OUR VISION...OUR VISION CONNECTING UNIFORMITY AND CHOICE Our success is driven by our partnerships with the world’s top business schools. ExecOnline provides you with access to …

OUR VISION

CONNECTING UNIFORMITY AND CHOICE

Our success is driven by our partnerships with the world’s top business schools.

ExecOnline provides you with access to elite institutions that each offer world-class instruction across a range of subject areas. We give you the ability to work with multiple schools in one of their recognized areas of strength, while also providing uniformity and excellence for the organization and the learner.

• Instructional Designand Online Development

• Enterprise and User-LevelService and Support

• Executive EngagementPlatform (EEP)

STRATEGY

INNOVATION

OPERATIONS

FINANCE

NEGOTIATIONS

HOW WE SUPPORT YOUWe are different in kind than traditional executive development offerings.

OUR SERVICE

We believe that development is most effective when accompanied by a robust enterprise service layer designed to align programs to your objectives.

ANNUAL SUBSCRIPTION INCLUDES:

• 12-60 training seats for any ExecOnline program

• A dedicated enterprise account manager

• Annual onboarding session and custom service plan

• Participant selection and communication support

• Program effectiveness data/coordination of postcourse feedback session

• Post-course implementation support

ONBOARDING/ SERVICE PLAN DEVELOPMENT

TALENT EVALUATION/ PARTICIPANT SELECTION

ORIENTATION/ PROGRAM

PARTICIPATION

PROGRAM EVALUATION AND IMPLEMENTATION

SUPPORT

ENTERPRISE SERVICE

TEAM

Additional benefits aligned to Platinum Service Tier•

COURSE 300 EXECUTIVES

EXECUTIVE PARTICIPANT

COMPANY BUDDIES 2 EXECUTIVES

COMPANY WORK TEAM 6-8 EXECUTIVES

COMPANY COHORT 24 EXECUTIVES

CROSS COMPANY SECTION 50-60 EXECUTIVES

Self Guided Work (Program Services Team)

Company Meetings (Executive Coach & Group Facilitators)

Cross Company Course Interactions (Faculty)

ILLUSTRATIVE EXAMPLE

CROSS-COMPANY AND INTERNAL GROUP COLLABORATIONAs part of the interactive experience, each participant for a given program will be assigned to a cross-industry section supported by our elite faculty.

Participants will also gain feedback throughout the program from executive coaches and their company specific and cross-company peers along with a 1x1 buddy from within their company.

FINANCE

PRIORITIZATION: 1ST CHOICE 2ND CHOICE

NO. OF PARTICIPANTS:

LEVEL OF PARTICIPANTS: VP+ DIRECTOR HIPO

STRATEGY




LEADERSHIP




INNOVATION




NEGOTIATIONS




OPERATIONS




PROGRAM PRIORITIZATION

Among the world’s top-ranked business schools, Berkeley is an established leader in innovation and corporate entrepreneurship

Exclusive emphasis on preparing a different type of leader—innovative leaders who possess the capabilities to harness new ideas and create value for their organizations

Recognized worldwide for forward-thinking research and thought leadership, Haas faculty members have received numerous Pulitzer, MacArthur, and Nobel Prizes

EXCELLENCE IN INNOVATION

SARA BECKMANChief Learning Officer, College of EngineeringEarl F. Cheit Faculty Fellow, Haas School of Business

Former Director of Product Generation Change Management Team at Hewlett Packard, Organizational Learning Champion for HPLabs.

