Why do some organizations fail while others succeed? How do you create a strategy that aligns with your competencies and culture? How do you sustain a competitive advantage? Winning strategies are required. But they won't happen in a planning group. They'll develop at the Executive Program in Strategy and Organization, a two-week comprehensive program designed to help you "do the right thing" versus "doing things right." It's a unique opportunity to diagnose and solve strategic issues and develop action plans for implementing real change.

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

Overview

Strategic Management. Organizational Theory. Design Thinking. The Executive Program in Strategy and Organization focuses on all three. Through pioneering multidisciplinary research from pre-eminent Graduate School of Business faculty, you'll learn how to think strategically for your organization, culture, and the environment in which you compete. It's two academically rigorous weeks packed with lectures, exercises, case studies, discussion groups, talks with Silicon Valley executives, and other notable guest speakers.

At Stanford, we focus on frameworks that help you think in new ways about the strategic challenges and opportunities you face. Rather than getting a checklist of best practices, you'll come away with the skills necessary to design and build powerful, winning action plans. You'll gain insight into why certain strategies work and others fail. And, you'll explore cutting-edge research on human motivation and economic incentives, game theory, and the role of power and influence. It's a unique opportunity to learn things you won't find in the news or business books, and to see how researchers and other executives look at business to spark new ideas.

Faculty Directors
Other Faculty

Robert A. and Elizabeth R. Jeffe Professor of Organizational Behavior; Professor of Sociology (by courtesy), School of Humanities and Sciences; Codirector of Executive Leadership Development: Analysis to Action Program; Faculty Director, Stanford Institute for Innovation in Developing Economies; Susan Ford Dorsey Faculty Fellow for 2014-2015. He specializes in the dynamics of organizational and strategic change, and their implications for individuals and their careers. He is also Faculty Director of the Stanford Institute for Innovation in Developing Economies

Andrzej Skrzypacz

Theodore J. Kreps Professor of Economics Professor of Economics (by courtesy), School of Humanities and Sciences Codirector of the Executive Program in Strategy and Organization Graduate School of Business Trust Faculty Fellow for 2014-2015

Gregor G. Peterson Professor of Economics; James and Doris McNamara Faculty Fellow for 2014-2015

Professor of Political Economy

Adams Distinguished Professor of Management; Professor of Economics (by courtesy), School of Humanities and Sciences

Fred H. Merrill Professor of Economics

Thomas D. Dee II Professor of Organizational Behavior

Atholl McBean Professor of Organizational Behavior and Human Resources; Professor of Sociology (by courtesy), School of Humanities and Sciences; Academic Director, Stanford Innovation and Entrepreneurship Certificate; Director of the Managing Talent for Strategic Advantage Executive Program; Codirector of the Customer-Focused Innovation Executive Program

Denning Professor in Global Business and the Economy; Thomas and Barbara Stephenson Senior Fellow on Public Policy, Hoover Institution; Professor of Political Science, School of Humanities and Sciences

David and Ann Barlow Professor of Political Economy; Professor of Political Science (by courtesy), School of Humanities and Sciences

Robert A. and Elizabeth R. Jeffe Professor of Organizational Behavior; Professor of Sociology (by courtesy), School of Humanities and Sciences; Faculty Director, Stanford Institute for Innovation in Developing Economies; Susan Ford Dorsey Faculty Fellow for 2014-2015

Morgridge Professor of Organizational Behavior; Professor of Sociology (by courtesy), School of Humanities and Sciences; Hank McKinnell-Pfizer Inc. Faculty Fellow for 2014-2015

Jagdeep and Roshni Singh Professor of Operations, Information and Technology; Codirector of the Stanford-National University of Singapore Executive Program in International Management; Director of the Advanced Leadership Program for Asian-American Executives

Video Introduction
Join faculty directors Bill Barnett, John Roberts, and past participants to experience Stanford's Executive Program in Strategy and Organization

Get a sneak peek at Stanford's Executive Program in Strategy and Organization and how it relies on cutting-edge research to reveal why some companies win and others fail.
Key Benefits

The Executive Program in Strategy and Organization will help you:

  • Explore how your organization's competencies and shortcomings translate into strategic challenges and opportunities
  • Develop skills to build appropriate action plans
  • Gain alignment between your firm's strategy, the way in which it’s organized, and the environment in which it competes
  • Use analytical tools to identify and evaluate a firm's strategy and its position in the industry
  • Develop effective frameworks for executing change management initiatives
 
 
 
 
 
 

Program Highlights

Previous guest speakers include:
Dr. Condoleezza Rice
Irwin Jacobs, Qualcomm
Tom Mendoza, Net Apps

INDUSTRY AND COMPETITOR ANALYSIS
One of the most important determinants of firm performance is the attractiveness of the industry in which it competes. This session will provide practical tools for conducting an industry analysis and for evaluating a firm's position in its industry.

