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Middle Management Program

Spring 2010 Programs

www.gsb.columbia.edu/execed


“In a rapidly changing business environment, professionals need to be given time to pause and reflect. This spring Columbia Business School Executive Education can play an important role: participants will experience renewed perspectives on their careers and themselves as human beings, not just as businesspeople." Troy Eggers ’05 Associate Dean

Columbia Business School Executive Education

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Columbia Business School Executive Education

Spring 2010 Program Planner COMPREHENSIVE LEADERSHIP

DATES

DURATION

TUITION

The Columbia Senior Executive Program

Apr 25–May 21, 2010 / Oct 3-29, 2010

26 days *

$44,500

Columbia Essentials of Management

Apr 11–23, 2010 / Nov 7-19, 2010

13 days*

$18,500

The Executive Development Program: Transition to General Management

Jun 6–18, 2010 / Oct 17-29, 2010

13 days*

$24,500

DURATION

TUITION

$10,200

LEADERSHIP

TES

High Impact Leadership

May 16-21, 2010 / Sep 19-24, 2010

6 days*

Persuasion: Influencing Without Authority

Mar 15-17, 2010 / Sep 13–15, 2010

3 days

Strategic Leadership for HR Professionals

May 17–19, 2010 / Oct 4–6, 2010

3 days

$5,550

$5,250

Emerging Leader Development Program

Apr 5-9, 2010 / Oct 17–22, 2010

5 / 6 days*

$8,700 $ 9,450

Leading Strategic Growth and Change

Apr 18–23, 2010 / Sep 26–Oct 1, 2010

6 days*

$8,850

Leadership Essentials

Mar 8–9, 2010 / Jul 12-13, 2010

2 days

$2,650

Personal Leadership and Success (New Program)

Jul 19–21, 2010 / Nov 17–19, 2010

3 days

$5,250

STRATEGY

DATES

Creating and Executing Breakthrough Strategy

May 16–21, 2010 / Sep 26-Oct 1, 2010

6 days*

$8,850

Negotiation and Decision-Making Strategies

Apr 18-23, 2010 / Jun 28-30, 2010

3 days

$5,250

Strategic Intuition: The Key to Innovation

Apr 12–13, 2010 / Sep 27-28, 2010

2 days

$2,650

Strategic Problem Solving

Jul 12-14, 2010 / Nov 10-12, 2010

3 days

$4,350

FINANCE

DATES

Finance and Accounting for the Nonfinancial Executive

Apr 5-9, 2010 / Jun 21-25, 2010

5 days

FINANCE Value Investing

DATES Jun 23-24, 2010

URATION 2 days

Family Wealth Management

May 10-13, 2010

4 days

MARKETING

DATES

Customer Loyalty and Lifetime Value (New Program)

DURATION

DURATION

TUITION

TUITION

$7,950 TUITION $5,200

$8,900

DURATION

May 3–5, 2010 / Sep 15-17, 2010

TUITION

3 days

$5,200 TUITION

Strategic Pricing

Apr 12–13, 2010 / Sep 27–28, 2010

2 days

Managing Strategic Accounts

Apr 14–15, 2010 / Sep 29-30, 2010

2 days

$2,650

Strategic Marketing Management

Jun 6-11, 2010 / Nov 7-12, 2010

6 days*

$7,850

Customer Experience Management

Dec 13–15, 2010

3 days

$5,200

DURATION

TUITION

3 days

$5,250

SOCIAL ENTERPRISE

Carbon Finance Strategies

DATES

To be announced

$2,650

PROGRAMS IN PARTNERSHIP The Columbia Coaching Certification Program

For information on 2010 dates and tuition, e-mail coachingcertification@tc.columbia.edu

Global Account Manager Certification Program

For details on dates and tuition, visit: www.amc.com/gcp

News Media Executive Leadership Program

For information on 2010 dates and tuition, visit www.sulzbergerleadership.com

Risk Management

For information on 2010 dates and tuition, contact Jill Fisher at 612-216-5497 or training@prmia.org

*Residential

www.gsb.columbia.edu/execed

E-mail: execed@columbia.edu

Phone: 212-854-3395


COMPREHENSIVE LEADERSHIp programs

The Columbia Senior Executive Program Challenging times require outstanding executives who can lead with vision, courage and inspiration. To do so, executives need to step back and have the opportunity to question their assumptions, gain perspective and ultimately become the leader they aspire to be. Welcome to The Columbia Senior Executive Program, an incomparable 26-day journey of intellectual, personal and professional discovery, transformation and growth for senior executives.

how y ou wil l b e ne f it

Program High l i ght For one week of CSEP, New York City becomes the classroom. CSEP participants stay in a hotel and attend sessions at Columbia University and at venues throughout the city, capitalizing on the energy and vitality that are uniquely New York. The curriculum includes not only traditional business topics but also music, visual arts and more — all integrated into the teachings of CSEP. Participants also enjoy some free time to explore the sights and sounds found only in New York City.

Over the course of four weeks, in-depth sessions cover leadership and strategy, functional excellence, personal development and global business issues. You will emerge a stronger, more focused leader, better able to communicate your vision and implement change. Explore the complexity of decision making and strategic thinking through interaction with faculty members, insights from individual coaching and collaboration with a global group of peers, creating a new foundation for effective leadership. • Create and sustain competitive advantage. • Champion and drive change initiatives. • Formulate strategic direction. • Maximize individual and team performance. • Facilitate cross-functional collaboration. • Develop successful communication strategies. • Receive select Columbia Business School alumni benefits.

who s hould atte nd

Senior executives with a minimum of 15 years of managerial experience, responsibility and professional success who seek an even greater level of achievement through the exploration of new ideas, perspectives, theories and realities. f a c ul t y dir e c t or

Paul Ingram, Kravis Professor of Business Professor Ingram’s courses on social capital, organizational design and strategy draw from his research in the United States, Canada, China, Israel, Scotland and Australia. His current projects examine the influence of networks on global economic exchange and industry evolution, and document the structure of managers’ social capital and trust. He has served on the editorial boards of Administrative Science Quarterly and Strategic Organization. date s

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April 25–May 21, 2010 October 3–29, 2010 October 3–29, 2010

us$44,500 Includes materials, all meals and single-room accommodations

Dates, prices and locations subject to change.