Received four Earl F. Cheit Awards for Excellence in Teaching

HENRY CHESBROUGHFaculty Director of Garwood Center for Corporate Innovation and the Center for Open Innovation

Known as the “Father of Open Innovation” from his work in the space

Scientific American’s “Top 50 Innovation Leaders” and Harvard Business Review’s “Top 50 Most Influential Management Gurus”

JENNIFER CHATMANPaul J. Cortese Distinguished Professor of Management & Chair of Haas Management of Organizations Group

Consultant to industry-leaders like Coca-Cola, Intel, & ConocoPhillips

Accenture Award for her work in “Leading by Leveraging Culture” and the Earl F. Cheit Award for Excellence in Teaching

JEROME ENGELFounding Executive Director Emeritus of the Lester Center for Entrepreneurship

Former Partner-in-Charge and Director of Entrepreneurial Services Group in the Bay Area for Ernst & Young

Received the 2010 Lifetime of Educational Innovation Award

DAVID RIEMERExecutive-in-Residence and Institute for Business Innovation at the Haas School of Business

Former VP Marketing at Yahoo! where he led marketing efforts across all of their major product lines

Founder of Box Out Industries and Co-Founder of Spiral Staircase

LEADING INNOVATIVE CHANGE

LEADING INNOVATIVE CHANGEOrganizations that are able to build innovative culture and thinking far outpace their industry peers. "Leading Innovative Change" drives customer insight and the translation of those insights into concrete ideas for new approaches, products and services while powerful and flexible frameworks support prioritization and execution.

PROGRAM OBJECTIVES

BUILDING AN INNOVATIVE LEADERSHIP TOOLKIT

IMPLEMENTING INNOVATIVE CHANGE

Identify market-driven opportunities and internal innovation opportunities that drive clear ROI

Identify new service offerings wrapped around existing products, new market segments, or new internal processes

Consistently develop innovative ideas aligned to company’s business model by taking a process-oriented approach to insight and idea generation

Understand the role of organizational culture in successful implementation of innovative ideas and how to successfully navigate culture

Overcome organizational resistance and blockers by developing a communications strategy based on effective storytelling

Expand organizational capabilities by taking an Open Innovation approach that leverages key partnership opportunities

Apply Berkeley’s 4-phase cycle to your company’s Innovative Process

Assess innovation opportunities in your organization through observation and application of the business model canvas.

Understand your role in the Innovation process and identify a project aligned to key priorities

Learn from successful Innovative Leaders and their approach to ambiguity and opportunity Understand your own Innovative Leadership Style and how to align to team success

LEADERSHIP

GAINING INNOVATIVE PERSPECTIVE

FINAL INNOVATION PRESENTATION

• Title Slide

• Key Observations & Insights (2 slides)- Ethnographic Interviews, Empathy Maps

• Ideas Brainstorm Assignment

• Story Frame Assignment

• Business Model Canvas

• Proposed Experiment (2 slides)

• Reflections on the Berkeley Innovation Process

• Organizational Culture Assessment

• Next Steps

Final Innovation Presentation Components:

Weekly assignments are discussed in team meetings and issue forums, and then applied to a personal business case that can be shared with senior leadership and the broader organization

Columbia is a recognized leader in executive development.

Their top-ranked professors have taught executives from over 60 countries. These future leaders return to their organizations with solutions that can be implemented immediately and in the long-term to address real-world challenges.

An action-oriented approach addresses the conditions and challenges executives face — because the true measure of an executive education program’s effectiveness is how well the learning can be applied to solutions in the work environment.

Columbia delivers the tools needed to meet the challenges you face today and in the future.

CHANGING THE WAY YOU THINK

LEADING STRATEGIC GROWTHBILL KLEPPER Professor of Management

Bill serves as Academic Director across all Columbia Executive Education offerings. He teaches Leadership in the Columbia EMBA program and is a frequent guest lecturer on High Performance Leadership in the MBA program. His research focuses

on Executive Learning. Strategic Leadership and Corporate Governance. He has served as a consultant to a number of corporations including AT&T, Chase Manhattan Bank, Sony, Johnson and Johnson and General Electric. His recent book, The CEO’s Boss: Tough Love in the Boardroom, details the eight practices of successful executives, such as facilitating innovation, motivating change, and developing leadership skills.

WILLIAM PIETERSEN Professor of the Practice of Management

Willie brings a unique mix of real world experience and thought leadership to his work with corporations and executives around Strategic Learning and Change.

