As you grow, how do you balance the need for business discipline with the desire to stay entrepreneurial? How do you handle pressure for growth from equity partners? And how do you scale management systems? These are the questions that rapidly growing companies face every day. These are the questions explored in the Executive Program for Growing Companies. It’s two intense weeks, packed with thought-provoking curriculum, real business challenges, and a focus on the strategic leadership skills needed to drive and sustain growth.
Konosuke Matsushita Professor of Management; Director of the Executive Program for Growing Companies, conducts research on the management of new enterprises, the globalization strategies of growing companies, and the performance of venture-backed entrepreneurial companies. He is actively involved in the Silicon Valley business community and serves on the boards of directors of a venture capital firm and several start-up companies.
General Atlantic Professor of Marketing
Thomas M. Siebel Professor of Business Leadership, Strategy, and Organizations; Affiliated Faculty, Woods Institute for the Environment at Stanford; Codirector of the Executive Program in Strategy and Organization
Edmund W. Littlefield Professor of Management; Executive Director of the Stanford Executive Program; Director of The Indispensable CTO: Strategic Leadership of Technology and Innovation Executive Program
Professor of Political Economy
Professor of Entrepreneurship and Accounting and Control, IESE Business School, Universidad de Navarra; Head of IESE's Department of Entrepreneurship
Thoma Professor of Operations, Information and Technology; Faculty Director, Stanford Institute for Innovation in Developing Economies (SEED); Codirector of the Value Chain Innovation Initiative; Director of the Strategies and Leadership in Supply Chains Executive Program; Graduate School of Business Trust Faculty Fellow for 2014-2015
Frank E. Buck Professor of Management; Director of the Leading Change and Organizational Renewal Executive Program
Dean Witter Distinguished Professor of Finance, Emeritus; Faculty Director of the Stanford MSx Program; Codirector of the Finance and Accounting for the Nonfinancial Executive Program
Thomas D. Dee II Professor of Organizational Behavior
Atholl McBean Professor of Organizational Behavior and Human Resources; Professor of Sociology (by courtesy), School of Humanities and Sciences; Academic Director, Stanford Innovation and Entrepreneurship Certificate; Director of the Managing Talent for Strategic Advantage Executive Program; Codirector of the Customer-Focused Innovation Executive Program
Denning Professor in Global Business and the Economy; Thomas and Barbara Stephenson Senior Fellow on Public Policy, Hoover Institution; Professor of Political Science, School of Humanities and Sciences
Sanwa Bank, Limited, Professor of Marketing; Director of the Strategic Marketing Management Executive Program; Director of The Innovative CIO Executive Program
Professor of Finance; Director of The Emerging CFO: Strategic Financial Leadership Executive Program; Dhirubhai Ambani Faculty Fellow in Entrepreneurship for 2014-2015
The Executive Program for Growing Companies will help you:
THE BUSINESS CHALLENGE EXERCISE
Before the program begins, you are encouraged to submit a growth-related strategic challenge you're facing for discussion during the program. Under the guidance of a faculty mentor, groups of participants from non-competitive industries apply their experience and new learning to propose solutions to each business challenge.
STRATEGIC LEADERSHIP OF GROWING COMPANIES IN DYNAMIC ENVIRONMENTS
This set of sessions takes the perspective of the general manager and is concerned with strategic leadership of growing companies in highly dynamic environments. The major purpose of the sessions is to sharpen your capacity for strategic thinking and to provide frameworks to help company leaders set strategic direction and lead the strategy-making process in sometimes turbulent environments.
WINNING THROUGH INNOVATION
Why do industry leaders often lose their innovative edge, and how can they retain it? Based on research and consulting over the past ten years, it appears that short-term success may actually increase the chances of long-term failure. To avoid this “success syndrome” managers must be effective at managing incremental change and leading revolutionary or discontinuous change.
The purpose of this set of sessions is to explore how managers can balance this tension and use the cultures in their organizations as a potential competitive advantage. The emphasis will be on thinking about culture as a social control system defined by norms that are linked to critical strategic objectives and can be managed through executive leadership. This session will develop a framework for diagnosing and understanding both the statics and dynamics of organizational change.
The Executive Program for Growing Companies will help you determine what's next for your growing company. It's specifically designed for:
