SCTE Leadership Institute: Tuck Executive Education Schedule and Descriptions

Tuck


The 2017 SCTE-Tuck Executive Leadership Program calendar

 




Download schedule pdf.
Download sessions descriptions pdf

Session Descriptions

Strategy and Leadership

Faculty: Sydney Finkelstein

Session Objectives

  • Leaders need to think differently about their business

  • Leaders need to think about how to create value in new ways

  • Leaders need to think about their people the way Superbosses do

 

Developing a Strategic Mindset: Laying the Foundation

Faculty: Sydney Finkelstein Session Objectives

  • Explore what it takes to create a strategic mindset.

  • Reflect on what each participant is doing to meet these challenges.

  • Case discussion about common challenges and round-table discussion among all participants in the program about their business model, the major challenges to their company, and future plans.

 

The Strategic Communication Imperative: Connecting Strategic Vision to Implementation

Faculty: Paul Argenti Session Objectives

  • Develop a connection between strategy development and execution using strategic communication.

  • Learn how to use strategic communication to create integration.

  • Understand how to create communication strategies for personal leadership.

 

Superbosses: How Great Leaders Influence and Create Other Leaders

Faculty: Sydney Finkelstein Session Objectives

  • Consider how companies stumble, and develop ideas and systems to avoid such mistakes.

  • Leaders make strategy, and leaders make mistakes: Consider how we can learn from the experiences of others.

  • Explore how leaders can facilitate strategic innovation.

  • Lessons from "spawners of talent."

  • Creating and maintaining a leadership pipeline.

 

Using Financial Statements to Create Value

Faculty: Robert Howell

Session Objectives

  • Focus on the fundamental purpose of finance, creating value, and its basic     building blocks of cash flows and discounting.

  • Begin with simple examples of cash flows and how to value them using payback, discounted payback, net present value, and internal rate of return.

  • Explore more complex investment decisions.

  • Consider determining the current cash flows of the firm as the foundation for projecting the firm’s future cash flows.

 

Leadership, Change, and Influence

Faculty: Pino Audia Session Objectives

  • Understand how effective leaders influence others and implement change in organizations.

  • Learn ways to influence others over whom you do not have direct control —especially important in a matrix organization.

  • Explore a wide range of influence tactics and their effectiveness.

  • Identify steps each participant can take to improve his/her ability to influence others.

 

Leading in a Crisis

Faculty: Paul Argenti

Session Objectives

  • Define identity, image, and reputation.

  • Understand the opportunities and threats that develop from reputational risk.

  • Learn how to mitigate risk and measure the effectiveness of programs you put into place.

     

Collaborating Through Social Networks

Faculty: Professor Adam M. Kleinbaum Session objectives:

  • To examine the role of the leader in facilitating interactions across teams

  • To explore the role of social networks in team and organizational performance

  • To better understand your own network, its strengths, and how you might work to improve it

 

Innovation Strategy

Faculty: Ron Adner

Session Objectives

More and more, firms’ technology strategies are attempting to exploit the efforts and capabilities of others as a way of accelerating the path to profitable growth. Successfully innovating within such “ecosystems” requires a new way of thinking about the firm’s position vis-à-vis its customers, rivals, and partners. In this session, we will uncover the new set of challenges that interdependence creates and present a powerful new framework for successfully managing these challenges.

 

Leadership and Hidden Biases

Faculty:  Stacy Blake-Beard Session Objectives

  • Discuss what is meant by unconscious bias.

  • Identify sources of this phenomenon.

  • Explore the process by which unconscious bias occurs.

  • Use experiential material and participant experiences to illustrate unconscious bias.

  • Identify action steps at individual, group and organizational levels to counter unconscious bias.

  • Collaborate as a learning community to distill lessons.

  • Develop next steps that each participant can take away from the module.