Executive Education
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- 06 Mar 2020
- Book
A Great Teacher's Lessons for Leading
Thomas DeLong, a professor at Harvard Business School, explains in a new book what makes a great teacher—and manager. Open for comment; Comment(s) posted.
- 06 Jan 2020
- Working Paper Summaries
From Know-It-Alls to Learn-It-Alls: Executive Development in the Era of Self-Refining Algorithms, Collaborative Filtering and Wearable Computing
Learning happens most reliably and efficiently when it is contextualized, personalized, and socialized. This is important for executive learning in particular and adult learning more generally. Innovators and educational designers can leverage technologies that enable sensing, interacting, computing, searching, and storing to produce learner-optimal experiences.
- 06 Jan 2020
- Working Paper Summaries
The Future of Executive Development: The CLO’s Compass and The Executive Programs Designer’s Guide
Digitalization is reshaping companies’ demand for executive education. Executive education providers have to adapt quickly to these new demands and cost structures if they wish to survive. This paper guides providers as well as chief learning officers and chief talent officers who want to chart effective routes through the emerging landscape of executive development.
- 20 Apr 2018
- Working Paper Summaries
Executive Education in the Digital Vortex: The Disruption of the Supply Landscape
The competitive landscape of executive education is feeling a tectonic shift even as demand grows for managerial skills. This study maps and analyzes the major providers of executive education programs, including business schools, consultancies, and corporate universities, to better understand and explain the industry’s present and future dynamics.
- 03 Oct 2016
- Working Paper Summaries
Executive Development Programs Enter the Digital Vortex: I. Disrupting the Demand Landscape
The informational and computational “tectonic shifts” of the past decade—enabling sharing, transacting, collaborating, and learning online—have created new challenges for executive development programs, in part by making visible to both buyers and sellers the specific objectives of participants and their organizations. Drawing on interviews with sponsoring organizations and participants in executive education at Harvard Business School, this study examines what learners and organizations want from executive development and maps the sources of value and drivers of demand for executive development.
- 03 Oct 2016
- Working Paper Summaries
The Skills Gap and the Near-Far Problem in Executive Education and Leadership Development
An increasingly obvious and costly gap has emerged between the skills that executives need in order to cope with the volatile, uncertain, ambiguous, and complex business landscape and the skills being imparted by executive development programs. Providers of these programs need to focus on cultivating skills least susceptible to digital distributed delivery in ways that will make them most relevant to the greatest number of contexts. In addition, skills that are difficult to articulate and translate into formulas will benefit from focused, heavily social learning environments supported by constant reinforcement from savvy facilitators and motivated peers.
- 25 Jul 2016
- Research & Ideas
Who is to Blame for 'The Great Training Robbery'?
Companies spend billions annually training their executives, yet rarely realize all the benefit they could, argue Michael Beer and colleagues. He discusses a new research paper, The Great Training Robbery. Open for comment; Comment(s) posted.
- 27 Oct 2008
- Lessons from the Classroom
Achieving Excellence in Nonprofits
Nonprofit boards and executives are confronted by a confusing landscape of conflicting demands, rapidly evolving rules, and changing opportunities for finding resources. How can organizations stay focused? Harvard Business School professor Herman B. "Dutch" Leonard discusses today's challenges and his Executive Education program on Governing for Nonprofit Excellence. Key concepts include: The biggest challenge facing nonprofit boards is staying focused on key goals; developing a strategy for accomplishing them; and generating a set of tactics, operations, and actions that are aligned with producing them. In high-performing social-mission-driven organizations, the board and executive management team are in clear agreement on goals, strategy, and actions. Always involved in rapidly changing environments, nonprofits need to maintain "situational awareness," rethink their approaches, and implement change constantly. Closed for comment; 0 Comment(s) posted.
- 27 Jun 2005
- Research & Ideas
Asian and American Leadership Styles: How Are They Unique?
Business leadership is at the core of Asian economic development, says HBS professor D. Quinn Mills. As he explained recently in Kuala Lumpur, the American and Asian leadership styles, while very different, also share important similarities. Closed for comment; 0 Comment(s) posted.
How Do CEOs Make Strategy?
A study of 262 Harvard Business School-educated CEOs traces differences in strategic decision-making across managers. CEOs leading larger, faster-growing firms tend to make highly structured strategic decisions and use more analytical deliberation. Management education has long-lasting effects on decision-making.