Cambridge Advanced Leadership Programme

Cambridge Judge Business School Executive Education

How long?

  • 3 weeks
  • in person

Cambridge Judge Business School Executive Education


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Who should attend

An ALP is only as good as the quality of its own participants. Selection for the Cambridge ALP is therefore taken very seriously, and a stringent process ensures the group of people selected is homogeneous in their objectives and experience. Each prospective candidate should complete an application form available on these webpages. A phone meeting will be set up between the Director of the ALP and each applicant. A decision on each application will be made within one week. Typical participants will be:

  • Managing directors and heads of business units. With at least two years' experience in this position and P&L responsibility, they will make up the majority of the group. They can be working within small, medium and large organisations in the public or private sector. We welcome executives from the non-profit sector.
  • Heads of corporate functions - contributors to the strategy of the organisation.
  • Individuals who have made a difference - they may be entrepreneurs, academics or individual contributors. They should be outstanding in their area and bring a different viewpoint to the group.

About the course

We will test you, challenge you, encourage you and inspire you.

This three-week general management and leadership programme (the ALP) gives seasoned senior executives the opportunity to step back and focus time on themselves in a learning environment second to none. Aside from refreshing their thinking and fine-tuning their leadership agenda, participants will grow from discussions with top faculty members from Cambridge Judge Business School and the wider University of Cambridge.

You WILL be different when you leave. Are you ready?

Why Cambridge?

Cambridge Judge Business School offers a distinctive approach born out of the University of Cambridge way.

Leading-edge research

With cutting edge academic research, delegates draw upon the latest thinking; as one would expect from one of the foremost universities in the world.

More than that, this programme draws upon the unrivalled resources of the wider University, giving participants a depth of insight and experience which is second to none.

Smaller class sizes

The University of Cambridge has always emphasised smaller class sizes for maximum interaction and focused effort between world-class faculty and world-class participants. The Business School is no exception. This makes your experience here one of unrivalled quality, relevance, intensity and challenge.

Intensity and focus

Smaller class sizes and leading-edge faculty mean focus and intensity. Your programme will may be shorter than elsewhere, but you will likely be stretched as you have never known.

Isn't that the point?

Programme structure

Three major themes span the programme, weaving discussion and debate into a coherent fabric on which participants can chart their next moves.

Making sense of turbulent times

The "straight-line" projections on which so many plans are still based have never looked so inadequate. The reverberations of the worst financial crisis since 1929 continue to re-shape economies around the world; when Jim O'Neill of Goldman Sachs coined the "BRICs" in 2003 he seemed radical, but by 2011 China's GDP grew to twice the size he predicted to become the world's second largest economy.

How will you lead your company in this new environment?

Rather than assuming "more of the same", we need new ways of thinking. A powerful starting point is to look at the fundamental drivers that underlie this new world you need to master. We propose three:

  • increasingly rapid economic and technological change
  • globalisation, which has increased inter-dependency and sharpened the divide between those that are world-class competitors and those that are not
  • an increasingly complex and inter-linked global financial system that has rendered prevailing ideas about risk largely obsolete

Because the same skills and techniques are unlikely to be effective in dealing with these forces of change, the Cambridge ALP is designed to help you make sense of these turbulent times and develop strategies that recognise the new realities.

Building organisational and personal capabilities

The relentless march of globalisation and liberalisation in world markets means increasing competition in more and more industries. Only the fittest will survive.

This environment demands leadership - it's not enough to manage an agenda set by competitors. But this kind of leadership is not only measured by market share. The value of incumbency is declining in the face of innovative new players. Today's industry leaders need to re-shape the competitive game and set rules.

Companies may not be able to do this alone. Instead they may need to catalyse the growth of an "ecosystem" of partners around them, bound together by self-interest, complementary investment and shared learning.

Being a global competitor, meanwhile, no longer just means projecting your home-country formula abroad. Global leaders must now understand specific local needs and know how to successfully confront local opponents.

The rapid pace of change is also increasing technological and market obsolescence. In order to grab new opportunities for business development, innovation is key.

But innovation is about more than new technology. Innovation starts inside - it begins with the collective mindset, people ready to tackle and take on new opportunities. Opportunities do not just exist, they need to be created. They are events which you can see before others, or that you make sense of better than others.

Leading into the future

Leadership should be viewed not only at the industry level, but also internally. To bring about change, it is essential to set clear objectives and mobilise commitment around them. It is therefore essential to encourage entrepreneurship and considered risk taking. Vested interests and inertia need to be challenged, new options created and experiments launched.

There are many styles of leadership - some leaders are charismatic, others not; some foster decentralisation, others are more in control. There is no doubt that Steve Jobs was a great leader, as was Jack Welch or Nelson Mandela. When deciding how to change the organisation you lead, you first have to consider the practical steps to take to change yourself.

The Cambridge Advanced Leadership Programme will encourage you to examine your personal management style. Is it still suited to the organisation and the changing environment? How might it need to change?

Among our discussions during the programme about what it takes to move from strategy to action, two key aspects will be given particular attention. Firstly, employee motivation. In the current economic climate employees need motivating if they are to fulfil the company's objectives. In the current economic climate, the stock options that were so often used to motivate and reward organisation members have lost their value. We need to find innovative ways of providing people with acceptable alternative incentives that will benefit both them and the company. How will you reward your high achievers? Can you provide them with sufficient motivation to sustain them through this challenging period? And for the next 10 years of their careers? What non-monetary incentives can your company offer? Do your people have voice, opportunities for personal and professional development, or the chance to participate in community-related initiatives?

