Executive MBA Courses that I Teach

Organizational Design
Course Syllabus
This course is concerned with building high performance systems to deal with the number one problem facing organizations worldwide-- how to be more competitive in a global marketplace. It focuses on organizational level concepts such as organizational design and organizational culture. This course reflects a dual focus on practice and theory: requirements combine substantial reading, analysis, and assignments with opportunities to apply basic concepts and analytic approaches to a series of actual business and other organizations. The course focuses on problem diagnosis and problem solving around the major challenge managers face -- how do you build high performance organizations? Specifically, the course will help the manager better understand: The behavior OF organizations which includes how to better design organization units so that they are more productive.

Executive Education Programs in which I Teach

Creating and Managing Strategic Alliances

Increasingly, corporations are developing cooperative inter-organizational relationships with other organizations as part of their overall strategies. This has come as a response to a variety of environmental shifts such as globalization of markets, rapid shifts in technologies, and shortened product life cycles. The concept of "competition" is being supplanted by a concept of "competition and cooperation" reflected in the breaking down of internal boundaries and the blurring of external boundaries.

In this course we will explore this new network corporation and examine why, in today's competition based on time, flexibility, and learning, it is superior to traditional ways of organizing. How are managers going to operate effectively in such a world of shifting boundaries between countries, industries, companies, and functions within companies? A world in which the sheer pace and extent of change itself creates complexity and requires the management of multiple projects spanning traditional firm boundaries. To be a leader in this context involves both business and cultural skills. New managerial sensibilities are required to work across boundaries -- leveraging resources not directly controlled; or managing people representing diverse technical perspectives, employment terms, countries, and cultural assumptions. New organizational policies are required to function effectively in such a context.
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Global Supply Chain Management

In an age of rising customer expectations and declining product life cycles, companies must do everything better. Developments in information systems and communication technologies have created opportunities for revolutionizing manufacturing and logistics, and made increased efficiency in designing, operating, and managing supply chains critical for success

During this program, a cross-functional faculty team from academia and industry will review state-of-the-art planning models and practical tools for supply chain management and multi-plant coordination. Sessions will focus on effective logistics strategies for companies operating in several countries and on the integration of supply chain components into a coordinated system to increase service levels and reduce costs. Discussions will cover the impact of e-commerce on supply chain management, how to identify e-business opportunities in supply chains, and methods for successfully integrating e-business into existing frameworks. The program will also explore how collaboration can be successfully incorporated into supply chain relationships.
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Executive Development Program

The Executive Development Program prepares middle-management executives to become more effective leaders and change agents in their organizations. Our program shows you how to compete and succeed using strategic thinking to establish appropriate goals for your unit, and leadership skills to manage at the interface of key functions to get results.

Rigorous learning, accessible faculty, an incomparable culture of teamwork and cooperation, and outstanding networking opportunities are all hallmarks of the Kellogg experience.

Here at the Kellogg School, we focus on results. We offer you theory-driven knowledge and concrete strategies for achieving the best outcomes. We designed our program to meet the needs of a wide range of industries, and we measure our success in your improved performance when you return to your organization.

EDP sharpens your skills with an intensive analysis of each of the functional areas of business so that you will make confident, well-informed decisions as managers. This three-week residential program challenges you with fresh ideas, and it enables you to build greater perspective as you exchange best practices and build friendships with a network of colleagues from around the world.
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Managing Strategic Alliances and Acquisitions

In these turbulent times of global competition and industry structural change brought about by de-regulation and technological shifts, firms are looking beyond their own boundaries to access resources and capabilities. A record number of alliances and acquisitions are making headlines and prompting questions about which ones will ultimately create value and which ones will end up destroying it.

Acquisitions are frequent across all industries. These transactions create new opportunities for managers to create competitive advantage. They also can create great disadvantage if managers do not develop and adhere to a highly disciplined strategy of adding value from day one and implementing a plan for future growth.

Acquisitions and alliances bring with them stress for the organizations and their employees. They affect the jobs of all concerned, not just senior management. With the likelihood that employees will experience at least one alliance or acquisition during their work life, top managers need to equip themselves with alliance and/or acquisition negotiation skills and post alliance and/or acquisition management skills.

In this program, we provide a set of tools for superior strategic analysis to identify and manage such transactions effectively. We also develop negotiation skills, and then explore how firms manage the organizational challenges of these transactions. We conclude by articulating the key elements of alliance and acquisition management capability.

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