinking and Action
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Executives responsible for creating the strategic processes for their firms; managers concerned with the confluence of strategy, uncertainty, online/offline integration, and economic volatility; sales or functional managers who wish to see how their roles relate to others in a top-level view of business strategy.
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Strategic Decision Making
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Managers who seek to improve business performance by developing a deep understanding of what drives effective and ineffective decisions; executives who want to develop the capability to promote more cooperative decision making in situations where cooperation can lead to better outcomes.
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The Mind of the CFO: Becoming a Strategic Leader
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Senior finance executives of medium and large enterprises who participate in the strategy process in their firms; finance executives moving from a functional position to a general management position; CFOs and Senior Vice Presidents of Finance in rapidly growing organizations.
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Managing Conflict and Creating Consensus
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Executives and managers in startup companies or rapidly growing organizations who wish to better manage and mediate personal, cross-functional, cross-cultural, and/or organizational conflict; managers involved with partner, supplier, customer, and employee relationships; those interested in creating organizational mechanisms and approaches to managing disagreements and building accord.
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Negotiating Success:
A Learning Laboratory
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Professionals who want to improve their negotiating skills and expand their influence both within and outside their organizations should attend this program.
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INDUSTRY PARTNERSHIP
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Managing the Corporate Aviation Function
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Chief pilots, maintenance managers, executives, and other managers with significant aviation department responsibilities who want to strengthen their fundamental management skills vital to the safe and efficient operation of a flight department, explore a framework for examining equipment selection and justification, operational issues, and financing methods, and examine the challenges of today's managerial environment
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Developing Leadership Capability in the Corporate Aviation Function
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Chief pilots or executives with aviation department responsibilities who wish to broaden their strategic perspective of the firm and the corporate aviation function, refine their leadership style and the ability to influence without authority, and improve their capability to create a high-performing department.
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