Executive Education

Executive Education sessions address pressing business dilemmas by presenting an organizational framework, together with practical tools and case studies, which participants use to diagnose and treat the business’s symptoms.  By applying this framework to live business challenges, you gain deeper insight into your issues, the alignment required to execute solutions and the leadership needed to mobilize your people.

The diagnostic framework I use emphasizes the interdependence between strategy (‘what?’ and ‘why?’), execution (‘how?’) and leadership (‘who?’).  This framework helps participants consider the whole organizational puzzle, rather than focus on just specific symptoms.  A deeper diagnosis results in insights that help you navigate your way through the challenges confronting you.

This approach allows between 8 and 80 people to engage in a journey that takes them from framing the problem right through to agreeing steps to dealing with it.  They work in teams applying new concepts and tools to solve the issues being tackled.  This involves the group – ranging from the senior team to all the managers in a company - in a collective conversation about the business.

So what’s distinctive about this approach?

  • A bias to action: Today’s tough market conditions don’t permit months of analysis.  Based on past experience, this approach can create the required focus and energy - among the right people - in days. 
  • Tackle the whole problem, however messy: Instead of looking at ‘strategy’, ‘process’, ‘culture’ or ‘leadership’ in isolation, the diagnostic framework lets you consider all these factors together.
  • Transfer learning while solving live dilemmas: This approach focuses on ‘real-work’ challenges.  It not only addresses the immediate issues, but also equips you to tackle them again in future.

Here are a few examples of past sessions:

  • Worked with the trading arm of a European energy company to reformulate its strategy and organizational architecture in light of the parent company’s shift from an asset-heavy utility to an agile ‘energy merchant’.  Helped the management board of the subsidiary convince its parent of the key role it could play in exploiting Europe’s evolving energy markets
  • Helped a software division shift from a traditional ‘waterfall’ model towards becoming more agile, in line with the parent company’s strategy of shifting from a traditional publisher to an ‘internet company’.  The work focused on aligning the behaviour of the leadership team, the business strategy and the organizational architecture required to execute that strategy.
  • Worked with a European software house to manage the tension between its core business of licensing proprietary software and an innovative new division that threatened the current business model.  This involved helping the firm’s top 50 executives handle the conflict inherent in balancing the competing priorities of exploiting current opportunities and exploring new ones.