Secondly, reporting systems. Most information and reporting systems were established in a different business period. They identified, measured and controlled objectives that often became obsolete. Globalisation and strategic change require new information and reporting tools.

Over the three-week period these themes are explored through a number of core sessions that address specific issues related to them. These sessions include - but will not always be limited to:

  • Ecosystem advantage
  • India - innovation and technology
  • Managing the unforeseen
  • Managing the media
  • The global economic environment
  • Management of people
  • International finance
  • Globalisation of service businesses
  • China, including business and government relations
  • Global supply chain
  • Entrepreneurship
  • Fostering and guiding innovation
  • Global leadership
  • Globalisation
  • Innovation - the Cambridge way
  • Corporate governance
  • Leading growth through M&A
  • Network and power dynamics
  • High performance teams
  • Leadership, hierarchies and teams
  • Sustainability
  • A day and a half of group and individual coaching

Occasional additional sessions may be added.


For you: We will test you, challenge you, encourage you and inspire you.

  • A refreshed leadership mindset - the red line throughout the three weeks IS leadership and cuts through the challenges and opportunities of today's senior executives
  • 'Time out' - it is not often that you have space just for yourself, without the demands of the office and family. The Cambridge ALP helps you step back and take stock of your professional and personal life.
  • Immersion in cutting edge thinking with leading thinkers, combined with magisterial experience from seasoned leaders from diverse backgrounds. The programme benefits enormously from a multidisciplinary approach to learning.
  • Networking - with other senior executives individually selected for admission. The time spent together is long enough (yet shorter than many other advanced management programmes) to help you make friends and colleagues for life, a group who can call on each other long after the programme. On completing the Cambridge Advanced Leadership Programme you will be eligible to become an associate member of Cambridge Judge Business School's global network of graduates and business-focused University of Cambridge alumni, faculty and staff.
  • An international perspective - participants and faculty come from all over the world. In the last session of the ALP, 14 nationalities were represented in the class.

For your organisation:

  • They will see you come back ready and able to make a difference; an agent of change within the organisation who can cascade your learning to your team and colleagues
  • They will see you more self-confident, fit to assume greater leadership responsibility
  • You will be better-networked for enhanced business opportunities internationally.


Dame Sandra Dawson

Non-Executive Director of: TSB (2014-); Winton Capital Management (2013-); Institute for Government (2012-); Social Science Research Council USA (2009-, Chair of Executive Committee 2014-); Trustee, American University of Sharjah (2014-); Member of the UK-India Round Table (2006-). DRS (Data Res...

Richard Dearlove

Sir Richard, who has had a successful and distinguished career in government and education, joined MI6 in 1966 undertaking various overseas postings. He was appointed Director of Personnel and Administration in 1993, going on to become Director of Operations in 1994, before being promoted to Chie...

Lord Eatwell

Professor Emeritus of Financial Policy Fellow in Financial Policy Professional experience Lord Eatwell is President of Queens' College. He is also a director of SAV Credit and an adviser to the private equity firms Warburg Pincus & Company International and Palamon Capital Partners. He has ...

Jonathan Haslam

The brief bio Jonathan Haslam was formerly Chief Communications Secretary to then Prime Minister John Major and worked in No 10 for over six years. His twenty year Government career included the Department of Trade and Industry, Home Office, and the Department of Education and Employment, where ...

Hermann Hauser

Hermann Hauser Hermann co-founded Amadeus Capital Partners in 1997 with Anne Glover and Peter Wynn. In his long and successful history as an entrepreneur and venture capitalist, Hermann has founded or co-founded companies in a wide range of technology sectors. These include Acorn Computers (where...

Dame Patricia Hodgson

Patricia Hodgson was appointed Chairman of Ofcom for a 3 year term from April 2014. She was appointed as a Member of the Ofcom Board in July 2011 and became Deputy Chairman in January 2012. She is Chairman of Ofcom’s Nominations Committee and a member of Ofcom’s Remuneration Committee and Risk ...

Jaideep Prabhu

Professor of Marketing Jawaharlal Nehru Professor of Indian Business & Enterprise Director of the Centre for India & Global Business (CIGB) Fellow of Clare College BTech (IIT Delhi), PhD (University of Southern California) Research interests International business, marketing, strateg...

Lord Wilson Of Dinton

GCB, MA, LLM Life Fellow former Master 2002-12 Richard Wilson was born in Glamorgan and educated at Radley (1956-60) and Clare College Cambridge (1961-65). He was called to the Bar but, rather than practice, entered the Civil Service as an assistant principal in the Board of Trade in 1966. He su...

David Yates

David Yates is a solicitor and a US Attorney-at-Law and holds degrees from the Universities of Oxford and Cambridge. He has held appointments in the Universities of Hull, Bristol and Manchester in the U.K. as well as continuing to hold visiting professorships at a number of overseas universities ...

Mark de Rond

Professor of Organisational Ethnography Fellow of Darwin College DPhil (University of Oxford) Research interests Studying people by living with them under similar conditions so as to better understand how they experience, and develop meaningful relations to, the world as it happens. Mark''s f...

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Cambridge Advanced Leadership Programme at Cambridge Judge Business School Executive Education

From  GBP 24 000$34,110
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Coursalytics is an independent platform to find, compare, and book executive courses. Coursalytics is not endorsed by, sponsored by, or otherwise affiliated with any business school or university.

Full disclaimer.

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