Executive Program for Growing Companies

Curriculum

As you grow, how do you balance the need to apply business discipline with the desire to stay entrepreneurial? How do you handle pressure for growth on the part of equity partners? And how do you scale management systems?

These are the questions that rapidly growing companies face every day. These are the questions explored in the Executive Program for Growing Companies. It’s two intense weeks, packed with thought-provoking curriculum, real business challenges, and a focus on the strategic leadership skills needed to drive and sustain growth.

Program Highlights

The Business Challenge Exercise

We recommend that before the program begins, you submit details about a growth-related strategic challenge that you’re facing. During the program, under the guidance of a faculty mentor, groups of participants from noncompeting industries will apply their experience and new learning to propose solutions to each business challenge.

Strategic Leadership of Growing Companies in Dynamic Environments

This set of sessions takes the perspective of the general manager and is concerned with leadership of growing companies in highly dynamic environments. The major purpose of the sessions is to sharpen your capacity for strategic thinking and to provide frameworks to help company leaders set direction and lead the strategy-making process in sometimes turbulent environments.

Winning Through Innovation

Why do industry leaders often lose their innovative edge, and how can they retain it? Research and consulting work over the past 10 years show that short-term success may actually increase the chances of long-term failure. To avoid this “success syndrome,” managers must be effective at managing incremental change and leading revolutionary or discontinuous change.

Our aim is to help you build a stronger company structure to support growth in a more sustained way.
George Foster, Faculty Director

The purpose of this set of sessions is to explore how managers can balance this tension and use the cultures in their organizations as a potential competitive advantage.

The emphasis will be on thinking about culture as a social control system defined by norms that are linked to critical strategic objectives and can be managed through executive leadership. These sessions will develop a framework for diagnosing and understanding both the statics and the dynamics of organizational culture.