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Leading Digital Transformation

ESMT

Berlin, Germany

May 22, 2023

The Positive Leader: Deep Change and Organizational Transformation

Stephen M. Ross School of Business

Ann Arbor, Michigan, United States

December 11, 2022

Oxford Fintech Programme

Said Business School

Online

January 25, 2023

Private Equity: Investing and Creating Value

The Wharton School

Philadelphia, Pennsylvania, United States

March 12, 2023

Leading People and Teams

ESMT

Berlin, Germany

June 13, 2023

The Manchester Leadership Development Programme

Alliance Manchester Business School

Manchester, United Kingdom

February 20, 2023

Mastering Negotiations

ESMT

Berlin, Germany

November 28, 2023

Leading Strategic Growth and Change

Columbia Business School

New York, New York, United States

March 6, 2023

Advanced Human Resource Executive Program

Stephen M. Ross School of Business

Ann Arbor, Michigan, United States

March 13, 2023

Leading Digital Transformation

ESMT

Berlin, Germany

May 22, 2023

The Positive Leader: Deep Change and Organizational Transformation

Stephen M. Ross School of Business

Ann Arbor, Michigan, United States

December 11, 2022

Oxford Fintech Programme

Said Business School

Online

January 25, 2023

Private Equity: Investing and Creating Value

The Wharton School

Philadelphia, Pennsylvania, United States

March 12, 2023

Leading People and Teams

ESMT

Berlin, Germany

June 13, 2023

The Manchester Leadership Development Programme

Alliance Manchester Business School

Manchester, United Kingdom

February 20, 2023

Mastering Negotiations

ESMT

Berlin, Germany

November 28, 2023

Leading Strategic Growth and Change

Columbia Business School

New York, New York, United States

March 6, 2023

Advanced Human Resource Executive Program

Stephen M. Ross School of Business

Ann Arbor, Michigan, United States

March 13, 2023

Leading Digital Transformation

ESMT

Berlin, Germany

May 22, 2023

The Positive Leader: Deep Change and Organizational Transformation

Stephen M. Ross School of Business

Ann Arbor, Michigan, United States

December 11, 2022

Oxford Fintech Programme

Said Business School

Online

January 25, 2023

Private Equity: Investing and Creating Value

The Wharton School

Philadelphia, Pennsylvania, United States

March 12, 2023

Leading People and Teams

ESMT

Berlin, Germany

June 13, 2023

The Manchester Leadership Development Programme

Alliance Manchester Business School

Manchester, United Kingdom

February 20, 2023

Mastering Negotiations

ESMT

Berlin, Germany

November 28, 2023

Leading Strategic Growth and Change

Columbia Business School

New York, New York, United States

March 6, 2023

Advanced Human Resource Executive Program

Stephen M. Ross School of Business

Ann Arbor, Michigan, United States

March 13, 2023

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educators and expert practitioners

Helio Fred Garcia

I’ve had the good fortune of working in a world of crisis for nearly 40 years teaching it for more than 30 years. And one thing that I and my firm find when we study crises is they follow predictable patterns. There are predictable patterns of human behavior which you know from a marketing perspective, but there are also predictable patterns of organizational behavior, of stakeholder behavior when things go wrong.

Helio Fred Garcia

Adjunct Associate Professor of Professional Development and Leadership at Columbia Engineering

Antonie Knoppers

So presence I define as not only being in a moment, which, you know, the word “presence” says “has that being present” but also to authentically connect with anyone you are communicating with in order to motivate them, to inspire them, to convince them. For me leadership is all actually about influencing.
As a leader you want someone to do something, you want them to reach certain goals you have, implement a strategy. And in order to exert influence, “presence” really helps.

Antonie Knoppers

Lecturer at at Rotterdam School of Management

Massimo Massa

The common thing of all fintech innovation is the backbone of the new people. So what is the new common thing of this economy? It’s the economy of shared resources. If you think about Airbnb we share homes and if you think about Uber we share carpool. If we think about fintech we share a platform so the new economy of fintech is the economy where we try to reduce the waste of resources we believe and trust in each other and we believe in the environment. It’s an economy in which ironically technology is not the most important thing, but a trust among people is.

Massimo Massa

Professor of Finance and Co-Director of the Hoffmann Research Fund at INSEAD Business School

Shahzad Ansari

I think one of the core things over here is “Is the company innovation-ready?”, which means that “Do you have an innovation mindset?” So you just don’t launch an innovation. It should fit with your overall strategic goals. So it’s not about launching an innovation, it's about having an innovation strategy in order to accomplish the goals that you have.

Shahzad Ansari

Professor of Strategy & Innovation at Cambridge Judge Business School

Serguei Netessine

It’s a situation where a whole company is going through a change and they recognise that educating their top-management is part of the change. It’s a part of this monumental transformation of a large company.
So it’s all about experimentation. It’s all about trying new business models, failing with it, most likely. But then embracing one of the successful experiments and moving forward and trying again.

Serguei Netessine

Professor of Operations, Information and Decisions; Vice Dean, Global Initiatives at The Wharton School

Helio Fred Garcia

I’ve had the good fortune of working in a world of crisis for nearly 40 years teaching it for more than 30 years. And one thing that I and my firm find when we study crises is they follow predictable patterns. There are predictable patterns of human behavior which you know from a marketing perspective, but there are also predictable patterns of organizational behavior, of stakeholder behavior when things go wrong.

