Managing and Transforming Professional Service Firms – India

(January 15–18, 2014 Mumbai, India)

Faculty:
Thomas J. DeLong, Philip J. Stomberg Professor of Management Practice. Member of the Organizational Behavior Unit and the Entrepreneurial Management Unit; course head for the required MBA course on Leadership and Organizational Behavior; and faculty chair of “Managing and Transforming Professional Service Firms—India.”

Rajiv Lal, Stanley Roth, Sr. Professor of Retailing. Member of the Marketing Unit; faculty chair of the “General Management Program” and faculty cochair of “Leading Growth Through Customer Centricity—India.”

Ashish Nanda, Director of the Indian Institute of Management, Ahmedabad (IIMA).

Leading Growth Through Customer Centricity – India

(March 6–8, 2014 Mumbai, India)

Faculty:
Ranjay Gulati, Jaime and Josefina Chua Tiampo Professor of Business Administration. Head of the Organizational Behavior Unit; faculty chair of the “Advanced Management Program”; and faculty cochair of “Leading Growth Through Customer Centricity—India.”

Rajiv Lal, Stanley Roth, Sr. Professor of Retailing. Member of the Marketing Unit; faculty cochair of “Leading Growth Through Customer Centricity—India.”

Building a Global Enterprise in India

(April 28-May 1, 2014 Mumbai, India)

Faculty:
Tarun Khanna, Jorge Paulo Lemann Professor. Member of the Strategy Unit; and faculty chair of “Building a Global Enterprise in India.”

Scott A. Snook, MBA Class of 1958 Senior Lecturer of Business Administration. Member of the Organizational Behavior Unit.

Aligning and Executing Strategy – India

(May 5-8, 2014 Mumbai, India)

Faculty:
Stephen P. Bradley, William Ziegler Professor of Business Administration, Emeritus. Member of the Strategy Unit; and faculty chair of “Designing and Executing Strategy—China” and “Aligning and Executing Strategy—India.”

J. Bruce Harreld, Senior Lecturer of Business Administration. Member of the Entrepreneurial Management and the Strategy Units; and faculty chair of “Building New Businesses in Established Organizations.”

Improving Corporate Performance and Profitability – India

(May 26 – 29, 2014 Mumbai, India)

Faculty:
Paul M. Healy, James R. Williston Professor of Business Administration and Henry B. Arthur Fellow. Senior Associate Dean, Director of Research; and member of the Accounting and Management Unit.

Faculty chair of “Audit Committees in a New Era of Governance” and “Strategic Financial Analysis for Business Evaluation”; and faculty cochair of “Leadership in Financial Organizations.”

V.G. Narayanan, Thomas D. Casserly, Jr. Professor of Business Administration. Head of the Accounting and Management Unit; and faculty chair of “Compensation Committees: New Challenges, New Solutions” and “Improving Corporate Performance and Profitability—India.”

Managing Family Businesses for Generational Success – India

(June 23–26, 2014 Mumbai, India)

Faculty:
John A. Davis, Senior Lecturer of Business Administration. Member of the Entrepreneurial Management Unit; and faculty chair of “Families in Business: From Generation to Generation” and “Managing Family Businesses for Generational Success—India.”

Deepak Malhotra, Eli Goldston Professor of Business Administration. Member of the Negotiation, Organizations, and Markets Unit.

Driving Growth Through Innovation – India

(August 4–7, 2014 Mumbai, India)

Faculty:
David E. Bell, George M. Moffett Professor of Agriculture and Business. Head of the Marketing Unit; and faculty chair of the “Agribusiness Seminar” and the “Agribusiness Seminar: An Asian Offering.”

Stefan H. Thomke, William Barclay Harding Professor of Business Administration. Member of the Technology and Operations Management Unit; faculty chair of HBS Executive Education in India and “Driving Growth Through Innovation—India”; and faculty cochair of “Leading Product Innovation.”

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“The constantly changing and increasingly complex nature of competition between global and local firms requires leaders who can build organizations with the capabilities to both execute and innovate. Maximizing Your Leadership Potential—India will help individuals enhance these capabilities by focusing on the three imperatives of leadership – managing yourself, managing your network, and managing your teams. One of our key program goals is to help participant expand their repertoire of leadership skills” said Linda A. Hill, the Wallace Brett Donham Professor of Business Administration and the faculty chair of Maximizing Your Leadership Potential—India. Named a top global management thinker by Thinkers50, Hill has explored the intersection of leadership and innovation through her best-selling book, Being the Boss and her forthcoming book, Collective Genius: The Art and Practice of Leading Innovation.

Designed for executives with at least 10 years of experience and significant management responsibilities, the program is appropriate for general managers and functional executives. A diverse mix of industries, sectors, countries, and cultures creates a dynamic exchange that draws on leadership experiences from across the globe.

“Maximizing Your Leadership Potential—India, is built around highly illustrative regional and global case studies. The curriculum will allow participants to better understand the distinctions between management and leadership, develop their emotional and contextual intelligence, and prepare for leading during turbulent times. Now more than ever, it is important for organizations to invest in their talent to ensure that managers are prepared to address ambiguity and leverage change,” said Anthony J. Mayo, Thomas S. Murphy Senior Lecturer of Business Administration, Director of the Leadership Initiative, and co-author (with Dean Nitin Nohria) of three books on great business leaders including, In Their Time: The Greatest Business Leaders of the 21st Century.

The post Harvard Business School – executive education program – Maximizing Your Leadership Potential — India, Dec 4 – 7, 2013 appeared first on Education News India.

“Family-owned companies face unique challenges in India’s competitive business environment. The Managing Family Businesses for Generational Success – India program explores topics critical to family-owned companies in India such as succession, ownership control and shareholder relationships. The participants will learn to implement business practices that drive high performance, shareholder loyalty, and healthy family relationships”, John A. Davis, Senior Lecturer of Business Administration and faculty chair of Managing Family Businesses for Generational Success—India.

The program explores various avenues of a family enterprise such as designing strategies to help a family reach common goal, improve communication and relationships with family members, address conflicts and plans for future success. It will also present an opportunity for participants to maximize their strengths and minimize vulnerabilities of being a family business by exploring four key areas: dynamics of a family business system; growing, preserving and sharing of wealth; governance and succession.

“At HBS, we help companies develop the skills they need to get different points of view on the table, sort them out, and negotiate as a family around these issues. When they know what to plan for, how to resolve differences, and how to structure the rules, policies, and decision-making apparatus, then they can keep their families engaged and excited about running the business,” said Deepak Malhotra, Eli Goldston Professor of Business Administration at Harvard Business School and faculty member of Managing Family Businesses for Generational Success—India.

As with all HBS Executive Education programs, the India portfolio will be taught by members of the school’s own full-time faculty using the HBS case method. Incorporating thought-provoking lectures, case studies on local and global organizations and small-group discussions, this program will bring about a dynamic learning environment that emphasizes participation with family teams of individuals representing both genders and two generations.

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