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t he director’s view “From the morning our programs begin, there’s a feeling that incredible things can happen. And they do, not just in the classroom, but also while collaborating on a project late into the night, bonding during a pickup basketball game or chatting with a world leader over cocktails. Is it the energy of New York or the electricity of having a group of highly intelligent and immensely curious people together in one place? It’s probably a little bit of both. The people who take part in this program are optimistic, positive—and that’s infectious. It’s fun to be around people who are so good at getting things done.”

Paul Ingram

Kravis Professor of Business

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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COMPREHENSIVE LEADERSHIP programs

Columbia Essentials of Management In today’s economy, when organizations are becoming leaner, high-potential executives must broaden their business knowledge and develop leadership abilities if they want to achieve results and accelerate their career opportunities. Columbia Essentials of Management is designed to meet those needs. In only two weeks, this comprehensive, MBA-inspired program allows participants to build critical business foundations in strategy, marketing and finance—all while developing superior leadership skills.

how y ou wil l b e ne f it

PROGRAM HIG H LIGHT Leadership Jazz is an involving and entertaining evening where music mixes with thoughtprovoking conversation to explore the improvisational world of jazz and its relationship to leadership and management techniques. Top musicians not only display their musical talent but also share their insights on such topics as collaboration and the importance of listening, and answer questions from participants. What emerges is a valuable discussion of the dynamics of individual excellence and constructive teamwork.

Through case discussions and workshop activities, the program faculty pays particular attention to employing quantifiable data as a decision-making tool and creating business plans consistent with organizational goals. A 360-degree survey collected from your peers, direct reports and superiors will be evaluated to identify the strengths and weaknesses of your leadership style: personal awareness, interpersonal skills and team-building ability. Sessions cover a multitude of functional topics and weave a leadership focus throughout. • Learn how to lead individuals and organizations through change. • Develop your presence as a leader. • Explore the dynamics of managing cross-cultural teams. • Enhance your ability to analyze market and competitive forces. • Consider various frameworks and concepts in marketing and brand management. • Learn to use financial data to assess business performance.

who s hould atte nd

Midlevel executives with 5–10 years of experience seeking to further their leadership development and enhance their business acumen. f a c ul t y dir e c t or

Grant Ackerman, Professor of Management Professor Ackerman’s teaching emphasizes executive leadership, collaborative leadership models and cross-cultural issues in management. His research focuses on managing conflict and consensus within and between firms, cross-cultural negotiations and dispute resolution, and organizational justice. date s

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April 11–23, 2010 November 7–19, 2010 November 7–19, 2010

us$18,500 Includes materials, all meals and single-room accommodations

Dates, prices and locations subject to change.

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Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed


www.gsb.columbia.edu/execed

t he director’s view “How do you orchestrate the efforts of others? How do you lead change? In Columbia Essentials of Management, our faculty presents the very best in state-of-the-art thinking—the thought leadership born of exhaustive research—so that you can think strategically and lead your organization in the 21st century. We want to make sure you not only understand what’s occurring right now but can begin to predict where the opportunities are going to be in the days and years to come.”

Grant Ackerman

Professor of Management

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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COmpREhEnSivE LEADERShip pROgRAmS

The Executive Development program: Transition to general management Program Hig H l i gHt Role-play such real-life situations as the Space Shuttle Columbia disaster and learn what it really takes to become an effective general manager. How can you create open lines of communication? How should you motivate your team? How do you handle difficult information? These questions and many others arise in an interactive classroom atmosphere where everyone has a voice and a role in working out scenarios for solutions.

New leaders in transition face incomparable difficulties. Leading cross-functional teams, defining strategic directions, making the best possible decisions under tremendous pressure: those are only a few examples of challenges new general managers have to address. The Executive Development program: Transition to general management was conceived to help general mangers face those challenges. Through a mix of lectures, interactive simulations and dynamic discussions, participants prepare for their new role and develop critical skills that will allow them to succeed.

how y ou wil l b e ne f it

In the classroom and out, you will gain a nuanced perspective on group dynamics and a deeper understanding of the traits, attitudes and demeanor that leaders of decisionmaking groups must possess. You will learn to build cooperation among departments and provide the strong leadership essential to success as a general manager. Smallgroup work will allow you to analyze your business challenges and to benefit from the insight of professional coaches and other managers from around the world who share similar situations and transitions. • Increase your capacity to think strategically. • Develop an empowering approach to leadership. • Strengthen your ability to understand—and manage—change. • Learn to analyze financial statements. • Formulate more accurate projections to enhance your company’s profitability. • Foster cross-functional collaboration. • Maximize individual and team performance.

who s hould atte nd

ParticiPaNt P ro f i le Common Participant Industries

24% Manufacturing 17% Finance 12% IT 9% Oil and Gas/Energy 7% Pharmaceuticals 6% Shipping and Transportation 6% Telecommunications 19% Other

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Upper-level to senior-level executives with 10–15 years of experience who seek significant growth opportunities in their organizations. f a c ul t y dir e c t or

E. Ralph Biggadike, Professor of Professional Practice An experienced academic and practitioner, Professor Biggadike served at Becton Dickinson and Company as vice president for strategic management and group president for worldwide drug delivery systems. His teaching examines strategy formulation, organizational alignment and the roles, tasks and skills of general managers. date s

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June 6–18, 2010 October 17–29, 2010

us$24,500

October 17–29, 2010

Includes materials, all meals and single-room accommodations

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed


www.gsb.columbia.edu/execed

t he director’s view “The program sessions that I particularly enjoy are those where we analyze the decision-making process of business, political and military leaders during times of crisis. It is always enlightening to learn how much the success of leaders can be traced to cognitive behavior and to see the results of their performance when gripped by emotions.”

