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Home > Open Enrolment programs > General Management and Strategy > Leading Strategies for Outstanding Performance Leading Strategies for Outstanding PerformanceWhy are some businesses more profitable than others?This executive education strategy program is tailored to bring management leadership among executives.  How do firms remain competitive in a business environment which is becoming ever more complex, more turbulent and more global? Those firms that do survive, grow, and create value for their shareholders and stakeholders are firms with a clear vision of where they want to compete, and how they want to compete. As senior managers with a global outlook, it is your responsibility not only to shape that vision, but also to turn it into business reality. This high-impact five-day program has been designed to challenge and sharpen your strategic thinking, and provide you with the latest insights, methods and tools which will help your business achieve outstanding performance. 
Language:
English
Duration:
5 days. Autumn session now full, apply for the Spring session
Format:
Location:
Jouy-en-Josas
Next Intake:
2011-04-11
Cost:
Tuition fees: € 6,250 Not including accommodation and meals. We have negotiated a special loan schedule with the BNP Paribas for HEC Paris participants. Please contact your Admissions Advisor for full details. Professional experienceParticipants typically have 15 or more years of management experience and are part of the team determining the strategic direction of their company.
Nationalities / Previous sessionWestern Europe, 51% |
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| “The particular feature of this HEC program is the combination of
professors and practitioners from across the globe. The...
Thomas Mackenbrock Vice President Corporate Development Bertelsmann AG |
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| Read testimony | |
| « This is a great program for fine-tuning your ability to really do some good strategic thinking and strategic planning. But mo...
Tom Ray Global Commercial Director Stolichnaya Brand Company |
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| Read testimony | |
Program benefits
The program will broaden your perspective on competitive strategies, help you assess the forces that shape market structures and competition on a global scale, and lead you to identify and nurture the firm's specific resources and capabilities that will yield a sustainable competitive advantage. The program will focus on three key issues:- value creation,
- competitive advantage,
- growth.
More specifically, it will enable you to:
- Obtain a clear view of the key economic and technological trends that drive the transformation of the business environment in a global context;
- Understand the emerging patterns of competition and industry dynamics, particularly in turbulent and interdependent environments;
- Acquire the set of tools necessary to analyze the competitive situation, identify the sources of competitive advantage and the core competencies needed to build sustainable competitive advantage;
- Delineate strategic options, assess alternative modes of growth and generate actionable plans.
The “Holy Grail” for organizations is sustained superior
performance. The challenge for business people is that the background
and training of different experts on the topic influences the way they
examine and interpret its source.
How choice of industry affects performance, focusing on strategy at the industry level?
What must an organization chose to be exceptionally good at?
What must leaders chose to do to create environments enabling high-performance and change?
In the real world, leaders answer these three questions. The
coordinator of the program, Professor Roger Hallowell, will help you
decipher mixed approaches and world-class examples as practiced by
leaders.
Curriculum
Day 1
The Role of the Industry
Capabilities within the Organization
Day 2
Integrating Industry and Organizational Approaches to Strategy:
Tools for Managers
Day 3
Innovation and Entrepreneurship within Organizations:
Organizational and Individual Best Practices
Day 4
Individual Choices and Best Practices: Teams and Leadership
Day 5
Implementing Strategy Requires Change: Individual, Organizational, and Industry Best Practices
Roger Hallowell, PhD, Affiliate Professor at HEC Executive Education, Academic Director of the Program.
Roger Hallowell was a Professor at Harvard Business School, where he worked from 1991 through 2003.
He is an authority on strategic initiatives with the goal of simultaneous cost reduction and quality improvement.
His career began as a banker on Wall Street and
includes two senior management positions in industry.
Professor Hallowell has authored numerous papers and written more than 60 case studies on organizations in North America, Europe, and Asia, including three HBS best-sellers.
He advises private equity firms on their investments in the service sector.
Roger Hallowell has an AB from Harvard College (1984) and an MBA and Doctorate from Harvard Business School.
Oliver Gottschalg, PhD, Professor of the Strategy Department at HEC Paris
Oliver Gottschalg serves as Academic Director of the TRIUM Global Executive MBA for HEC.
His current research focuses on the strategic logic and the performance determinants of private equity investments.
His work has been published in leading academic journals and in various publications for practitioners and was widely featured in the business press. Most recently, he served as an advisor to the European Parliament in the context of the current debate about a possible need for regulation of the Private Equity industry.
Randy White, PhD
Randy White is a principal in the Executive Development Group LLC, Greensboro, NC, and an adjunct professor at the Fuqua School of Business, Duke University.
Doctor White’s interest in where leaders come from, how they develop, and their eventual success is borne out in his writing. As co-author of Breaking the Glass Ceiling and The Future of Leadership, he has had a major impact on the way women are viewed as leaders. His book Relax, It’s Only Uncertainty (London: Financial Times, 2001) co-authored with Phil Hodgson, expands their earlier research on how leaders can be more effective by embracing rather than avoiding uncertainty.
Randy White has a critically acclaimed piece on different types of executive coaching (first published in the Consulting Psychologist). His latest works include chapters with Phil Hodgson in The Many Facets of Leadership and Leading and Managing People in the Dynamic Organization. He is currently working with Rick Gilkey of Emory University and Duke Corporate Education on a book tentatively titled From Clinician to Coach.
Randy White holds an AB from Georgetown University, an MS from Virginia Tech, and a PhD from Cornell University.
He is an authority on strategic initiatives with the goal of simultaneous cost reduction and quality improvement.
His career began as a banker on Wall Street and
includes two senior management positions in industry.
Professor Hallowell has authored numerous papers and written more than 60 case studies on organizations in North America, Europe, and Asia, including three HBS best-sellers.
He advises private equity firms on their investments in the service sector.
Roger Hallowell has an AB from Harvard College (1984) and an MBA and Doctorate from Harvard Business School.
Oliver Gottschalg, PhD, Professor of the Strategy Department at HEC Paris
Oliver Gottschalg serves as Academic Director of the TRIUM Global Executive MBA for HEC.His current research focuses on the strategic logic and the performance determinants of private equity investments.
His work has been published in leading academic journals and in various publications for practitioners and was widely featured in the business press. Most recently, he served as an advisor to the European Parliament in the context of the current debate about a possible need for regulation of the Private Equity industry.
Randy White, PhD
Randy White is a principal in the Executive Development Group LLC, Greensboro, NC, and an adjunct professor at the Fuqua School of Business, Duke University. Doctor White’s interest in where leaders come from, how they develop, and their eventual success is borne out in his writing. As co-author of Breaking the Glass Ceiling and The Future of Leadership, he has had a major impact on the way women are viewed as leaders. His book Relax, It’s Only Uncertainty (London: Financial Times, 2001) co-authored with Phil Hodgson, expands their earlier research on how leaders can be more effective by embracing rather than avoiding uncertainty.
Randy White has a critically acclaimed piece on different types of executive coaching (first published in the Consulting Psychologist). His latest works include chapters with Phil Hodgson in The Many Facets of Leadership and Leading and Managing People in the Dynamic Organization. He is currently working with Rick Gilkey of Emory University and Duke Corporate Education on a book tentatively titled From Clinician to Coach.
Randy White holds an AB from Georgetown University, an MS from Virginia Tech, and a PhD from Cornell University.
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