Prior to coming to Columbia, Willie served as the CEO of multibillion-dollar businesses including: Lever Foods,

Seagram USA, and Tropicana. He has served as a teacher and advisor to many global companies including Deloitte, Exxon Mobil, Novartis, and SAP. Willie received a Rhodes scholarship to Oxford University. His latest book Strategic Learning, develops the principles and application tools for the Strategic Learning Process, a unique framework for creating and implementing breakthrough strategies.

PETER MEOLA Professor of Executive Education

Prior to joining the faculty, Peter held a variety of senior executive roles including CEO of the Americas Lubricant Division at BP PLC he led a cross-funcational exmployee base with operations in over 20 countries.

Peter specializes in Leadership of Organizational Culture, as well as, Strategic Learning as a Leadership Process. Peter has a BA in Economics from Union College and an MBA from the College of William and Mary. He is an elected member of Beta Gamma Sigma, a national scholastic honor society in the field of business and has attended post- graduate educational programs at the Wharton School, INSEAD, and Stanford University.

RITA MCGRATH Professor of Strategy

Rita is a globally recognized expert on strategy in uncertain and volatile environments. Her clients include Pearson, Coca-Cola Enterprises and General Electric. She was ranked #1 for Strategy globally by Thinkers50 and is one of the top ten business school

professors to follow on Twitter. Rita is the author of four books including The End of Competitive Advantage: How to Keep Your Strategy Moving as Fast As Your Business and has coauthored thirteen articles in the Harvard Business Review, including the best-selling “Discovery Driven Planning.” Her Ph.D. is from the Wharton School, University of Pennsylvania.

PROGRAM OBJECTIVES

STRATEGIC THINKING STRATEGIC EXECUTIONSTRATEGIC PERSPECTIVE

Understand your company’s competitive environment and current strategy. The starting point is to put up the periscope and take a fresh, first look at your organization’s approach to strategy.

Better understand your company’s strategy process by applying Columbia’s four-phase cycle. Companies in competitive environments need to implement a cyclical strategy process that learns as it goes.

Develop a “Winning Proposition” How your company can differentiate, organize and innovate to win in the marketplace.

Reliably identify new growth opportunities Use lenses to identify specific trends, technologies, changes, or customer needs.

Define key organizational priorities and current gaps within your “span of control.” Identify critical priorities to effectively execute on the company’s “Winning Proposition.”

Develop a “line of sight” connecting you and your team’s role with the overall company’s growth strategy. To support the company’s strategy, what specific actions will you and your team take coming out of this course?

Build your team for “continuous reconfiguration.” In a fast moving strategic environment, continuous improvement and reconfiguration down to the individual and team level is critical to successful execution.

LEADING STRATEGIC GROWTH Corporate strategy cascades are often ineffective. The line-of-sight often lost in translation. “Leading Strategic Growth” gives executives the tools to identify new strategic growth opportunities while improving their ability to understand and execute current company strategy and build effective and highly aligned teams.

Exercise effective strategic leadership by understanding the learning and social styles of you and your team Execute strategic change by analyzing your company culture to navigate structural and interpersonal barriers

LEADERSHIP

FINAL STRATEGY PRESENTATION

Final Strategy Presentation Components:

• Title Slide

• Statement of the Core Issue

• Situational Analysis Assignment (5-6 slides)- The Broader Environment, Industry Dynamics,Competitors, Customers/Stakeholders, Your Own Realities

• Marketbusting Analysis

• Focus Step Assignment (4-5 slides)- Summary of Key Insights, Strategic Challenge,Strategic Alternatives, Strategic Choices

• Priorities & Alignment Assignment (5-6 slides)- Key Priorities, Gap Statements, BusinessSystem Alignment Chart

• Leadership Message

• Next Steps

Weekly assignments are discussed in team meetings and issue forums and applied to a personal business case that can be shared with senior leaders and the broader organization.

MIT Sloan meets the various needs of all types of organizations, providing access to cutting-edge research and world-renowned faculty.

All programs reflect MIT Sloan’s core mission—to develop principled, innovative leaders and togenerate ideas that advance management practice.