E. Ralph Biggadike

Professor of Professional Practice

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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LEADERSHIP PROGRAMS

High Impact Leadership Strong leadership defines the success of an organization during challenging times. Executives need to develop new leadership and interpersonal skills to thrive in insecure environments and manage staff and cross-functional teams for maximum performance. High Impact Leadership is a challenging experience focused on self awareness and change. Through 360-degree feedback, intensive one-on-one coaching, small-group sessions and provocative lectures, participants develop a better understanding of their leadership styles, strengths and weaknesses. Professor Joel Brockner how y ou wil l b e ne f it

PROGRAM HIG H LIGHT How do your coworkers perceive you? To assist in assessing your strengths and areas for improvement, the program uses feedback from your peers, direct reports and supervisors. The 360degree survey provides an effective tool in understanding personal and organizational needs, leadership competency, communication skills and team development.

Over the course of the program, you will develop more effective leadership skills and learn how to establish direction—and communicate inspiration—that aligns people and objectives. • Assess the strengths and weaknesses of your leadership style. • Strengthen your ability to drive and manage organizational innovation and change. • Improve your decision-making skills. • Discover how to maximize group cooperation and synergy. • Build your understanding of cultural differences and organizational culture. • Learn the art of giving and receiving feedback.

who s hould atte nd

Upper-level executives with at least 10 years of experience who seek to enhance their skills and management effectiveness within the context of their organization. f a c ul t y dir e c t or

PARTICIPANT p ro f i l e Average Age of Participants

30% 40–44 22% 35–39 20% 45–49 15% 50+ 13% 34 or younger

Joel Brockner, Phillip Hettleman Professor of Business, Chair of the Management Division The Director’s View: “We extensively measure leadership behavior so you can identify and improve on that small set of behaviors that will have the biggest impact. Often it’s a skill as simple as learning how to listen, which means you hear people out and then demonstrate through action that you really did consider others’ points of view.” date s

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May 16–21, 2010 September 19–24, 2010 December 5–10, 2010 December 5–10, 2010

us$10,200 Includes materials, all meals and single-room accommodations

Dates, prices and locations subject to change.

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Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed


www.gsb.columbia.edu/execed

LEADERSHIP PROGRAMS

Persuasion: Influencing Without Authority In today’s environment, mastery of the softer interpersonal skills separates executives who merely survive from those who thrive and grow as leaders. Persuasion: Influencing Without Authority is an intense three-day experience that covers the range of interpersonal and intergroup persuasion challenges, focusing on practical skills and immediate application to real-world situations.

how y ou wil l b e ne f it

Drawing on psychological research, the program focuses on practical skills and their immediate application to your real-world challenges. Participants receive an individual assessment of their social style and a videotape analysis of their persuasive communication.

Professor Robert N. Bontempo

Partici pa nts Say . . . “The program provided excellent, high-level information that will make me a more effective leader and negotiator.” Director, Liz Claiborne, Inc. “Very thorough and engaging introduction to negotiations and persuasion. The participants were stimulated, and the information was practical.” Manager, Global Kids, Inc.

• Develop an awareness of a wide range of persuasive styles. • Learn the distinction between persuasion and negotiation, and when to use each. • Discover how to identify the type of person you are dealing with and customize

your communication for maximum effect. • Recognize different types of organizational power and their uses.

who s hould atte nd

Executives at all levels, especially those ready to make a transition from being a technical specialist to a functional leader; those who need to be more effective at building consensus, influencing peers or managing up; or those who must drive change. f a c ul t y dir e c t or

Robert N. Bontempo, Adjunct Associate Professor of Management The Director’s View: “Your career often depends on promoting your agenda with people over whom you don’t have direct formal authority. Persuasion is changing what people believe about a course of action. It is a fundamental leadership skill that entails articulating a vision, building a consensus and getting buy-in and support from followers.”

Faculty spotl i ght This program, notes Professor Bontempo, developed from an observation that executives needed more than a course in simply learning how to negotiate transactions: “Executives are often in meetings where they need to be persuasive, they need to build consensus, they need to change people’s minds and they need to overcome resistance to a change in strategy or the implementation of a new initiative.”

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March 15–17, 2010 September 13–15, 2010

us$5,250 Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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LEADERSHIP PROGRAMS

Emerging Leader Development Program Even in a challenging economy, successful companies develop their highpotential leaders in order to remain competitive and grow over the long term. The Emerging Leader Development Program is specially made for midlevel executives who are about to take on larger managerial responsibilities and need to expand their leadership. This six-day program is a journey of self reflection, practical applications and change.

how y ou wil l b e ne f it

Professor Robert N. Bontempo

Reinforcing theory with practical applications, this highly interactive program inspires forward thinking and self-reflection. With the help of 360-degree feedback and a personal action plan, you will leave with the abilities to communicate effectively with subordinates, peers and superiors and maximize both individual and team performance.

Partici pants Say . . . ”Bob Bontempo is the best that I’ve ever seen in driving the message home. He maximized the learning and enabled lasting impressions.” Division Manager, Barnes Group Incorporated “Bob Bontempo is an amazing communicator and has the ability to capture an individual with the information he is trying to convey.” System Manager, Florida Power & Light Utility

• Learn to organize your thinking and successfully implement your plans. • Develop your ability to formulate strategy. • Gain insight into the strengths and weaknesses of your leadership style. • Analyze how organizational culture can impede success. • Understand how to articulate a vision and create an atmosphere that allows change

and innovation to thrive. who s hould atte nd

Midlevel executives with less than 10 years of experience who seek to strengthen their leadership skills and awareness. f a c ul t y dir e c t or

Robert N. Bontempo, Adjunct Associate Professor of Management The Director’s View: “Many people struggle when they go from being a functional expert to having broader leadership responsibilities. There is a set of skills that are necessary as you reach a higher level in your career, when you have to work smarter, not harder. You can’t just be technically proficient; you must develop a deeper, wider portfolio of leadership skills.” 2009 date s April 5–9 2010 , October 18–23, October 17–22, 2010

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us$9,450 (fall 2009, fall 2010) Includes materials, all meals and single-room accommodations us$8,700 (spring 2010) Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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LEADERSHIP PROGRAMS

Leading Strategic Growth and Change Today’s challenging context requires organizations to find real solutions to drive growth and make new ventures successful. Developed by Professor Rita Gunther McGrath, author of Discovery Driven Growth and a leading expert on strategic business development, Leading Strategic Growth and Change teaches participants to thrive in a rapidly changing, highly uncertain environment and to apply tools and techniques to generate growth opportunities.

how y ou wil l b e ne f it

Professor Rita Gunther McGrath

Faculty Spotl i ght Professor McGrath has consulted with leaders of Global 1000 companies to help them improve their ability to drive strategic growth. Her current clients include Air Products and Chemicals, Inc., Nokia, Microsoft, AXA Equitable, Swiss Re, SunGard Higher Education and the World Economic Forum.

