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Please contact Michaela Cronin at cronin_michaela@gsb.stanford.edu
if you are interested in applying.
The program's six-week curriculum is highly integrated and designed to maximize linkages across three key themes:
Participant Perspectives: Length
"Is six weeks the right amount of time?"
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Strengthening Strategic Leadership Competence
Every day senior executives must quickly yet thoroughly define and analyze various situations in order to take effective strategic action. The situations executives encounter are sometimes well structured, with competitive moves and quantitative payoffs that can be reasonably anticipated and evaluated. However, many situations are more ambiguous. When competitive moves are difficult to anticipate and payoffs are difficult to quantify, a more qualitative yet rigorous approach to reasoning is required. Whatever the situation, successful strategic leadership depends on making the most effective and efficient use of available economic, competitive, financial, and accounting information. The purpose of this theme is to enable participants to make the right strategic decision given the information available to them.
Developing Core Functional Capabilities
Whatever their functional background, senior executives must be able to foresee how their actions will impact the overall performance of their organization. As a result, the program provides each participant the opportunity to develop a deeper understanding and appreciation of the functional capabilities with which he or she is less familiar. The purpose of this theme is to demonstrate how various functional capabilities contribute to the overall strategic leadership and general management processes of an organization, and to enable participants to anticipate the strategic implications of their functional decisions.
Managing the Extended Market and Nonmarket Environment
The continued expansion of the global economy has introduced a new set of complex management challenges. In addition to managing internal functions and operations, today's executives must learn how to interact with employees, customers, and partners from a wide variety of national, sociopolitical, and cultural backgrounds. They also must develop a deep awareness of the role that macroeconomic forces, international institutions, and national governments play in the globalizing economy. The purpose of this theme is to teach participants how to proactively influence both the market and the nonmarket forces that organizations face in the interdependent global economy, and to enhance the ability of participants to think and behave productively during professional interactions with people of different cultures.
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Sample Daily Schedule
6:00 am - Morning Group Exercise(optional)
Trail Jogging and calisthenics
7:00 am - Breakfast
Full breakfast at Schwab Residential Center
8:00 am - Morning Session I
Business Simulation Laboratory
9:00 am - Morning Session II
Financial Reporting and Control
11:00 am - Morning Session III
Strategy in the Business Environment
12:40 pm - Lunch
Outdoor Lunch in Dohrmann Grove
3:00 pm - Optional Afternoon Session
Profit from Evidence-Based Management
4:00 pm - Late Afternoon
Panel: Presidential Politics and
Foreign Policy
6:30 pm - Dinner
Reception and Dinner in Vidalakis Hall
9:00 pm - Evening
Study group business case discussions
Rooftop study break reception
The first five weeks of the program consist of a core set of courses that cover each of these three themes in depth. The sixth and final week of classes consists of elective courses that participants choose based on their individual development objectives. After all classes conclude, participants and their guests celebrate their accomplishments during a special finale weekend.
The table below presents a summary of courses typically included in the curriculum of the Stanford Executive Program. Stanford Business School faculty members teach all core, elective, and workshop sessions. For full descriptions of courses, please click on the course names below.
Please note that the following table does not include guest speakers and discussions, and that the program courses may vary slightly from year to year.
In addition to offering the world-renowned expertise of the Stanford Business School faculty, the Stanford Executive Program leverages its strong ties with past program participants, Stanford University at large, and the local Silicon Valley business community to enhance the program's relevance to the current global environment.
Each year, the program incorporates many special sessions featuring speakers, panelists, and discussion leaders with distinguished backgrounds in business, politics, and academia.
Listed are examples of speakers from previous years. Guest speakers for the 2008 program will not be finalized until after the application period is completed.
John P. Abizaid
General in the United States Army; former Commander of the United States Central Command; Fellow of the Hoover Institute at Stanford University
Noni Allwood, SEP '99
Senior Director, Cisco Systems, Inc.
Coit D. Blacker
Director and Senior Fellow, Freeman Spogli Institute for International Studies, Stanford University, Professor of Political Science (by courtesy )
Gerhard Casper
Senior Fellow, Freeman Spogli Institute for International Studies, Professor of Law, Professor of Political Science, President Emeritus, Stanford University
John Chambers
Chairman and Chief Executive Officer, Cisco Systems, Inc.
Evelyn Dilsaver, SEP '96
Executive Vice President, President and CEO, Schwab & Co.
Andrew S. Grove
Lecturer in Business, Stanford Graduate School of Business, Chairman of the Board, Intel Corporation
Mark Hurd
Chief Executive Officer and President, Hewlett Packard
Robert L. Joss
Philip H. Knight Professor and Dean, Stanford Graduate School of Business
Rick Justice
Senior Vice President, Worldwide Field Operations, Cisco Systems, Inc.
Edward P. Lazear
Jack Steele Parker Professor of Human Resources Management and Economics, Stanford Graduate School of Business; Morris Arnold Cox Senior Fellow, Hoover Institution; Senior Fellow (by courtesy), Stanford Institute for Economic Policy Research; On Leave 2007-08
Robert Pearl, SEP '98
Executive Director and CEO, Permanente Medical Group
William Perry, SEP '74
Michael and Barbara Berberian Professor of Management Science and Engineering, Stanford School of Engineering, Senior Fellow, Freeman Spogli Institute for International Studies, Former U.S. Secretary of Defense
Hasso Plattner
CEO, Co-Chairman, and Co-Founder, SAP AG
Condoleeza Rice
Former Provost, Stanford University, U.S. Secretary of State
George P. Shultz
Jack Steele Parker Professor of International Economics, Emeritus, Stanford Graduate School of Business, Former U.S. Secretary of State
A. Michael Spence
Former Dean, Stanford Graduate School of Business, Winner, 2001 Nobel Memorial Prize in Economic Sciences
David Turnbull, SEP '93
Chairman of Swire Pacific Ltd., Cathay Pacific Airways Ltd., and of John Swire & Sons (H.K.) Ltd.
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 I feel that now I understand better the market and the nonmarket forces that affect a large global organization like ours and how I can influence these forces. Also, I am more equipped today to transition myself from a functional role to a far bigger strategic, global role. 
Ajay Goel
Country Director, Sales, Sun Microsystems, India
Class of 2005
Programs, dates, fees, and faculty are subject to change. |
