Designing Custom Executive Education Programs Charlotte F Hughes

Designing Custom Executive Education Programs Charlotte F. Hughes Global Talent Development Consultant Kimberly-Clark February 29, 2012

About the Presenter • Global Talent Development Practitioner • 15+ years Experience in Fortune 500 Companies • Client Focused Strategic Partner • Executive Development Best Practices Charlotte Hughes, HCS Hughes. Charlotte. F@aol. com www. charlottefhughes. com

Objectives By the end of this session you will be able to: • Align custom executive education to reach business goals • Establish collaborative and effective partnerships • Use a strategic framework for developing custom executive education programs

Agenda • • • Custom Executive Education Overview Buyer-Seller Relationship Building Effective Partnerships Custom Program Design Process Custom Executive Education Resources Q&A

Custom Executive Education Overview Value of University Partnerships • • • Research Based Solutions Real World Applications Proven Thought Leadership Expert Faculty Innovative Instructional Design

Custom Executive Education Overview Open Enrollment ü ü ü Solve Business Problems Support Strategy Execution Drive Strategic Change Individuals Standard Content Custom Programs ü ü ü Solve Business Problems Support Strategy Execution Drive Strategic Change Group Tailored or Original Content

Custom Executive Education Overview Popularity of Custom Programs Types of Programs Invested in Select all that apply: 46% Other was “distance learning” “Interbrand Revealing the Voice of the Client” Report UNICON, 2011

Custom Executive Education Overview Custom Client Needs Are Evolving From • • • General Management Corporate University Instructor-Led Program Classroom Event End of Program Evaluation To • • • Company Specific Issues Learning Environment Multiple Learning Methods Integrated Learning Platform Measure Transfer of Learning “Investigating Our Custom Clients’ Evolving Needs” Report UNICON, 2009

Custom Executive Education Overview “ 12 Requirements for Effective Custom Programs” Dan Mc. Gurrin, Director of Executive Programs 1. 2. 3. Top Management Sponsorship Alignment with Company Strategies Competency - based with link to Performance Assessment and Measures of Desired Behaviors 4. Integrated with other Leadership Development Processes 5. Effective Participant Selection Process 6. Open Dialogue with Top Management During the Program 7. Participant’s bosses fully engaged 8. Adult Learning Methods 9. Multi-rater Feedback and Coaching 10. Assessment of Program Impact 11. Learning as a Process, not an Event 12. Supportive Work Environment

Buyer - Seller Relationship Partnership Drives Buyer Demand Buyers are looking for…. . • Openness & flexibility • Seller connected to buyer’s needs • Co-creation - buyer involvement • Continuity of relationship “Interbrand Revealing the Voice of the Client“ Report UNICON, 2011

Buyer - Seller Relationship Partnership as a Value Proposition Sellers are looking to…. . • Demonstrate knowledge of the business • Measure effectiveness and ROI • Prove capacity to co-create at all levels • Express sensitivity to intellectual property “Interbrand Revealing the Voice of the Client“ Report UNICON, 2011

Buyer - Seller Relationship Partnership as a Value Proposition Learning Partner Model Change acceleration Specific tailored learning inputs for adapting to change – partnership programs. Idea generation Our commitment to develop new knowledge research based discovery projects. Learning Partnership Perspectives broadening Broad, general learning inputs; current approaches to change – open programs. Ongoing learning development To continuously improve knowledge development in management thinking and practice – workshops, discovery events, benchmarking. “Thought Leadership Meets Business: How Business Schools Can Become More Successful”, Peter Lorange

Building Effective Custom Partnerships 10 Strategies for Building Trusted Client Partnerships

Building Effective Custom Partnerships 5 Seller Strategies - Individual 1. 2. 3. 4. 5. Become an agenda setter Develop relationship capital Engage new clients Institutionalize and grow Add multiple levels of value “All For One” Andrew Sobel, 2009

Building Effective Custom Partnerships Seller Strategy - Individual Develop Relationship Capital Former Current Prospective Identify Your Relationship Hubs Colleagues Clients Collaborators Counselors Catalysts “All For One” Andrew Sobel, 2009

Building Effective Custom Partnerships Seller Strategy - Individual Adding Multiple Layers of Value Foundations of Value Factors that Influence a Client’s Perception of Value 1. Profit and Loss Impact 2. Risk Reduction 3. Perceived Substitute 4. Difficulty 5. Personal Impact 6. Organizational Improvement or Knowledge Transfer “All For One” Andrew Sobel, 2009

Building Effective Custom Partnerships Seller Strategy - Individual Add Multiple Layers of Value Technology Leverage The Value Levers Relationship Leverage Organizational Leverage Client Value Institutional and Personal Tangible and Intangible Innovation Leverage Market Leverage Network Leverage “All For One” Andrew Sobel, 2009

Building Effective Custom Partnerships 5 Seller Strategies - Firm (Business School) 1. 2. 3. 4. 5. Target the right clients Build a client relationship pipeline Promote collaboration Systematic client listening Create a unique customer experience

Custom Executive Education Framework Custom Executive Education Business Goals • Revenue Growth Leadership Strategy • Leadership Culture • Operating Margin • Leadership Pipeline • Asset Efficiency • Succession Management • Strategic Expectations • Leadership Retention • Define successful executive performance and identify the capabilities needed to achieve it • Measure executive capabilities and gaps • Develop executive capabilities needed to be successful, now and in the future Define Measure Develop § Strategic Performance Modeling § Leadership Competency Model Measure § Leadership Assessments Develop § Formal Executive Education § Coaching and Mentoring § Action Learning § Simulations § Social Learning Achieve Business Results • Evaluate the impact • Adjust/realign