Executives gain abilities to address immediate business challenges using practical tools and frameworks, many of which have been developed by the faculty themselves.

SHORT COURSES, BIG IMPACT

MIT SLOAN FACULTY MEMBERS

CHARLES FINE

Chrysler Leaders for Global Operations Professor of ManagementFine's breakthrough work has supported design and improvement of supply and value chain relationships across the electronics, automotive, aerospace, communications, consumer products and other fast clock-speed industries.

His current research examines outsourcing dynamics, with a focus on dynamic models for assessing leverage among various components based on strategic and logistical assessments.

Fine teaches and consults widely with such clients as 3M, GE, HP, Intel and Oracle. He is the author of Clockspeed: Winning Industry Control in the Age of Temporary Advantage (Perseus Books,

1998).

He holds an AB in mathematics and management science from Duke University as well as an MS in operations research and a PhD in business administration from Stanford University.

VIVEK FARIASRobert N. Noyce Career Dev Professor Assoc Professor of Operations Mgmt

Vivek Farias's research focuses on the development of new methodologies for large-scale dynamic optimization under uncertainty, and the application of these methodologies to the design of practical revenue management strategies across various industries ranging from airlines and retail to online advertising.

Farias is a recipient of the 2006 INFORMS MSOM Student Paper prize for a research paper judged to be the best in the field of operations management. A consultant in the finance industry, he most recently contributed to GMO LLC’s first successful high-frequency algorithmic trading strategy.

He holds a BS in computer engineering from the University of Arizona, and a PhD in electrical engineering from Stanford.

ZEYNEP TONAdjunct Associate Professor of Operations Management

Zeynep Ton is currently examining how organizations can design and manage their operations in a way that satisfies employees, customers, and investors simultaneously. Her earlier research focused on the critical role of store operations in retail supply chains. Her work has been published in a variety of journals, including Organization Science and the Harvard Business Review.

Prior to MIT Sloan, Ton spent seven years as an assistant professor in the Technology and Operations Management area at Harvard Business School, where she was awarded the HBS Faculty Teaching Award for teaching excellence.

She holds a DBA from Harvard Business School and a BS in Industrial and Manufacturing Engineering from Pennsylvania State University.

LEADING OPERATIONAL EXCELLENCE Organizations that are most effective at aligning their operational capabilities to their customer value proposition win their respective markets. This cross-functional program will foster improved perspective and decision-making through better alignment of Operations and non-Operations executives within your Company. The curriculum is designed to be high-impact for a broad range of product and services industries such as IT, Healthcare, Financial Services, Consumer Products and Industrials.

PROGRAM OBJECTIVES

OPTIMIZE OPERATIONS FOR CUSTOMER VALUE

INNOVATE TO IMPROVE OPERATIONAL PERFORMANCE

Reengineer processes to better serve your customer. Use systematic and quantitative process analysis to increase efficiency and improve responsiveness to customer needs.

Eliminate costly bottlenecks. Improve speed and agility by identifying value chain weaknesses and designing around those weaknesses.

Reduce costs by optimizing human capital allocation and inventory. Apply straightforward quantitative models to reduce cost and gain pricing flexibility.

Accurately measure operational performance. Develop clear financial and operational metrics for measuring the effectiveness of performance improvements.

Create a culture of performance improvement. Align your organization around principles such as putting the customer first and continuous improvement.

Align operations to your company's business model. Determine whether current operations are optimized to deliver on your company's value proposition.

Understand value chain dynamics. Learn how your ability to deliver products and services is affected by value chain capabilities.

LEADERSHIP Driving cross-funcational perspective and alignment

GAINING PERSPECTIVE ON YOUR COMPANY'S VALUE CHAIN

Balance creativity and discipline. Determine when to deliver within current constrains vs. when change is needed.

Effectively lead change. Overcome organizational inertia and resistance to operational change.