Helio Fred Garcia

Adjunct Associate Professor of Professional Development and Leadership at Columbia Engineering

Antonie Knoppers

So presence I define as not only being in a moment, which, you know, the word “presence” says “has that being present” but also to authentically connect with anyone you are communicating with in order to motivate them, to inspire them, to convince them. For me leadership is all actually about influencing.
As a leader you want someone to do something, you want them to reach certain goals you have, implement a strategy. And in order to exert influence, “presence” really helps.

Antonie Knoppers

Lecturer at at Rotterdam School of Management

Massimo Massa

The common thing of all fintech innovation is the backbone of the new people. So what is the new common thing of this economy? It’s the economy of shared resources. If you think about Airbnb we share homes and if you think about Uber we share carpool. If we think about fintech we share a platform so the new economy of fintech is the economy where we try to reduce the waste of resources we believe and trust in each other and we believe in the environment. It’s an economy in which ironically technology is not the most important thing, but a trust among people is.

Massimo Massa

Professor of Finance and Co-Director of the Hoffmann Research Fund at INSEAD Business School

Shahzad Ansari

I think one of the core things over here is “Is the company innovation-ready?”, which means that “Do you have an innovation mindset?” So you just don’t launch an innovation. It should fit with your overall strategic goals. So it’s not about launching an innovation, it's about having an innovation strategy in order to accomplish the goals that you have.

Shahzad Ansari

Professor of Strategy & Innovation at Cambridge Judge Business School

Serguei Netessine

It’s a situation where a whole company is going through a change and they recognise that educating their top-management is part of the change. It’s a part of this monumental transformation of a large company.
So it’s all about experimentation. It’s all about trying new business models, failing with it, most likely. But then embracing one of the successful experiments and moving forward and trying again.

Serguei Netessine

Professor of Operations, Information and Decisions; Vice Dean, Global Initiatives at The Wharton School

Helio Fred Garcia

I’ve had the good fortune of working in a world of crisis for nearly 40 years teaching it for more than 30 years. And one thing that I and my firm find when we study crises is they follow predictable patterns. There are predictable patterns of human behavior which you know from a marketing perspective, but there are also predictable patterns of organizational behavior, of stakeholder behavior when things go wrong.

Helio Fred Garcia

Adjunct Associate Professor of Professional Development and Leadership at Columbia Engineering

Antonie Knoppers

So presence I define as not only being in a moment, which, you know, the word “presence” says “has that being present” but also to authentically connect with anyone you are communicating with in order to motivate them, to inspire them, to convince them. For me leadership is all actually about influencing.
As a leader you want someone to do something, you want them to reach certain goals you have, implement a strategy. And in order to exert influence, “presence” really helps.

Antonie Knoppers

Lecturer at at Rotterdam School of Management

Massimo Massa

The common thing of all fintech innovation is the backbone of the new people. So what is the new common thing of this economy? It’s the economy of shared resources. If you think about Airbnb we share homes and if you think about Uber we share carpool. If we think about fintech we share a platform so the new economy of fintech is the economy where we try to reduce the waste of resources we believe and trust in each other and we believe in the environment. It’s an economy in which ironically technology is not the most important thing, but a trust among people is.

Massimo Massa

Professor of Finance and Co-Director of the Hoffmann Research Fund at INSEAD Business School

Shahzad Ansari

I think one of the core things over here is “Is the company innovation-ready?”, which means that “Do you have an innovation mindset?” So you just don’t launch an innovation. It should fit with your overall strategic goals. So it’s not about launching an innovation, it's about having an innovation strategy in order to accomplish the goals that you have.

Shahzad Ansari

Professor of Strategy & Innovation at Cambridge Judge Business School

Serguei Netessine

It’s a situation where a whole company is going through a change and they recognise that educating their top-management is part of the change. It’s a part of this monumental transformation of a large company.
So it’s all about experimentation. It’s all about trying new business models, failing with it, most likely. But then embracing one of the successful experiments and moving forward and trying again.

Serguei Netessine

Professor of Operations, Information and Decisions; Vice Dean, Global Initiatives at The Wharton School

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What prior courses
participants have to say

Talent Development Leader at a global consulting company from North America

Talent Development Leader at a global consulting company from North America

Digital Strategies for Business at Columbia Business School

«The course provided me with significant opportunities to learn and think about things differently. It gave me a broad appreciation for digital disruption and the transformation taking place across industries.»

«The course provided me with significant opportunities to learn and think about things differently. It gave me a broad appreciation for digital disruption and the transformation taking place across industries.»

Talent Development Leader at a global consulting company from North America

Not-for-profit organization leader from North America

Not-for-profit organization leader from North America

Women’s Executive Leadership Program at Berkeley

Personal leadership style evaluations from peers, employers, direct-reports, etc., provided in advance allowed the faculty to provide very tailored feedback to individuals. Extremely helpful!

Personal leadership style evaluations from peers, employers, direct-reports, etc., provided in advance allowed the faculty to provide very tailored feedback to individuals. Extremely helpful!

Not-for-profit organization leader from North America

C-level executive of a multibillion IT corporation headquartered in India

C-level executive of a multibillion IT corporation headquartered in India

Advanced Management Program at Wharton

Most of us usually stick to a single industry. I certainly did. At Wharton there were people from a very diverse set of industries. Meeting them made me realise that there is a world outside banking as well.

Most of us usually stick to a single industry. I certainly did. At Wharton there were people from a very diverse set of industries. Meeting them made me realise that there is a world outside banking as well.

C-level executive of a multibillion IT corporation headquartered in India

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