Custom Executive Education Framework “We need to build our leadership bench strength within our culture!” “We are looking to drive profitable growth our way!” “Our senior executives are challenged by globalization. ”

Custom Executive Education Framework Define • Strategic Performance Modeling • Leadership Competency Model Define successful executive performance and identify the capabilities needed to achieve it

Custom Executive Education Framework Measure § Leadership Assessments § Multi-Rater Feedback Measure executive capabilities and gaps

Custom Program Design Process Needs Assessment Program Development Delivery Program Evaluation

Custom Program Design Process Step 1. Needs Assessment • Business issues • Desired program outcome • Interview program participants • Determine degree of customization • Program timeline and logistics

Custom Program Design Process Step 2. Program Development • Letter of Agreement • Select faculty and form design team • Adult Learning theories and practices • Customization of curriculum • Pilot Evaluation - Optional

Custom Program Design Process Step 2. Program Development Effective Adult Learning Activities • Knowledge/Skills: (lecture, reading, cases, frameworks, etc. ) • Personal/Social: (experience exchange, group discussions, coaching, etc. ) • Action Based: (simulations, role-plays, games, projects, etc. ) “Mastering Executive Education: How to Combine Content with Context and Emotion” IMD Guide

Custom Program Design Process Step 2. Program Development Blended Learning Methods • Online Communities and Networks • Web/mobile content delivery • Action Learning • Coaching and Mentoring • Learning Expeditions • Webcast Lectures • Simulations/Games Outside of Class “Breaking the Mold on Blended Learning” Report UNICON, 2011

Custom Program Design Process Step 3. Delivery • Program Management • Delivery Location and Venue • Participant Amenities • Maintain Learner Motivation

Custom Program Design Process Step 4. Program Evaluation • Pilot evaluation • Program participant feedback • Proven evaluation methods • After Action Review (AAR)

Custom Program Design Process Step 4. Program Evaluation Evaluating the ROI of Executive Education Study • University of Chicago - Booth • Study of custom program for Raytheon • Evaluation Framework - Reaction: Did the participants like the program? - Learning: Did participants change their attitude, knowledge, or skills? - Transfer: Did participants change their behavior? - Results: Did participants become more productive? “Evaluating the ROI for Executive Education” Study, 2011

Custom Program Design Process Needs Assessment Program Development Delivery Program Evaluation

Custom Executive Education Resources • International Executive Development Programmes (IEDP) • International University Consortium For Executive Education (UNICON) • Financial Times Annual Executive Education Rankings

Custom Executive Education Resources 2011 Global Rankings - Top 20 Custom Programs 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Duke Corporate Education HEC Paris Fundacoa Dom Cabral Harvard Business School Esade Business School IMD IESE Business School Boston University INSEAD Center for Creative Leadership 11. 12. 13. 14. 15. 16. 17. 19. 20. University of PA Wharton Cranfield School of Management Ipade Essec Business School Babson Executive Education University of NC Kenan-Flagler Columbia Business School Tie Score University of Oxford Said IE Business School Ashridge

Custom Executive Education Resources 2011 Other Leading Custom Programs - U. S. A. • Thunderbird School of Global Management • University of Chicago Booth • Wisconsin School of Business • Kelley Executive Partners at Indiana University • University of Virginia Darden • Northwestern University Kellogg • Stanford Graduate School of Business • UCLA Anderson • University of Michigan Ross • University of Texas Mc. Combs • MIT Sloan

Custom Executive Education Framework Custom Executive Education Business Goals • Revenue Growth Leadership Strategy • Leadership Culture • Operating Margin • Leadership Pipeline • Asset Efficiency • Succession Management • Strategic Expectations • Leadership Retention • Define successful executive performance and identify the capabilities needed to achieve it • Measure executive capabilities & gaps • Develop executive capabilities needed to be successful, now and in the future Define Measure Develop § Strategic Performance Modeling § Leadership Competency Model Measure § Leadership Assessments Develop § Formal Executive Education § Coaching and Mentoring § Action Learning § Simulations § Social Learning Achieve Business Results • Evaluate the impact • Adjust/realign

Resources & References The following professionals were consulted regarding this presentation content: Dan Mc. Gurrin, Director of Executive Programs - Poole College of Management, NC State University Susan Smith, Director, Custom Programs - Terry College of Business, University of Georgia Dan Stotz, Senior Director, Executive Education - Robinson College of Business, Georgia State University References All For One: 10 Strategies for Building Trusted Client Partnerships, Andrew Sobel Mastering Executive Education: How to Combine Content with Context and Emotion, The IMD Guide The Future of Leadership Development: Corporate Needs and the Role of Business Schools, IESE Business Collection Executive Education: The Role of Business Schools Research Report, Bersin & Associates http: //www. bersin. com/ UNICON Research Reports http: //uniconexed. org/ “Investigating Our Custom Clients’ Evolving Needs”, Marie Eiter, 2009 “INTERBRAND Revealing the Voice of the Client”, 2011 “Breaking the Mold on Blended Learning”, Marie Eiter & Toby Woll, 2011 International Executive Development Programs (IEDP) http: //www. iedp. com/ Evaluating the ROI of Executive Education Study http: //booth. chicagoexec. net/programs/custom 2011. aspx