Executive Development Program

Kellogg School of Management

How long?

  • 19 — 20 days
  • in person

Kellogg School of Management

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Who should attend

Attendance is limited to:

  • High-performing middle to senior management executives on a path to becoming general managers
  • Functional senior leaders who must interface with other functional areas outside of their expertise
  • Principals of small and medium firms, and entrepreneurs or owners of small companies with growth potential

Participants represent a rich diversity of disciplines, geographies and career experiences. They come from a wide variety of industries, including high-tech, manufacturing, financial services, healthcare, not-for-profit and government. More than half reside and work outside the United States. Ideal candidates have at least 10 years of experience.

About the course

Transforming to strategic leadership

The Kellogg Executive Development Program transforms organizational leaders. It equips top-performing, mid-level to senior management executives to make decisions and take strategic action based upon both traditional and innovative business practices. Participants build skills and awareness as they realize their potential for assuming and thriving in general management roles.

The Kellogg faculty has developed teaching methods and a curriculum especially for the general manager. Our first order of business? To provide the tools, conceptual frameworks and metrics you need to navigate the general manager’s world.

Become a part of the Kellogg global family. Join us to build professional and social networks that only evolve through the immersive live-in experience. Discover first hand our:

  • Dynamic and rigorous content
  • Academic and consultative faculty who live in both worlds
  • Collaborative culture
  • Personalized attention to your experience

Our emphasis on peer and faculty interaction intensifies the learning experience, promotes the informal exchange of ideas and fosters rewarding relationships that can last a lifetime.

Key Benefits

  • Broaden your understanding of the roles, responsibilities and interactions of key functional business areas to give you greater confidence in managing them.
  • Strengthen your ability to interpret and apply information from functional areas for sound, fully informed decision making.
  • Deepen your insights into effective leadership and change management in your organization.
  • Challenge yourself to explore new concepts and approaches for competing more aggressively in the global marketplace.
  • Expand your worldview with new perspectives and practical knowledge gained through collaboration with an international group of peers.

Special Features

Financial Reporting Tutorial

Work one-on-one, side-by-side with a leading Kellogg faculty expert on financial reporting to “read,” understand and interpret the meaning behind a real-world financial report of your choosing — your company’s or perhaps a competitor’s. Participants consistently rate this enlightening exercise as one of the highlights of the three-week program.

Computer Simulations

Put your new knowledge and skills to the test in a safe environment before putting them into practice. In this program, you’ll augment your classroom coursework and group study assignments with computer simulations that give you hands-on experience at applying the theory and principles you learned in actual case scenarios.

Leadership Coaching Package

If you would like to extend and deepen the impact of your EDP experience, Kellogg offers an optional leadership coaching program. Conducted during the program and after you return to your workplace, this highly personal program option complements the curriculum with advice, support and additional resources from your Kellogg coach. Onsite coaching sessions happen during the early mornings, lunchtimes or evenings. Post-program coaching takes place within a six-month period as scheduled conference calls.

Curriculum

The Kellogg faculty has developed teaching methods and a unique curriculum especially for the general manager. Our first order of business? To provide the tools, conceptual frameworks and metrics you need to navigate the general manager’s world.

The program curriculum explores the environment in which business operates, the key functional areas of management, the development and implementation of corporate and business unit strategy and the promotion of organizational learning. The faculty brings the classroom learning to life with hands-on exercises that demonstrate how a general manager applies the concepts in a holistic and integrated way.

Week 1: A strategic grounding in the fundamentals of business

  • Accounting

Demystifying financial statements and reporting enables you to ask the right questions and talk numbers with confidence. You’ll examine the workings of financial statements and the conceptual underpinnings of corporate financial reports. You’ll learn strategies for evaluating and linking earnings and cash flows to value creation, develop a clearer understanding of corporate disclosures and nondisclosures and how companies take advantage of allowable income-increasing strategies.

  • Finance

You’ll become familiar with both the frame of reference used by financial officers and the challenges they encounter. You’ll explore cash-flow analysis, capital budgeting allocation decisions and capital structure analysis as well as models for evaluating investment alternatives and the ranking of investment projects.

  • Marketing

Members of Kellogg’s world-renowned marketing faculty will share insights into how marketing is changing and how marketers must change with it. You’ll explore marketing-related challenges faced by mid- to senior-level executives and the concepts and tools required to improve operating results. This module assumes familiarity with basic marketing principles.

