The Emerging CFO: Strategic Financial Leadership Program


How do you become a strategic financial leader? How do you stay current with emerging techniques and trends? And how can you secure a key seat at the table?

The Emerging CFO delivers with a comprehensive curriculum that combines equal parts strategy, finance, and leadership, backed by one-on-one coaching.

During the two one-week, on-campus modules, you’ll experience dynamic lectures, visits from guest speakers, a VC panel, and real business challenges. And you’ll enhance your learning over the course of six months with webinars, two 360° assessments, and multiple personal-coaching sessions.

The carefully-designed curriculum also explores emerging trends and challenges in finance, such as mergers and acquisitions, globalization, and behavioral finance. And you’ll gain a deeper understanding of the importance of aligning finance with strategy and leadership.

Program Highlights

Leading Success

As innovative upstart companies transform industry after industry, many of the leading organizations of just a few years ago are now seen as laggards. For business leaders, this upheaval is especially concerning, because they often rely on the lessons of the past when making plans for the future.

The world of a CFO has changed dramatically. It used to be about technical expertise. Now CFOs need to make strategic financial decisions in a changing dynamic environment.
Ilya A.Strebulaev, Faculty Director

This session explores the underlying reasons for the success and failure of businesses — especially those that relate to a company’s leadership team — and why some organizations are more competitive than others.

You will discuss and analyze the reasons behind your own business’s success, and learn how you can continue to develop as an effective, successful leader.

Motivating Others to Perform

As they look for more effective ways to inspire their employees to work harder and smarter, most managers rely on financial “carrots” as motivators. This session will explore alternative “psychological levers” — tools that truly motivate people to perform without calling for excess spending. Examples from successful companies that have unlocked their employees’ true potential by providing meaning in their work will also be presented and discussed.

The Challenge of Change

When companies are successful, they have all the resources and capabilities to stay on top. Yet companies are increasingly losing their competitive edge because they fail to leverage their resources to respond to threats. To avoid this “success syndrome” and adapt to change, managers must be effective at executing incremental innovation and leading revolutionary or discontinuous change — they need to be ambidextrous.

This session introduces the idea of the success syndrome and the role of leadership and culture in overcoming it. It begins with a quick review of the evidence and provides a framework that managers can use to diagnose the culture in their own organizations.

What Can We Learn From the Silicon Valley Ecosystem

In this session, we will discuss what large companies and government organizations can learn from the Silicon Valley ecosystem. Silicon Valley is a byword for innovation, yet how can a large organization located far away become more innovative? Among concepts such as “fast to fail” and “A/B testing,” we will discuss the concept of “intrapreneuship” and how its success in Silicon Valley’s large companies can be transferred elsewhere. We will also discuss the role of angel investors, venture capital funds, and intricacies of the funding process. We then consider several examples of corporate venture capital funds. We will also touch upon the history of the Silicon Valley ecosystem, especially the role of the government and regulation, as well as typical mistakes made by companies and governments trying to build their own “Silicon Valleys.”