Stanford Executive Education: Advanced Leadership Program for Emerging Asian-American Executives

The Advanced Leadership Program for Asian-American Executives will accelerate development of global business leadership skills for senior executives working in U.S. companies. Stanford's Asian-American executive program is the first of its kind to address the apparent gap in effective executive training for high-achieving Asian executives—a gap substantiated by the surprising disparity between Asians in the corporate workforce and those in executive positions.

The program has been developed in partnership with Ascend and Asia Society.

Program tuition includes private accommodations, all meals, and course materials.

Cancellation Policy

Take the next step Apply now

Program Overview

For a growing number of companies, particularly in the U.S., Asian and Asian-American talent has been the fastest growing segment of the workforce in technical and managerial arenas. Simultaneously, as companies look to Asia for future growth, those that successfully build an executive leadership pipeline from this growing pool of talent will be best positioned to innovate and grow globally.

Today, Asians are high contributors to U.S. and global business. The Asian consumer base has increased rapidly through the past decade and is projected to continue to increase. The Asian community comprises 5% of the U.S. population and will triple in the next 50 years to 34 million. However, Asians have found it difficult to reach the highest levels of leadership in government, education, and business outside Asia. The resulting gap in the executive pipeline represents an opportunity for companies that successfully address it. The need for executive talent today and tomorrow is driven by the increased complexity of globalization, and few companies will be able to address tomorrow's challenges if they cannot leverage this key constituent/community in senior leadership roles.

SAMPLE SCHEDULE

Faculty Directors

Other Faculty

Hayagreeva Rao

Atholl McBean Professor of Organizational Behavior and Human Resources

Seungjin Whang

Jagdeep and Roshni Singh Professor of Operations, Information and Technology; Codirector of the Stanford-National University of Singapore Executive Program in International Management

Steven Callander

Associate Professor of Political Economy

Francis J. Flynn

Paul E. Holden Professor of Organizational Behavior; The Hank McKinnell-Pfizer Inc. Director of the Center for Leadership Development and Research; Codirector of the Executive Leadership Development Program

Margaret A. Neale

Adams Distinguished Professor of Management; Director of the Managing Teams for Innovation and Success Executive Program Director of the Influence and Negotiation Strategies Executive Program; Codirector of the Executive Program for Women Leaders

Charles A. O'Reilly III

Frank E. Buck Professor of Management; Director of the Leading Change and Organizational Renewal Executive Program

Joel C. Peterson

The Robert L. Joss Consulting Professor of Management

Jeffrey Pfeffer

Thomas D. Dee II Professor of Organizational Behavior

Carole Robin

MBA Class of '78 Lecturer in Organizational Behavior; Director of the Arbuckle Leadership Fellows Program

Baba Shiv

Sanwa Bank, Limited, Professor of Marketing; Director of the Strategic Marketing Management Executive Program

Key Takeaways

Achieve results through more effective influence and communications
Lead in dynamic and uncertain competitive environments
Manage cross-functional teams to succeed on a global scale

The program will prepare executives to:

Lead cross-functional teams to compete for global assignments

Introducing concepts of global business strategy
Reviewing and understanding the criticality and impact of different functional roles in context of overall business strategies
Presenting challenges to global operations

Lead through more effective influence and communications

Building corporate power and influence to achieve results, handling general notions about Asian competence
Challenging influencing skills, styles, and limits, including Asian cultural bias
Understanding organizational intelligence and the impact of Western and Asian cultural influences and orientation
Learning about effective approaches from successful (Asian and non-Asian) C-suite executives and leading CEOs

Lead in dynamic and uncertain competitive environments

Knowing when to make decisions with incomplete information, recognizing potential Western and Asian cultural biases
Balancing risk of failure vs. failure of inaction
Understanding and responding to the CEO agenda

Who Should Attend?

The Stanford Advanced Leadership Program is targeting the developmental needs of high-performance Asian executives who will be advancing from functional management roles to broader leadership responsibilities in Fortune 1000 companies. For those Asian and Asian-American executives who have already shown excellence in leading large functional teams (e.g., engineering, development, manufacturing, marketing, finance, sales), the program will employ highly interactive classes to help participants become more effective in leading cross functional teams to compete for tomorrow's global assignments, leading through influence and communications, and leading in dynamic and uncertain competitive environments.

Participants should typically have 10 to 15 years of work experience and should be working in a Fortune 1000 corporation in functional management, whose next likely assignment could require broader business or general management skills. A typical job title for a participant might be a director-level role (e.g., director of engineering, director of finance, director of manufacturing) or vice president role (e.g., VP of engineering, VP of finance, VP of manufacturing, VP of sales).

The program participants will include mostly high-level Asians, but the program is open to any person who holds a position representing the highest 3-4% of the employee workforce, typically with job titles such as functional director, vice president, or partner.

SAMPLE Participant Mix

The class was one of the best I've been to in my career. It was good to brush up on some business skills, but the real value came from the connections I was able to build with Asian-American executives. I made some good friends and found a group of people who I can bounce ideas off of who share a similar background as I.

Managing Director,
GE Capital

Facilities

Stanford University

The Stanford campus is world renowned for its natural beauty, Spanish mission-style architecture, and temperate climate. With more than 8,180 acres (3,310 hectares), Stanford's campus ranks as one of the largest in the United States. Participants in Stanford's Executive Programs become part of a quintessential university setting, residing together, walking or biking to classes, and enjoying access to Stanford University facilities.

The Knight Management Center

Opened in spring 2011, the Knight Management Center has transformed the Stanford Graduate School of Business into a vibrant and unified indoor-outdoor, living and learning community. Participants will take classes at this new state-of-the-art campus, which features tiered classrooms with extensive floor-to-ceiling glass, the latest in audiovisual technology, numerous breakout and study rooms, outdoor seating areas to encourage informal discussion, and an open collaboration lab that employs hands-on and design thinking techniques.

Schwab Residential Center

Designed by renowned Mexican architect, Ricardo Legorreta, the Schwab Residential Center gives residents ample privacy while promoting collegial interaction through shared lounges, outdoor meeting areas, a library, and an exercise room.

CONTACT

Beatrice Kemner

Associate Director, Programs and Marketing

Phone: 650.736.6583
Email: bkemner@stanford.edu