Category Archives: Executive Education

ISEG MBA Dynamic & Innovative

Written by James Brown

LisbonWe speak with Paulo Soeiro de Carvalho, ISEG MBA Executive Director
ISEG Executive Education.

NEE: The ISEG MBA programme has introduced five Strategic Streams alongside the traditional MBA core syllabus. Global Futures, Entrepreneurship & Innovation, Technology Disruption, Design & Agility and Sustainability & Governance are the additional study topics, allowing students to explore and expand their knowledge in vital subjects. Can you tell CEO Insight readers more about this restructure and about the individual streams?

Paulo Soeiro de Carvalho: The leaders of a complex and unpredictable future need to master multiple domains. The ISEG MBA aims to strengthen the cohort’s management and behavioural skills so they can become leaders with a global and holistic view of companies and the business world. To achieve this ambitious goal, the ISEG MBA combines the core management disciplines (across all functional areas) with a Leadership Journey, complemented with a Personal Development Plan, and a set of strategic streams.

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The Anatomy Of A Great Strategic Leader, And How To Replicate It!

Written by Narendra Laljani

Narendra Laljani was a very good teacher. He taught strategic analysis to executives for many years. But at the back of his mind lay a nagging doubt: was he teaching the real ingredients of strategic success?

‘Despite all the positive feedback I received, I became increasingly uneasy about the relevance and effectiveness of the frameworks and models I was advocating, and I had a realisation that some of the great brands had not necessarily followed the pathways I was then promoting.’ Narendra recognised that he had to develop his own distinctive point of view, and undertook his doctorate, with a thesis based around the real experience of strategic thinkers who had proved themselves to be successful business leaders.

Published in 2008, Making Strategic Leaders surprised even Narendra by the number of copies it sold, and it quickly became clear that he was onto something.

However, Narendra never intended the thesis to be anything other than an academic study, describing it as ‘turgid and inaccessible’, so he set about distilling it down into the more user-friendly set of ideas that now forms the basis of the Executive Management Programme (EMP), the advanced senior executive leadership development programme at Henley Business School, of which he is the Programme Director.

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Transparency & Leadership

Written by Patricia Cullen

NL

NLNarendra Laljani, the Executive Management Programme Director at Henley, is a management educator, consultant and CEO coach who specialises in strategic thinking, innovation and leader development.

NEE: The Executive Management Programme (EMP) at Henley Business School develops the management skills and enhances the self-confidence of participants, impacting positively on their organisations. What can the EMP offer senior executives who want to expand their capabilities and leadership skills? What sets this programme aside from similar courses?

Narendra Laljani: The EMP offers an intensive development experience for senior executives about to transition into roles with greater responsibility for an organisation-wide impact. It helps executives go beyond their functional expertise into becoming more T-shaped. Individuals develop a wider and more rounded set of capabilities and points of view. They learn to operate outside their comfort zone and increase their self-awareness and self-confidence in a leadership role. They become more resilient and more reflective, and therefore more effective.

The Henley experience is a very distinctive one. We offer a unique mix of research-based insights combined with real world application, in a small group setting. Individuals get personal attention as well as an opportunity to customise their learning. High-challenge and high-support workshops in which participants learn from each other as well as the faculty, combined with individual executive coaching, create influential learning experiences that are engaging, fun, and memorable.

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BEST OF THE BEST

Written by Henry Martin

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Católica Lisbon School of Business & Economics recognised as one of the best Business Schools in Europe This Lisbon university is a safe bet as a training partner for many international companies, due to the quality of its faculty, as well as the fact that it’s located in one of the trendiest cities in Europe.

The quality of CATÓLICA-LISBON
Executive Education is recognised by the Financial Times ranking, placing this school among the 40 best in the world and the 20 best in Europe. And besides its Executive Masters and Open Programs, the Custom Programs of this Portuguese university have been the ones with greatest rises in these rankings. This year alone, for example, they have gone up 10 places. CATÓLICA-LISBON solutions for companies are a unique training experience resulting from careful planning and preparation between the school’s team and its clients. These solutions can take place at the Católica University’s campus, right in the center of Lisbon, or in any place in Portugal or all over the world. The clients just have to choose what location they prefer.

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Value Creator or Destroyer? Keys to Profitable Outcomes

Written by the Online Editor

PANA

History is littered with examples, from AOL and Time Warner to Daimler and Chrysler, Kmart and Sears to Bank of America and Countrywide. Although there is a wealth of empirical evidence that shows an 80 percent failure rate for mergers and acquisitions, organisations just can’t seem to stop themselves from trying.

Companies that don’t want to end up as cautionary tales need to take a hard look at why these deals failed, and gain a clear understanding of valuation. But even then, says Wharton finance professor Itay Goldstein, highly intelligent, experienced senior executives make some very bad decisions. He tells participants in Integrating Finance and Strategy for Value Creation it’s often a case of the classic prisoners’ dilemma: cooperation is clearly in the best interest of both parties, and yet otherwise rational executives fall prey to competition that results in serious — and preventable — negative consequences.

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