Through general discussions, work in small groups and peer coaching, the program will assist you in thoroughly examining a personal business case and then developing a growth strategy. • Learn to make use of an entrepreneurial mindset in an established corporation. • Understand the political and logistical challenges of growth. • Discover a proven framework for leading growth. • Utilize real options reasoning and portfolio management. • Gain insight into the cultural and leadership challenges of the information economy.

who s hould atte nd

Upper-level to senior-level executives who seek significant growth opportunities for their organizations. f a c ul t y dir e c t or

Rita Gunther McGrath, Associate Professor of Management and author of Discovery Driven Growth, MarketBusters and The Entrepreneurial Mindset The Director’s View: “Driving organic growth in an organization is one of the most important leadership and management activities in today’s environment. This program will help you avoid mistakes—which is half the battle—and it will help you understand the right kinds of disciplines to apply to your innovation.” date s

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April 18–23, 2010 September 26–October 1, 2010 September 26–October 1, 2010

Includes materials, all meals and single-room accommodations

us$8,850

Dates, prices and locations subject to change.

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Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed


www.gsb.columbia.edu/execed

LEADERSHIP PROGRAMS

Leadership Essentials When organizations become flatter, requiring everyone to work more often across departments, having strong leadership skills is essential for success. Leadership Essentials is designed to help participants maximize their leadership potential in a minimum amount of time. Participants will improve their abilities in such areas as team leadership, emotional intelligence, conflict management and managing change—issues that organizations are facing more often in today’s rapidly changing world. Professor Joel Brockner

how y ou wil l b e ne f it

• Strengthen your ability to lead and manage organizational innovation and change. Faculty spotl i ght Professor Brockner’s recent research has focused on procedural fairness in the workplace. He has published articles on various aspects of the topic — such as its relationship to performance appraisals and employees’ reactions to organizational decisions — in the Journal of Applied Psychology and Organizational Behavior and Human Decision Processes, among many other publications.

• Improve your decision making. • Hone your ability to manage conflict constructively. • Enhance your emotional intelligence.

who s hould atte nd

High-potential leaders and managers looking to improve their effectiveness working with both individuals and teams. f a c ul t y dir e c t or

Joel Brockner, Phillip Hettleman Professor of Business, Chair of the Management Division The Director’s View: “Leadership involves a complex set of skills that demand continual refreshment. This program provides participants with vital leadership tools that they can apply immediately in the workplace.” date s

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March 8–9, 2010 July 12–13, 2010 November 1–2, 2010 November 1–2, 2010

us$2,650 Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

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STRATEGY PROGRAMS

Creating and Executing Breakthrough Strategy In today’s fast-paced environment, developing breakthrough strategies is critical. Companies need tools and frameworks to accurately evaluate their current situation, identify relevant strategies and facilitate execution. Creating and Executing Breakthrough Strategy provides executives with proven techniques for skillfully developing highly differentiated strategies and action plans that take full advantage of market opportunities and build a competitive edge.

how y ou wil l b e ne f it

Professor Willie Pietersen

The program introduces you to Strategic Learning—a unique way of integrating strategic analysis, focus, alignment and execution with practical guidelines for implementing strategic directions. With the help and insight of the faculty members and your peers, you will apply your learning to an important personal case.

Faculty spotl ight Professor Pietersen brings relevant, real-world experience to his programs. He spent 20 years running large divisions of multinational businesses, including Unilever, the Seagram Company and Tropicana. In addition, he was president of Sterling Winthrop’s Consumer Health Group, a global healthcare business with offices in 55 countries. His methods and ideas—particularly Strategic Learning—are applied not only within Columbia Business School but also in numerous corporations.

• Learn to conduct a situation analysis. • Improve your ability to foresee change. • Identify deficiencies in your organization’s strategy and alignment and determine

corrective steps. • Produce a “winning proposition” that differentiates your organization. • Develop an action plan to address your challenges.

who s hould atte nd

Midlevel and senior-level executives responsible for strategic planning and its implementation, or those responsible for profit and loss, who seek to become more strategic in their thinking. f a c ul t y dir e c t or

Willie Pietersen, Professor of the Practice of Management, specializing in strategy, global competitiveness and the leadership of change The Director’s View: “Strategy is about where to lay the railroad tracks, and planning is about making the trains run on time. You can’t run a railroad without doing both of those things extremely well, but the one is not a substitute for the other.” date s

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May 16–21, 2010 September 26–October 1, 2010 September 26–October 1, 2010

us$8,850 Includes materials, all meals and single-room accommodations

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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STRATEGY PROGRAMS

Negotiation and Decision-Making Strategies As organizations stretch to meet the demands of today’s economic climate, negotiations take on ever more importance for reaching business goals. Negotiation and Decision-Making Strategies is a three-day program that allows participants the opportunity to learn to negotiate more effectively with various parties, from clients to internal constituencies, and get the most out of their negotiations.

how y ou wil l b e ne f it

Professor Robert N. Bontempo

Partici pants Say . . . “This program provides a great dose of thinking outside the box on the core importance of people and communication.” Marketing Director, Merck & Co., Inc.