DISCOVERING SUCCESSFUL BUSINESS MODELS
While successful business models are often discussed and examined for their value as a preplanned approach to business, the fact is that most successful business models are actually discovered as the result of an iterative process conducted over time. We will review the three essential ways in which successful business models are discovered: through exploration into new possibilities, through improved exploitation of what we already know, and by harnessing competition as a source of continued innovation.

DECISION POWER AND OWNERSHIP: ORGANIZING ACTIVITIES INSIDE AND OUTSIDE THE FIRM
We will study the economic principles governing optimal allocation of decision power within a firm as well as outsourcing activities and vertical integration issues. We will discuss a variety of ways in which incentives, monitoring, and asymmetric information interact and which organizational method is optimal for each setting.

LEADERSHIP IN CRISIS MANAGEMENT
What should management do when a crisis focuses the harsh spotlight of public opinion on their organization? Whether it results from a firm's own missteps (think BP) or from strategic activism or media action (think Greenpeace), crisis is increasingly on the agenda for today's executives. In this session we will explore the skills and organizational structures required to prepare for, and productively manage, a crisis to avoid bringing lasting damage to a firm's reputation.

ORGANIZING FOR IMPROVED PERFORMANCE
This session will introduce a broad range of themes in organizational design. Four main aspects of organization will be emphasized—people, architecture, routines, and culture. While some are more easily influenced than others, all four can be shaped by the leaders of the firm.

MANAGING ORGANIZATIONAL CULTURE
We will introduce a framework for understanding the concept of "organizational culture" that you can use to diagnose and shape the culture in your own organizations. Relying on exemplary cases from several innovative firms, we will highlight strategies aimed at creating and

reinforcing the desired culture as a way to advance your firm's overarching business goals.

INNOVATION AND COMPETITION
To sustain a competitive advantage, many of today's firms must compete in a global industry marked by rapid technological innovation that continuously changes the competitive landscape. In this session you will learn a framework that will help you identify the organizational challenges that need to be tackled in order to compete effectively in high-velocity industries and the business policies that can improve a firm's performance in these circumstances.

STRATEGY BEYOND MARKETS
For a company to achieve superior overall performance, its strategy beyond markets must be integrated with its market strategy. This series of sessions considers firms' strategic interactions with important constituents, organizations, and institutions outside of markets. Topics of discussion will include boycotts, legislation, intellectual property enforcement, all of which substantially impact firms' performance and profitability.

Who Should Attend?

The Executive Program in Strategy and Organization is ideal for anyone who has, or is about to take on, responsibility for the strategic direction of their organization. It's specifically designed for:

  • Senior executives with 10 to 15 years of experience
  • Senior functional leaders transitioning into general management
  • Division-level managers who will soon assume corporate-level positions
  • Larger global organizations from any industry
SAMPLE Participant Mix
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Stanford provides me with a new way to think and to approach business problems. The learning environment is superb, the course content very relevant, and the quality of instruction truly inspirational. Stanford's Executive Program in Strategy and Organization is an incredibly stimulating and exhilarating experience.
– Mark Sakowski
Captain
United States Navy
Executive Program in Strategy and Organization is the first course I have attended that has content that I immediately find applicable and relevant to the challenges facing my company right now.
– Les Miller
President
Orica Latin America
I wasn't surprised at the caliber of the professors, all of whom were outstanding. I was, however, pleasantly surprised at how accessible they were during the program, even beyond the classroom. They all had an openness to our interactions that enabled a real exchange of practical and helpful ideas. I expected this among the students and was happy to find that it also applied to the faculty.
– David Price
General Manager, Asia Region
Air Products and Chemicals
Stanford's Executive Program in Strategy and Organization provides a good opportunity to step back and really think about issues closely aligned but not directly connected with immediate, short-term business demands. A good broadening experience.
– Joseph M. Johnson
President, China Operations
Best Foods Asia Ltd.
The Executive Program in Strategy and Organization is an excellent program to upgrade and update my knowledge to general management level. Stanford offers a perfect study environment — energetic, world-class faculty, staff, and participants.
– Masakazu Osada, PHd
Senior Manager
Toshiba Medical Systems Corporation

Facilities

 
 
 
 
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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.
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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.
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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

Christine Parcells
Associate Director, Programs and Marketing
Phone: +1.650.497.6114
Email: cparcell@stanford.edu


The Stanford Difference

The Place: Immerse yourself in innovation.
The Experience: Transform your thinking, your career, your company.
The Approach: Challenge yourself with research-based learning and real-world experience.