Strong Feedback from ExecOnline Programs:

ExecOnline Fall Programs 2014 Results from ExecOnline 2013 Participants

“I was able to relate every slide/minute spent on the course with my day to day responsibility and what I intend to accomplish and change for my team.”

“I would rate it as one of the most relevant courses that I have gone through. The content was superior quality with practical illustrations to explain the concepts.”

“I implemented a stream-lined quality system process. It reduced man-hours, improved quality, aligned priorities, and increased communication .”

“We achieved a 20% decrease in overall cycle times and see a continuous month over month gain in revenue. ”

“I used the model to lead another change initiative.”

97% of executives rated their

experience “Good” to “Excellent.

70% of executives implemented all or part of the personal

case project they developed during the

program.

STRONG FEEDBACK FROM EXECONLINE PROGRAMS

96% OF THE TIME EXECUTIVES FOUND THE PROFESSORS TO BE GOOD OR EXCELLENT.

93%OF EXECUTIVES RATED THEIR OVERALL EXPERIENCE AS GOOD OR EXCELLENT.

98% of executives said they would apply program concepts in their current role.

89% of executives said they would recommend ExecOnline Programs to their colleagues.

1% Did Not Meet Expectations4% Satisfactory

93% Good or Excellent96% Good or Excellent

6% Satisfactory

N = 520

“The hours put into the Berkeley [Leading Innovative Change] class are now turning into a real world product. I sold the idea up to the COO and am getting ready to initiate a pilot on it.”

-VP Business Services

A global energy company uses our Innovation and Strategy courses as the backbone of its 18-month leadership program.

A global financial services company has placed strategic importance on the development of its executive workforce as it transitions its business model.

HIPO Leadership Development Program

Global Development Opportunity

35

400+

150

USE CASE TYPE EXECUTIVE LEVEL POPULATION USE CASE OVERVIEW

Director/Senior Director

VP/Director Level

VP/Director Level

LEVERAGING EXECONLINE WITH CORPORATE LEADERSHIP PROGRAMS

A multinational technology firm uses our Strategy course to improve the effectiveness of its strategic planning process within a key SBU.

A Fortune 250 technology company in the midst of significant industry disruption is implementing a common innovation process across hundreds of senior leaders through ExecOnline programs.

A multinational Financial Services firm is engaging and stretching a key group of 150 executives who are alumni of their intense 12-month in-person program.

Primer for Strategic Planning Process

C-Suite Innovation Initiative

Energizing a Critical Talent Pool

26

250

VP+

C-Suite/ VP/Director

THE C SUITE

MIDDLE MANAGEMENT

GENERAL POPULATION

SENIOR LEADERSHIP

ENTERPRISE PARTICIPATIONBy reserving your seats now for the ExecOnline programs, enterprises will:

• Secure seats in fully subscribed programs with flexibility around finalnumbers and participants.

• Have early visibility and priority for cross-company group interactions

• Have ability to shape our upcoming offerings to their needs

2014 2015

• Orientation begins 1-2 weeks prior to program launch

• 2015 dates subject to change.

FALL SPRINGWINTER

New programs launchPartners to be announced

Leading Innovative Change

OCT 9 - NOV 21

Leading Strategic Growth


MAR 2 - APR 12


Leading Operational Excellence


MAY 11 - JUN 21


Leading Operational Excellence


FALL

OCT 12 - NOV 22


New programs launchPartners to be announced

APR 13 - MAY 3

Embedding Strategic Excellence

Confirmation Period of

Participant Numbers to

Reserve Seats

January 1 –31, 2015

Submission of Initial List of

Names

January 15-31, 2015

Internal Communication

to Key Stakeholders

February 2-6, 2015

Submission of Final Participant

Names

February 9, 2015

Orientation & Pre-Work

February 20 – March 1, 2015

Program Delivery

March 2 – April 10, 2015

Timeline for Winter Programs 2015

Blank Page

Documents

OUR VISION...OUR VISION CONNECTING UNIFORMITY AND CHOICE Our success is driven by our partnerships with the world’s top business schools. ExecOnline provides you with access to …