The program examines each element of a negotiation, applying a framework of strategies based on psychological research. As you participate with peers in a series of increasingly difficult, real-world negotiation simulations, you will benefit from constant feedback and the refinement of new techniques. • Discover the four different communication styles and how they affect negotiations. • Learn how to avoid common decision traps. • Understand the effects of making decisions in a group. • Determine when to walk away from a negotiation. • Improve your ability to negotiate across cultures. • Strengthen your ability to manage your emotions and resolve conflicts.

“Bob Bontempo really has a passion for what he does, and that made the program extremely interesting.” Chairman, National Jockey Club

PARTICIPANT pro f i l e Geographic Location of Participants

70% North America 11% Europe 9% Asia Pacific 7% South America

who s hould atte nd

Executives at all levels seeking to enhance their negotiation skills. f a c ul t y dir e c t or

Robert N. Bontempo, Adjunct Associate Professor of Management The Director’s View: “Most people are surprised at how much they need these skills on a day-to-day basis. People expect they’ll develop skills in negotiation with vendors or over salaries. What they begin to realize is that when you’re in a meeting it’s a negotiation, a marriage is a negotiation and raising children is an extremely challenging negotiation.” date s

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April 19–21, 2010 June 28–30, 2010 November 17–19, 2010 November 17–19, 2010

us$5,250 Includes breakfast, lunch and all materials

3% Africa and Middle East

Dates, prices and locations subject to change.

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Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed


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STRATEGY PROGRAMS

Strategic Intuition: The Key to Innovation Do you believe that what works right now will work in the future? Innovation and creativity are critical to a company’s ability to survive and thrive. Exclusive to Columbia Business School and based on William Duggan’s publicly acclaimed series of books, Strategic Intuition: The Key to Innovation offers breakthrough ideas, methods and tools for generating creative ideas that are also strategic. Each participant receives a copy of Professor Duggan’s book Strategic Intuition: The Creative Spark in Human Achievement. Professor William R. Duggan

how y ou wil l b e ne f it

Faculty spotl i ght

Through an understanding of “intelligent memory,” the brain’s ongoing synthesis of a subset of elements from the huge volume it takes in and stores, you will gain insights into determining your goal and how to achieve it.

Professor Duggan has 20 years of experience as a strategy adviser and consultant. He is the author of six books, including Napoleon’s Glance: The Secret of Strategy and The Art of What Works: How Success Really Happens.

• Find out what neuroscience tells us about how creative ideas happen in practice. • Learn the four key steps that make strategic intuition occur and how to do

it better. • Acquire the Insight Matrix, a tool that allows you to apply strategic intuition to

strategic or creative problems. who s hould atte nd

Professionals participating in strategic planning, innovation or creative design at any level of any organization. This program is especially valuable for those who supervise or train others in planning and innovation. f a c ul t y dir e c t or

William R. Duggan, Associate Professor of Management and author of Strategic Intuition: The Creative Spark in Human Achievement The Director’s View: “In workshops over the past few years I have asked thousands of people, ‘When do you get your best ideas?’ And not a single person ever said, ‘In organized brainstorming sessions.’ It’s usually ‘While I’m driving,’ ‘At night’ or ‘When talking to someone about something other than what I’m working on.’ Modern science now tells us what happens in your mind at those moments, and this program takes that information and sheds light on how strategy should work for success.” date s

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June 3–4, 2010 October 4–5, 2010

us$2,650 Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

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Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed


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STRATEGY PROGRAMS

Strategic Problem Solving During stressful times when decisions are made quickly, having concrete, timetested tools to solve strategic problems is extremely beneficial. Over the years, top-tier strategy consulting firms have developed a unique set of skills that consistently help them deliver practical solutions to complex strategic issues. Strategic Problem Solving: Developing High-Impact Strategies in Today’s Economy offers you an opportunity to become more effective at analyzing and resolving strategic problems for your organization and your clients. Professor Hitendra Wadhwa

how y ou wil l b e ne f it

Partici pan ts Say . . . “Hitendra Wadhwa is an excellent teacher. Bringing framework and process into an area I perceived as more instinct and art was very helpful and enlightening.” Senior IT Manager, Pepsi Co, Inc. “An invaluable program that provides clear insights and tools for effective problem solving in any area of a business or industry.” Senior Consultant, Softtek

Besides equipping you with a formal set of tools and best practices in each of the five phases of a strategy project, the program will provide hands-on practice and realtime feedback via in-class exercises, real-life strategy cases and a dynamic exchange between participants and the instructor.  • Learn how to gain organizational buy-in for a strategic project. • Discover the appropriate approach to a strategy project. • Explore ways to identify core business issues and focus your problem-solving efforts. • Align your recommendations with the appropriate means to communicate them.

who s hould atte nd

Managers with five or more years of organizational experience. Consultants, corporate strategy and business development executives, strategic account executives, and other professionals who regularly have to grapple with strategic issues within their organization. f a c ul t y dir e c t or

Hitendra Wadhwa, Associate Professor of Professional Practice The Director’s View: “This is a very practical program that you can immediately apply to your professional life. You will learn how to walk into almost any situation and contribute in a meaningful way toward helping your organization thoroughly and systematically address a high-priority business issue.” date s

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July 12–14, 2010 November 10–12, 2010

us$4,350 Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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Finance programs

Finance and Accounting for the Nonfinancial Executive It has become more important than ever for executives to be able to identify red flags in financial statements. Every executive needs to master the language of finance and accounting, know what questions to ask and evaluate the financial implications of any business decision. Finance and Accounting for the Nonfinancial Executive provides executives with limited financial background the opportunity to gain practical understanding of financial concepts.

how y ou wil l b e ne f it

Professor Sudhakar Balachandran

PROGRAM HIG H LIGHT A unique element of the program is the financial profile: a customized financial analysis of a company of your choosing. A Columbia Business School faculty member will study the company, and then use that knowledge to guide a small group of participants through the process of analyzing their chosen firm. You may use your own company’s annual report, or the annual report of a competitor or a supplier.

The program blends broad financial principles with practical applications. You will review an organization’s financial statements with faculty consultants, enabling you to drill deeper into the intricacies of a company’s financial picture. • Understand financial statements and their relationship to your strategic decisions. • Communicate more effectively with financial managers and accountants. • Discuss the financial impact of initiatives with confidence. • Gain insight into the shareholder’s view of your business. • Master the language and tools of corporate finance and accounting.

who s hould atte nd

Midlevel to senior-level executives with five or more years of experience in corporate or divisional roles who seek a deeper understanding of finance to enhance their management and decision-making capabilities. f a c ul t y dir e c t or

Sudhakar Balachandran, Assistant Professor The Director’s View: “Today, people are asking, ‘What is the impact of Wall Street on Main Street?’ In addition to delivering the fundamentals of finance and accounting, in this program we will help participants develop a practical, concrete understanding of this impact.” date s

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April 5–9, 2010 June 21–25, 2010 September 27–October 1, 2010 December 6–10, 2010 December 6–10, 2010

us$7,950 Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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Finance programs

Value Investing Particularly in the current volatile economy, investors need to have the right approach for making sense of available data and selecting investments. Offered exclusively at Columbia Business School Executive Education and led by Professor Bruce Greenwald, Value Investing upholds the traditions of Graham and Dodd’s famous value-based theory and teaches you powerful and proven valuation techniques.

how y ou wil l b e ne f it

Professor Bruce C. Greenwald

The real-world-case-studies approach will teach you to estimate investment risk more precisely and help improve your ability to manage a value portfolio.

Participa nts Say . . .

• Learn a method of fully exploiting available data for making investments.

“Outstanding program! Combination of lecture and cases was very effective. Bruce Greenwald is excellent—very engaging with real perspectives and experiences to share. Would recommend this course to anyone interested in investing—professional or individual.” Partner, Maynard Capital Partners

• Develop a process for systematic valuation.

“In such a short period of time, you manage to get a deep approach to value investing. Bruce Greenwald is a wonderful professor.” Advisor, Bank Vontobel AG

• Strengthen your ability to evaluate your investments’ growth and risk.

who s hould atte nd

This program is appropriate for executives at all levels who want to refine their understanding of value-based investing principles for professional and personal use. f a c ul t y dir e c t or

Bruce C. Greenwald, Robert Heilbrunn Professor of Finance and Asset Management and author of Value Investing: From Graham to Buffett and Beyond The Director’s View: “It is important to remember that security trading is a zero-sum game. For every buyer there is a seller, and the future will prove one of them to have made a mistake.” date s

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June 23–24, 2010

us$5,200 Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

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www.gsb.columbia.edu/execed

Finance programs

Family Wealth Management In a volatile economy, families can benefit from a deeper understanding of the most successful money management strategy ever developed. Family Wealth Management is designed for sophisticated families that actively manage investment decisions. In partnership with the Heilbrunn Center for Graham & Dodd Investing and building on Columbia Business School’s renowned history in value investing and finance, this program is grounded in the principles of Security Analysis authors Benjamin Graham and David Dodd. Professor Bruce C. Greenwald

how y ou wil l b e ne f it

A select team of faculty and practitioners will lead you through investment examples so that you will be able to make complex wealth management decisions with greater confidence.

PROGRAM HIGHLIGHT Family Wealth Management features distinguished faculty from Columbia University and Columbia Business School. For example, the 2009 session featured Edmund S. Phelps, McVickar Professor of Political Economy and winner of the 2006 Nobel Prize in Economics.

• Learn a framework for value investing and discuss relevant case studies. • Determine an effective approach to selecting investment managers. • Learn about taxes and structural considerations related to wealth management. • Understand the value process for investing in “growth” companies. • Talk with experts about how the economic crisis relates to the future of a family portfolio. • Discuss strategic philanthropy as a means for high-impact giving. who s hould atte nd

The program is designed for sophisticated individuals and family members with complex portfolios that exceed $10 million of investable assets. Please note that the class size for this program will be limited. Participants will be carefully accepted to ensure an environment that is secure, comfortable, and ideal for learning and sharing. f a c ul t y dir e c t or

Bruce C. Greenwald, Robert Heilbrunn Professor of Finance and Asset Management and author of Value Investing: From Graham to Buffett and Beyond The Director’s View: “Leveraging Columbia’s franchise in value investing, the wealth management program teaches sophisticated investment analysis, including manager selection and risk management. It is ideal for family members who want a solid framework for thinking about wealth management for their families.” date s

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May 10–13, 2010

us$8,900 Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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Marketing programs

Strategic Pricing A company’s pricing strategy can mean the difference between survival and failure in a volatile economic climate. Strategic Pricing provides viable solutions to pricing strategy challenges during periods of collapsing demand. This two-day program demonstrates how to systematically identify practical opportunities for boosting profits through improvement in pricing. In addition, a practicing consultant offers a personal slant on real-world pricing strategies.

how y ou wil l b e ne f it

Professor Professor Noel Capon

Faculty spotl i ght Professor Capon is assisted by Hitendra Wadhwa, Associate Professor of Professional Practice, Columbia Business School; and Reed Holden, Founder, Holden Advisors. Professor Wadhwa consults to corporations on strategy and marketing and teaches executive seminars in such areas as problem solving and communication skills. Mr. Holden is the co-author, with Mark Burton, of Pricing with Confidence and The Strategy and Tactics of Pricing: A Guide to Profitable Decision Making.

PARTICIPA NT pro f i l e Average Age of Participants

The program will provide you with strategies, tools and best practices for rigorously tackling pricing issues at both the strategic and the tactical level. Included are sessions examining costing and financial analysis, segmented pricing and competitive dynamics. • Learn how to segment the market. • Establish price levels that maximize profitability. • Shape customers’ willingness to pay. • Understand which costs are relevant for pricing decisions. • Anticipate competitors’ moves and design your strategy accordingly.

who s hould atte nd

Executives who analyze, recommend or approve pricing strategies, especially those executives introducing new products, facing significant price competition or failing to achieve prices that reflect the value the products and services deliver to customers. f a c ul t y dir e c t or

Noel Capon, R. C. Kopf Professor of International Marketing and author of Total Integrated Marketing and Managing Global Accounts The Director’s View: “Many companies put lots of money into product development, advertising and sales force but give short shrift to pricing. Yet pricing can boost he bottom line because it affects the volume of sales and your margins. We give you a systematic approach to pricing and the framework for integrating that methodology.” date s

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April 12–13, 2010 September 27–28, 2010

us$2,650

Dates, prices and locations subject to change.

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Marketing programs

Managing Strategic Accounts In a world where many firms draw 80 percent of current or potential revenues from 20 percent of customers, building and maintaining a strategic account program is critical. The ways in which key accounts are identified, cultivated and nurtured can mean the difference between a successful organization and one that is trying vainly to survive. You will gain a true understanding of the opportunities available via key accounts and the ability to manage and cultivate a strategic accounts program. Professor Professor Noel Capon

how y ou wil l b e ne f it

Faculty spotl i ght Professor Capon’s book Key Account Management and Planning: The Comprehensive Handbook for Managing Your Company’s Most Important Strategic Asset is designed for senior managers who wish to develop an effective account-management plan. “This plan should function as a living document,” he writes, “that drives firm actions by providing serious competitive advantage for the firm’s key accounts.”

By the conclusion of this intensive course, you will learn key managerial techniques and approaches that top organizations use to manage and develop key accounts. Included are sessions focusing on building a strategic account portfolio and delivering value to key customers. • Understand why strategic accounts are so important to your company’s future. • Learn how to design a viable strategic account program. • Develop an understanding of how to maximize the performance of your individual

strategic accounts. • Align your company’s best practices with your strategic account program.

who s hould atte nd

Executives at all levels who understand the increasing relevance of strategic accounts to the future of their organizations. f a c ul t y dir e c t or

Noel Capon, R. C. Kopf Professor of International Marketing and author of Key Account Management and Planning and Managing Global Accounts The Director’s View: “The global nature of business has made strategic account management much more complex. Having the right strategy, organizational structure and human resources is difficult enough on a national level. It’s even more complicated when you deal with different languages, different cultures and different time zones.” date s

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April 14–15, 2010 September 29–30, 2010

us$2,650

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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Marketing programs

Strategic Marketing Management Today, capturing and delivering customer value requires a laser-effective marketing strategy. Strategic Marketing Management focuses on the nimble and adaptive processes that can help executives develop successful marketing strategy. Equipped with tools to help generate, deliver and capture customer value, participants will return to their organizations able to achieve concrete results.

how y ou wil l b e ne f it

You will apply your learning to your own company and markets through marketingplanning exercises and a personal case. The intensive curriculum and action-learning format have proven highly effective for both seasoned marketing professionals and executives with new marketing responsibilities who need to strengthen their strategicplanning and functional skills.

Professor Michel Tuan Pham

Participa nts Say . . . “For me, this was a great experience. I learned, grew and will become a better marketer. The holistic and comprehensive approach will enable me to implement my findings as soon as I get back home.” Media Director, Jobing.com “The program was not only a great forum to learn leading theories and practices, it allowed one to work with peers from other companies and business functions to apply those theories to real-life situations.” Manager, British Telecom

• Gain superior insights about your customers and competitors. • Learn rigorous templates for marketing strategy. • Improve your marketing decision making. • Determine how to price to maximize value for your company and customers. • Develop action plans that can be implemented right away.

who s hould atte nd

Executives new to marketing and marketing professionals seeking to enhance their strategic skills. f a c ul t y dir e c t or

Michel Tuan Pham, Kravis Professor of Business The Director’s View: “In today’s world you have to think beyond current customers and competitors and look ahead toward potential new ones. The globalization of the marketplace makes the strategic emphasis of our program more relevant than ever. We give you the tools and processes for developing successful strategic marketing plans and show you how they apply directly to your business.” date s

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November 8–13, 2009 June 6–11, 2010 November 7–12, 2010

us$7,850 Includes materials, all meals and single-room accommodations

Dates, prices and locations subject to change.

Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed

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Marketing programs

Customer Experience Management: The Key to Demand Generation and Customer Loyalty During difficult economic times, companies must differentiate themselves in new ways to build a solid and loyal customer base. Customer Experience Management demonstrates how to use innovative products, services, communications and the Internet to create a total experience that stands out from your competition and wins the hearts of devoted, profitable customers.

how y ou wil l b e ne f it

Professor Bernd Schmitt

PROGRAM HIGHLIGHT You will visit such retail spaces as the Apple Store, Whole Foods and the Sony Style Store, and through your observations you will begin to uncover the type of experience you want to provide to your customer. You will learn about a variety of experiences—not just retail — through lectures, discussions, planning exercises and more: for example, how to develop a simple experience platform that you can implement in products, services, communications and events.

Hands-on workshops will provide you the practical tools and knowledge to create powerful experiences for your customers and to change the culture of your organization from a product-and-sales focus to a customer-centric focus. Using New York as the classroom, you will benchmark cutting-edge environments like the Apple Store and identify the best practices behind experiences that drive customer demand. • Discover how customer experience management can add value and build

customer loyalty. • Build an experiential platform for your brand. • Examine how to create the best organizational structures and processes for

experience management. • Develop a plan for implementing experience marketing.

who s hould atte nd

Chief marketing officers and executives responsible for customer satisfaction and strategy in communications, retail outlets, Web sites and call centers. f a c ul t y dir e c t or

Bernd Schmitt, Robert D. Calkins Professor of International Business and author of Big Think Strategy The Director’s View: “The philosophy of the program is simple: learn tools to get close to customers, benchmark some of the best and have fun in the process. The unique part of the program is the focus on analysis and creativity—and using New York City as a laboratory for ideas.” date s

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December 13–15, 2010

us$5,200 Includes breakfast, lunch and all materials

Dates, prices and locations subject to change.

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Columbia Business School Executive Education • 212-854-3395 | execed@columbia.edu | www.gsb.columbia.edu/execed


New Programs

New programs are constantly being developed to reflect current — and future — business needs.

interactive, with dynamic group discussions that focus on the practical application of new concepts.

