Schedule-At-A-Glance

 

DAY 1 (Monday, April 28)

Values Based Leadership
Instructor:  Harry Kraemer

Values-based leaders seek to inspire and motivate, using their influence to pursue their most deeply felt goals. In this session, participants will explore the characteristics and challenges of leadership as it exists and can exist in various organizational settings. A framework of principles of centered, values-based leadership will help participants make their organizations beacons of enduring value.

Intuitive Innovation: An Introduction to Design Thinking
Instructor:  David Schonthal

Design is not just a verb – it is a way of thinking. In this interactive session, Kellogg School of Management Professor and IDEO Business Designer David Schonthal will highlight some of the fundamentals of Design Thinking and discuss how they can be applied to everything from products and services to business models. We’ll explore how we can apply these principles across a variety of industries, in small companies and large enterprises alike. You don’t need a background in design or engineering to benefit from this session – you just need a bit of curiosity and a desire to view the world through a more human-centered lens.

DAY 2 (Tuesday, April 29)

Getting Good At Getting Great
Instructor:  Craig Wortmann

As individuals, we experience bursts of learning in our lives…acquiring an MBA, joining a new company, moving to a new country or starting a family. These bursts of learning help us rapidly acquire new knowledge, skill and discipline. But how do we continue this development process during the 98% of the time we are not in burst mode? This workshop is designed to equip sales leaders with the "five things that must be true" to build a system of deliberate practice around each of their people. We call this "Getting Good At Getting Great," and it's a fast-paced, hard-hitting session that will leave you with immediately applicable tools.

Healthy Coalition Building
Instructor:  Brayden King

Good ideas don't get adopted on their own. In order to implement good ideas, we need to generate buy-in for those ideas and drive change across levels in the organization. This is why coalitions are so important. Mobilizing a core group of supporters to lend credibility to your idea and work together to overcome internal barriers helps ensure that your idea will be successfully implemented. This session discusses how to build and effectively mobilize a coalition.

DAY 3 (Wednesday, April 30)

Managing Risk
Instructor:  Mitchell Petersen

Risk is part of every investment decision made by any firm. In these sessions we will first discuss how markets and investors perceive risk. This will provide a foundation upon which we can discuss risk management. We then want you to think about why and when risk management can add value. We will thus discuss what the objective of risk management is first, and how you estimate or measure a firm’s risk exposure second. If you know what you are trying to accomplish (the objective) and where the firm currently stands (its risk exposure), then it is much easier to figure out what the firm should do to modify their risk exposure.

Leadership in 6G: Leveraging Generational Differences in the Workplace
Instructor:  Nicholas Pearce

Leadership involves understanding the needs, styles and motivations of different groups in the workforce and what it means for the future. This workshop will engage participants in peer-to-peer dialogue regarding their perspectives on generational differences, and equip leaders with interpersonal and enterprise-level strategies for more effectively attracting, retaining, and leveraging people across the generational divides to create more inclusive and sustainable organizations.

DAY 4 (Thursday, May 1)

Pulling Back the Curtain: An Insider’s View of Mergers & Acquisitions
Instructor:  Tom Turmell

Mergers and Acquisitions are an active, dynamic part of the global economy, and an important part of business value creation. The private equity industry represents a significant portion of M&A volume, and touches almost every industry, geography, and market, affecting every business landscape within which it competes. How should companies think about mergers and acquisitions and private equity? What is the difference between a strategic and a financial buyer? Can they be the same? Is private equity a force for good…..or for bad? Does M&A and private equity create jobs and provide an economic growth engine, or do they destroy quality businesses, industries, and the markets in which they compete? This conversation provides a behind the scenes view of mergers and acquisitions and the private equity industry, exploring private equity asset classes, desired M&A strategies and outcomes, how strategic buyers and private equity can affect markets, how private equity can be an effective tool for entrepreneurs seeking to grow their companies, and how strategic and private equity buyers can be an attractive exit strategy for business owners who have built sustainable enterprises.

Analyzing Customers & Markets for Competitive Strategy
Instructor:  Mohan Sawhney

Competitive strategy with sustainable advantage hinges on superior customer and market knowledge. Participants will learn the importance of customer insight through the discussion of its sources, generation process, and application. They will understand the framework for Market Opportunity Analysis (MOA), learn to assess competition, technology and opportunities, and recognize and avoid the pitfalls of market analysis. These external frameworks will be combined with exploring ways to re-think and re-imagine your internal business models and marketing approaches. Three concepts will be discussed: Uber-ization of assets (Uber example, better deployment of un or underused assets), Service-ization of products (Peloton example, the subscription is a bigger business than the product), and the Amazon-ization of channels and distribution (Amazon example of changing retail and delivery experience and expectations.) Participants will practice applying these concepts to their own competitive challenges and marketing opportunities.

DAY 5 (Friday, May 2)

Culture: The Hidden Driver of Strategy and Operations
Instructor:  Steve King

Culture is the expected behavioral norms of an organization.  Those behavioral norms can either work for or against the strategic and operational goals of the enterprise.  During this session participants will learn how to "unpack" the organization's culture and learn about levers that are available to them to build a supportive and aligned culture.  As part of this session participants will be asked (in advance) to assess their own cultural norms using a tool titled Organizational Culture Inventory [OCI].  Individual results will be debriefed during the session so the insights can be brought back to the respective organization.  

Program concludes at 12:15 p.m., followed by an optional lunch