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M anagement Development 2.0 A Harvard Business School Perspective EFMD MD 2.0 SIG

M anagement Development 2.0 A Harvard Business School Perspective EFMD MD 2.0 SIG. William D. Shea, Director Corporate Relations and Market Development 18 April 2013. HBS Executive Education: A Brief Overview.

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M anagement Development 2.0 A Harvard Business School Perspective EFMD MD 2.0 SIG

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  1. Management Development 2.0 A Harvard Business School Perspective EFMD MD 2.0 SIG William D. Shea, Director Corporate Relations and Market Development 18 April 2013

  2. HBS Executive Education:A Brief Overview

  3. The Mission of Harvard Business School:To Educate Leaders Who Make a Difference in the World HBS Executive Education Harvard Business Publishing MBA Program Doctoral Programs • More than 150 programs/year • More than 20 portfolio topics • More than 9,000 participants annually from 138 countries • 100 developing scholars on campus • Leading academic careers at top universities • Only one degree offered • Two year, in-residence program • 900 students per year • World class management content • Global reach • Blended leadership development programs and performance support tools Executive Development at HBS

  4. Executive Development at HBS Executive Education Comprehensive Leadership Programs Focused Programs Custom Programs • Topic-driven programs to help professionals increase knowledge and skills in functional domains including: • Strategy • Financial • Leadership and Change • Organization • Negotiation • Marketing • Governance • Three flagship programs tailored for executives at key transition points in their careers: • Advanced Management Program (AMP) • General Management Program (GMP) • Program for Leadership Development (PLD) • Tailored, company-specific learning to energize leaders to enhance impact in their organizations and companies • On-campus • Off-campus • Blended Learning

  5. HBS Executive Education in Numbers Over 9,000 participants annually, from 138 countries Focused Programs Comprehensive Leadership Programs (CLPs) Custom Programs • 75 programs • 5,400+ participants • North America: 41% • Europe: 24% • Asia/Pacific: 15% • Middle East/Africa: 10% • Latin America: 9% • 60+ programs • 3,500 participants from 40+ client companies • 200+ inquiries per year, but only able to take on 6-8 new clients annually • 10 programs per year • 1,300+ participants • North America: 32% • Europe: 28% • Asia/Pacific: 24% • Middle East/Africa: 12% • Latin America: 5% • AMP: Eight weeks • GMP: Six weeks (on campus) • PLD: Four weeks (on campus)

  6. HBS Faculty • Our 200+ faculty are teachers, researchers, and practitioners. Most serve on boards or advise senior executives in the private and public sectors. Many have worked in private companies and public organizations. • The school has cultivated a faculty that thrives in the vibrant, interactive environment of the HBS classroom where unexpected insights and challenges are a natural consequence of our participant-centered learning model. • Their teaching is informed by their experiences in business and business research, and they welcome opportunities to challenge participants with new ideas that guide them to higher levels of business performance.

  7. The HBS Environment • Every HBS executive education experience is shaped by the School’s cross-functional approach to general management, our innovative teaching methodologies, and an environment that promotes teamwork and collaboration. • The HBS campus is specifically designed for participant-centered learning, with three residence facilities and seven state-of-the-art classrooms devoted to executive education. • Participants live in specially designed living groups (8 participants each) that promote interaction, learning and network building.

  8. Management Development 1.5 Overall Approach, Pedagogies,Design Journey …and a Typical Curriculum

  9. A typical HBS Program focuses onStrategy, Innovation, and Leadership Participant-centered learning drives our programs. We augment case method classes with a variety of other learning activities and processes. • The Case Method • Interactive Lectures • Executive Presentations • Learning Groups • Experiential Exercises • Interactive Multimedia • Application Workshops • Computer Simulations • Important Program • Design Considerations: • Program Length • Balance of Knowledge Transfer and Application • Program Cadence • Participant Mix • Wow Factor • Technology-Enabled and Blended Learning

  10. “Company X” and Harvard Business School:Designing a Custom ExEd Program • COMPANY “X” • Program Objectives • Vision • Strategy • WOW! Factor • Non-traditional ways of training and teaching • Customer Focus • Competing through alternative business models • Innovation • Leadership • Collaboration • Changing Global Mindset • Program Themes • Strategy • Innovation • Leadership • Building High Performing Teams • Emerging Markets • Customer/Client Centricity • Execution • Marketing • Corporate Social Responsibility • 5-day, In-Residence Program • Pedagogical Diversity • Case Method • Experiential Learning • Small-group Workshops • Simulations Proposed Program

  11. Typical Program: Curriculum The program focuses on three primary themes: • Strategy: thinking strategically, developing strategy to gain and sustain competitive advantage, sharpening the customer value proposition to deliver product and service excellence, implementing strategy through organizational agility, strategic challenges and opportunities inherent in pursuing a strategy the includes growth, and responding to challenge inherent in consolidating industries. • Innovation: thinking about how to build an innovation capability within a large organization, innovating in creative industries, understanding why some artistic, cultural or entertainment products become hits while the large majority of these, seemingly equally appealing goods do not, and tradeoffs and implications of building an innovation capability. • Leadership: taking personal responsibility for setting direction, mobilizing support and motivating people for organization success, establishing an organizational culture that challenges teams and individuals to deliver higher performance, and building and leading high performing teams.

  12. Sunday Monday Tuesday Wednesday Thursday Friday Organizing to Compete: Centralization vs. Decentralization Decision Building High Performing Teams: The Mount Everest Simulation Doing Well by Doing Good: Corporate Social Responsibility (supply side) Creating an Innovation Capability: Design Thinking Managing in Complex Organizational Systems: The Case of Friendly Fire Arrival and Program Registration Creating an Innovation Capability: Innovation at Apple Doing Well by Doing Good: Corporate Social Responsibility (demand side) Collaboration: Breaking Down Organizational Silos Teaming Building a Global Mindset: Blindspot - The Hidden Biases of Good People Olympic Rowing Activity Based Team Building Exercise Product Success in Creative Industries: Lady Gaga Leading with Presence The Ariel Group Program Opening Program Departure Value Innovation: Industry Transformation by Competing Through Business Models Building a Global Mindset: Blindspot - The Hidden Biases of Good People Innovations in Brand Management: Real Madrid Club de Futbol Unlocking the Magic of Innovation STRATEGY INNOVATION ADMIN STRATEGY LEADERSHIP LEADERSHIP INNOVATION EXPERIENTIAL EXPERIENTIAL LEADERSHIP ADMIN STRATEGY Program Overview by Theme

  13. New Dean, New Perspectives NitinNohria’s 5 priorities: • Innovation • Intellectual Ambition • Internationalization • Inclusion • Integration

  14. MBA Innovation • A move away from 100% Case Study method: • FIELD (Field Immersion Experiences for Leadership Development) • An 8-day global experience centered on Micro-businesses and entrepreneurship • $10 Million invested in year One • 900 students

  15. Classroom Innovation • Hi – Harvard Innovation Center – available to the entire University • New Classroom configuration: “Hives”

  16. Expansion of the HBS Campus • Increase of Exec Ed capacity by 28% • Tata Hall (late 2013) • Ruth Mulan Chu Chao Center (2015)

  17. Moving towards Leadership 2.0 Blending in the new

  18. MD 2.0 – Trending topics Being a Global Leader: • Foster a common language and a shared sense of community across multinational business units • Employ best practices in global talent management and leadership development • At the individual participant level: • Understand the challenges faced as a global business leader • Conduct self-assessment and develop global leadership skills over time • Receive powerful feedback from a trained Coach Leadership Style and Impact: • Explore the impact of personal leadership preferences on leadership effectiveness • Create and implement a personal leadership vision • “Leading with Presence” Workshop: • Experiential and hands-on workshops help participants develop, practice, and apply tangible skills in the area of leadership communication • Connect authentically with the hearts and minds of others which dramatically improves the efficiency and effectiveness of organizations

  19. MD 2.0 – Trending Topics Building an Innovation Capability: • Through a series of case discussions and field experience, participants will learn from organizations that thrive on innovation and experimentation. • For Example—The IDEO Story: Participants discuss various case studies written on IDEO– an international design and innovation consultancy that helps design products, services, environments, and digital experiences – and then visit their Boston offices to learn how an organization faces the challenges of creating, managing, and sustaining a culture of creativity and innovation

  20. MD 2.0 – Trending topics Driving Corporate Social Responsibility: • Understand how to make the business case for social responsibility • Recognize the links between the welfare of society and the success of the organization • Examine opportunities designed to benefit the organization as well as the community • Integrate corporate social responsibility best practices into key business areas • Align social responsibility strategies and goals with organizational objectives • Embed CSR within the business culture to sustain the strategy over the long term

  21. “The mission of Harvard Business School is to educate leaders who make a difference in the world.”

  22. For Further Information: William D. Shea Director, Corporate Relations & Market Development Harvard Business School | Executive Education Chase B217 | Soldiers Field | Boston, MA 02163 Tel : +1.617.384.7282  | Cell +1 617.818.3111 wshea@hbs.edu

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