Strategic Leadership for HR Professionals Strategic Leadership for HR Professionals is designed to equip senior-level human resources specialists with the skills and knowledge necessary to participate as full partners in strategic leadership. Topics addressed in the program include strategy, leadership, marketing, finance and change management. In each session, you will learn about cuttingedge business research and best practices that will enable you to contribute to top management team discussions about the future of your organization. The program is fast-paced and

Who Should Attend Senior-level HR professionals who want to develop their capacity to develop and execute strategic plans.

Carbon Finance Strategies Proposals to create a cap-and-trade program for greenhouse gas emissions in the United States are advancing rapidly. With the new administration in favor of addressing energy efficiency standards via a carbon market, all companies need to understand future legislation and its implications for business. Carbon Finance Strategies, a collaboration between Columbia Business School Executive Education and Point Carbon, is an in-depth, three-day program developed to educate U.S. executives on this important issue. It is particularly well suited for senior and C-level executives who wish to fully understand the cap-and-trade system and be able to formulate the right strategy and action plan for their organization.

Who Should Attend Senior executives from U.S. organizations in energy-intensive industries who want to prepare for the upcoming cap-andtrade legislation and craft the appropriate strategy; and anyone in the business or financial community interested in understanding this issue.

Dates, prices and locations subject to change.

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Faculty Director Grant Ackerman, Professor of Management Dates May 17-19, 2010 M c

Tuition US$5,550

Faculty Director Geoffrey Heal, Paul Garrett Professor of Public Policy and Business Responsibility Dates To be announced April 19–21, 2010

Tuition US$5,250


Personal Leadership and Success Leadership is often approached in terms of our ability to understand and direct our external environment: people, organizations and events. Personal Leadership and Success takes the view that to succeed professionally we need to develop another dimension of leadership—the ability to understand and direct our internal environment: goals, motivations, mindsets and emotions. The program integrates recent findings in psychology, neuroscience and cognitive behavior therapy with explorations of the inner lives of great achievers. Lectures are supplemented by exercises involving introspection, self-evaluation and the application of specific

techniques to help you understand and strengthen your inner environment.

Customer Loyalty and Lifetime Value Over the last several years, market leaders have realized that financial value and competitive advantage can be created by moving from product centricity to customer centricity: building profitable relationships with the right customers instead of simply building and marketing the right products. Customer Loyalty and Lifetime Value introduces you to the key principles of customer centricity and to the best practices that have evolved rapidly in this field in recent years, such as how to assess the financial value of a customer, design effective loyalty programs and implement customer satisfaction programs that drive continuous business improvement.

Who Should Attend Managers with at least five years of professional experience engaged in general management, product management, marketing, sales, pricing, account management, CRM, customer service or other customer-interfacing roles.

Who Should Attend Midlevel and senior-level executives and managers with at least 10 years of professional experience. Faculty Director Hitendra Wadhwa, Associate Professor of Professional Practice Dates July 19–21, 2010 November 17–19, 2010

Tuition US$5,250

Faculty Director Kamel Jedidi, Professor and Chair of the Marketing Division Dates May 3–5, 2010 September 15–17, 2010

Tuition US$5,200

Columbia Business School Executive Education

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Important Program Information

Application You can register for programs online by visiting our Web site at www.gsb.columbia.edu/execed. Once your application has been reviewed, you will receive an e-mail welcoming you to the program, with a link to your invoice. Please remember that all tuition and fees must be paid before the start of the program. Admission Qualifications Successful candidates should have managerial experience and responsibilities relevant to the program’s objectives and as outlined in the “Who Should Attend” item in each program description. Language Requirements Participants must be sufficiently fluent in English (recommended TOEIC score: 750-800) to complete reading assignments and participate meaningfully in discussions and working groups. Deadlines Qualified applicants are accepted on a first-come, firstserved basis. Programs are often fully subscribed, so early registration is recommended. Cancellation Policy: Withdrawals, Transfers, Substitutions All notification of withdrawals, transfers and substitutions must be sent in writing to Columbia Business School Executive Education. Full refunds can be obtained up to 30 days before the program start date. Due to the costs incurred for program preparation and administration, any cancellations or requests for transfers or deferrals received 30 days or less from the program start are subject to penalty fees as described in the chart below. Time

Cancellation/Transfer Penalty

More than 30 days notice

0%

14 to 30 days notice

30%

Less than 14 days notice

50%

Substitutions: All participant substitutions are subject to the sole discretion of Columbia Business School Executive Education. Requests must be submitted in advance and will be reviewed on an individual basis, based on participant qualifications and lead time needed for any program pre-work. Transfers: Transfer requests must indicate the new dates and/ or new program the participant wishes to attend. Transfers are valid only within one year of the original program start date. Refunds: Any remaining balance of a cancelled program’s payment can be applied to another Columbia Business School Executive Education program within one year of the program date. After one year, the balance is non-refundable.* Full tuition is non-refundable under these conditions: 1. The registrant or substitute does not enroll in another program within one year** of the original start date, and/or 2. The registrant or substitute defers or transfers more than two times. Visas If you require a visa, you will need a B1 business visa for these programs. Note that some embassies may ask that you apply for a student visa, but because these programs are nondegree and participants are visiting the United States on business, the B1 is the appropriate visa. Columbia Business School Executive Education follows the U.S. State Department guidelines, which can be found at http://travel. state.gov/visa/questions/questions_4433.html. It is against University policy for a representative to contact the embassy directly for a participant. However, there is a standard letter that can be sent to you to present to the embassy, if needed. If you would like to request this letter, please contact execed@columbia.edu. *Columbia Business School Executive Education is not responsible for travel or related costs under any circumstances. Participants may want to consider purchasing trip cancellation insurance in the unlikely event that a program is cancelled or they cannot attend for personal or professional reasons.

**For any program with more than two iterations in an enrollment year, tuition is non-refundable after 2nd transfer.

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Spring 2010 Catalog