  • Operations

You’ll focus on the strategic role of operations in financial success, take a systemic view of organizations as collections of business flows and supply chains and identify key metrics for targeting improvement. This module also emphasizes the linkage of operational and financial flows as part of daily management and examines strategic capacity investment and operational hedging.

  • Strategy

In this module you’ll examine how to create value and profit in a competitive environment by thinking strategically about the strengths and vulnerabilities of your operating units and companies. You’ll address the nature of your markets, the competition and rivalry within them and how to maximize your core competencies to grow the top line.

Week 2-3: Enhancing your leadership capabilities

  • Team building

Featuring engaging computer simulations, this module will boost your understanding of human behavior as you practice problem-solving skills and explore an array of topics in team building, emerging leadership challenges and the value of continuous learning within your organization.

  • Cross-cultural negotiations

You’ll learn basic business negotiation skills, practical frameworks for negotiating in a globalized marketplace and new ideas and techniques from the field of dispute resolution. Although you can use what you learn here in virtually any situation, this module emphasizes negotiation within organizations and group decision making.

  • Decision making

This highly interactive module will expose you to the challenges of decision making under risk. You’ll learn the most common decision-making pitfalls, how to identify biases in others and how to design groups to be more vigilant decision makers.

  • Authentic leadership

Yesterday’s people management model of apprenticeship, command and control no longer works. Coaching others to achieve success delivers much greater impact. In this module you’ll explore your unique leadership characteristics and learn how to maximize your personal leadership identity.

  • Building social capital and leading organizational change

Learn the theory and practical implications of social capital — who you know — and how to maximize your effectiveness through the relationships you build. In a computer simulation, you’ll practice leading change by applying concepts to gain buy-in and commitment.

Experts

Mohanbir Sawhney

Prof. Sawhney is a globally recognized scholar, teacher, consultant and speaker in innovation, strategic marketing and new media. His research currently focuses on modern marketing, enterprise analytics and business innovation. Prof. Sawhney has written six management books as well as dozens of ...

Sally Blount

Sally Blount is the Michael L. Nemmers Professor of Strategy at the Kellogg School of Management at Northwestern University, where she is also a proud alumna and former dean. An internationally recognized thought leader in management and business education, Blount is a highly rated professor and ...

Thomas Hubbard

Thomas Hubbard has been a professor at Kellogg since 2005, and served as Senior Associate Dean, Strategic Initiatives from 2012-2015. Before coming to Kellogg, he was a professor at the University of Chicago GSB and the University of California, Los Angeles. During 2004-5, he was a visiting profe...

Mitchell Petersen

Mitchell Petersen is the Glen Vasel Professor of Finance. He has published widely in finance and economics. Professor Petersen's research is in the area of empirical corporate finance: the questions of how firms evaluate potential investment projects and how they fund such projects. His recent wr...

Leigh Thompson

Leigh Thompson is the J. Jay Gerber Professor of Dispute Resolution & Organizations in the Kellogg School of Management at Northwestern University. She is the director of the Kellogg Team and Group Research Center, the Kellogg Leading High Impact Teams Executive program, and co-director of th...

Gregory Carpenter

Gregory Carpenter focuses on understanding how firms create competitive advantage through marketing strategy. Based on award-winning research, his recent book, Resurgence: The Four Stages of Market-Focused Reinvention (Palgrave Macmillan, 2014), examines how firms transform their culture, regaini...

Karen Cates

Karen Cates has been teaching at the Kellogg School of Management at Northwestern University since 1994. For nine years, she taught Negotiations, Human Resource Management, and Organization Behavior courses to MBA and Executive MBA students. As a lecturer in executive programs over the past 15 ye...

Brenda Ellington Booth

Brenda Ellington Booth joined Kellogg in 1999 as an Assistant Professor of Management and Organizations and Associate Academic Director of Executive Programs. In 2007, she created the role of Academic Director of Kellogg Leadership Coaching Programs. In 2009 she was promoted to Clinical Professor...

Robert Dewar

Professor Dewar received his MS and PhD from the University of Wisconsin (Madison) in Sociology. He is a member of the American Academy of Management and has served on the editorial board of the Academy of Management Journal and the Administrative Science Quarterly. From 1980 to 1988, Professor D...

Marian Powers

Marian Powers earned her Ph.D. in accounting from the University of Illinois at Urbana. She has served on the accounting faculty of the Kellogg School of Management at Northwestern University, the University of Illinois at Chicago, and The Lake Forest Graduate School of Management. Since 1987, sh...

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Executive Development Program at Kellogg School of Management

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