• Mid-level or emerging senior leaders who are preparing to move into a business leadership position
• Functional leaders with aspirations for general management and a desire to build strategic skills across functional areas
• Senior leaders in small- to medium-sized organizations who want to understand the broader strategic capabilities required to manage the business

• Broaden understanding of the strategic business to recognize complexity and trade-offs between competing functional areas
• Create a strategic view of the business from financial analysis and operational planning to the execution required to drive business results
• Reimagine and reinvent your business through a strategic marketing lens
• Identify the levers required to build an effective team and culture

Leadership Lessons in a VUCA World

• Understand what attributes firms must develop in their leaders to contend with complexity
• Examine several frameworks to enhance leader’s ability to successfully navigate Volatile, Uncertain, Complex and Ambiguous environments
• Discuss how leaders shape culture and how culture can help or hinder the pace of learning

The Wisdom of Less

• Analyze the concept of focused growth
• Evaluate the increasing complexity and the careful selection and deployment of resources required to achieve growth
• Work with a proven seven-step framework for developing a profitable growth strategy

Valuing Business Strategy

• Learn to value an entire firm prior to its initial public offering
• Examine how the market defines and correctly or incorrectly values a firm
• Learn to use a multiples approach as an alternative to discounted cash flow

Strategic Decisions in Operations

• Assess how operations strategy can add value by tailoring a set of core principles to a specific business setting
• Explore a framework to formulate an operations strategy
• Analyze, value and optimize the key decisions involved in operations strategy

Creativity & Innovation in Teams

• Focus on how to build and lead a culture of creative collaboration
• Discuss the conditions that need to be in place for teams to create and innovate and how managers can set the stage for optimal performance
• Analyze the science of creativity, illustrated with demos, video clips and company applications through the management lens
• Explore how leaders, teams and organizations can apply tools to improve their creative thinking and innovative capacity

Resurgence: Four Stages of Market-Focused Reinvention

• Distinguish between organizations which continue to struggle through a change and others that reinvent themselves
• Build on the lessons from an organization’s reinvention to understand what separates it from others
• Learn how to adapt the corporate culture to thrive

Project: Design Your Own Disruptor

• Use design principles to solve complex problems that used to be the domain of traditional business consultants
• Identify market opportunities and assess market fit
• Think beyond the traditional models and practice how to find unconventional solutions

Naini Serohi - Academic Leadership Team, Senior Program Director

Bernie Banks - Associate Dean for Leadership Development; Clinical Professor of Management

Gregory Carpenter - James Farley/Booz Allen Hamilton Professor of Marketing Strategy; Director of the Center for Market Leadership; Faculty Director, Kellogg Markets & Customers Initiative

Sanjay Khosla - Senior Fellow and Adjunct Professor of Marketing

Dan Kraemer - Co-Founder, IA Collaborative

Mitchell A. Petersen - Glen Vasel Professor of Finance; Director of the Heizer Center for Private Equity and Venture Capital

Leigh Thompson - J. Jay Gerber Professor of Dispute Resolution & Organizations; Professor of Management & Organizations

Jan A. Van Mieghem - Harold L. Stuart Professor of Managerial Economics; Professor of Operations