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Harvard Business School

Owner/President Management

Owner/President Management: Mastering Negotiation Strategy
Sep 8, 2019—Nov 30, 2021
18 daysModules info
Boston, Massachusetts, United States
USD 44000
USD 2444 per day

How it works

Description

Building and running a successful company can be an all-consuming challenge that leaves little time to focus on leadership and personal growth. But as your business challenges expand, so should your abilities. Delivered in three units that span 24 months over three calendar years, the Owner/President Management program is a transformative learning experience that will prepare you to take your company—and your leadership expertise—to the next level.

Key Benefits

Whether you seek a broader global perspective, a deeper understanding of competition, or greater insight into go-to-market options, the Owner/President Management program is a game changer that can help you advance your company's agenda—and your leadership growth. You will emerge from this owner management program with new confidence, an expanded entrepreneurial toolkit, and new leadership insight that will help you drive immediate and long-term success.

  • Understand the key drivers of your business
  • Position your company for long-term competitive advantage
  • Capitalize on disruptive innovation and rapid change
  • Formulate optimal financing strategies that drive growth
  • Identify and exploit opportunities locally and internationally
  • Build a rewarding and enduring network with OPM peers worldwide

What You Will Learn

Featuring three on-campus units, this owner management program is designed to expand your leadership skills, confidence, and vision—and prepare you for the new challenges ahead. Each three-week session delves into essential business fundamentals, emerging best practices, and areas of special interest to top executives and entrepreneurs.

Through a rich learning experience that includes faculty presentations, case studies, individual and group exercises, and guest speakers, you will focus on corporate growth, leadership expertise, and financial success. Self-assessment and one-on-one coaching sessions focus your learning, helping you identify your learning objectives as a business owner and balance them with your personal and professional goals.

By alternating time on campus with time applying your learning back at work, you are able to test new ideas, analyze the results, evaluate options, and then solicit input on your experiences from faculty and peers.

Key Topics

Control: balance growth, profitability, innovation, and risk

  • Measure economic performance, improve resource allocation, implement strategy, and build accountability for performance
  • Translate your business strategy into performance targets and metrics
  • Align front-line employees with strategic objectives
  • Identify and manage organizational risks
  • Create accountability systems to motivate entrepreneurship and innovation
  • Build a high-performance culture

Entrepreneurship: drive high growth while managing uncertainty and risk

  • Identify and prioritize opportunities and risks
  • Use business model analytics to turn a viable opportunity into a focused strategy
  • Experiment to refine the business model and reduce uncertainty and risk
  • Attract top talent and key resources to turn your vision into reality
  • Build the capabilities and organization to launch and scale a business

Finance: manage financial risks strategically and make better financing decisions

  • Analyze the financial strength of your business and competitors
  • Support strategy and decision-making through financial systems
  • Access new funding to grow new business lines or launch new businesses
  • Value the business to support decisions on investing, purchasing, or selling business assets
  • Leverage a variety of financing options to restructure your business
  • Harvest business value by divesting a business unit or selling the firm

Global markets: gain strategic insight into the international business environment

  • Recognize the opportunities and challenges of doing business across borders
  • Analyze country context and risk—and decide where to locate your business
  • Explore the economic, political, cultural, and social challenges facing firms that conduct business globally
  • Examine approaches for growing your company in a networked world economy

Leadership: lead and manage people in ways that effectively implement your strategy

  • Compare and contrast the leadership and talent management practices of different firms
  • Evaluate your firm's strategic positioning and ability to create and extract value
  • Assess and manage performance while giving and receiving feedback
  • Create a leadership system that supports ongoing operational excellence
  • Develop a common language across the firm and build stronger networks to share best practices

Marketing: formulate the key components of a successful marketing strategy

  • Identify market opportunities that create value for customers
  • Build effective go-to-market programs that attract and retain customers and capture value
  • Select marketing tools, including digital marketing options, to enhance profitability
  • Evaluate and adjust your firm's marketing plan and allocation of resources
  • Manage your company's two key marketing assets—customers and brands
  • Develop growth and change approaches to address the unique dynamics of your markets

Negotiations: achieve better outcomes in a wide array of negotiation environments

  • Master situations where much of the action takes place before—or after—the negotiating session
  • Deal with uncertainty, deadlock, emotions, and seeming irrationality
  • Handle complex issues due to pressure from competitors and too little power or leverage
  • Navigate multiparty environments, including parties who try to obstruct the deal or behave unethically
  • Audit your strengths and weaknesses as a negotiator and test your new skills in simulations
  • Develop practical negotiation frameworks

Operations and technology: drive performance through outstanding execution

  • Leverage your operational capabilities to sustain competitive advantage
  • Address current challenges and identify future opportunities in operations
  • Focus on the role of the leader/general manager in driving operational excellence
  • Motivate people to consistently perform extraordinary work
  • Tackle everyday challenges related to quality, availability, and service
  • Compete on customer service excellence and product innovation
  • Explain your planned investments in operations to external stakeholders

Sales: create an efficient, effective sales strategy that maximizes return on investment

  • Optimize the sales function, one of the most expensive and time-consuming aspects of your business
  • Diagnose sales issues beyond anecdotal reports from sales people
  • Link sales and other go-to-market efforts with strategic objectives
  • Understand the options and pitfalls in sales hiring, selection, and compensation
  • Master sales performance management
  • Develop and execute pricing strategies through inside and field sales efforts
  • Evaluate and respond to factors that are reshaping buying processes and selling requirements

Strategy: set and achieve long-term strategic goals

  • Recognize and fulfill your role and responsibilities as your company's chief strategist
  • Know the purpose, components, and role of strategy in building competitive advantage
  • Evaluate the factors that influence your company's ability to sustain a strategic edge
  • Assess the structure of your industry and the threats or enablers that impact profitability
  • Understand the competitive environment as well as your firm's strengths and weaknesses
  • Develop a viable business strategy that addresses both short-term and long-range goa

Who should attend

The program is designed for business owners/founders who:

  • Have at least 10 years of work experience
  • Serve as chief executive officers, chief operating officers, presidents, managing directors, or executive directors of companies
  • Are actively involved in the business and hold a significant equity stake in the firm

While the curriculum emphasizes entrepreneurial leadership, participants from venture-funded or long-established companies are also welcome to attend.

Experts

Frank Cespedes is Senior Lecturer in the Entrepreneurial Management Unit. He received his B.A. from the City College of New York, M.S. from M.I.T. and Ph.D. from Cornell University. At Harvard, he has developed and taught a variety of MBA and executive courses, led the Strategic Marketing Mana...
Ananth Raman is a professor in the Technology and Operations Management area where he has taught courses on various aspects of Operational Excellence -- supply chain management, technology and operations management, and service operations -- to MBA students and executive participants. He serves a...
Rawi Abdelal is the Herbert F. Johnson Professor of International Management at Harvard Business School and the Director of Harvard''s Davis Center for Russian and Eurasian Studies. Professor Abdelal''s primary expertise is international political economy, and his research focuses on the polit...
Dennis W. Campbell joined the faculty of the Harvard Business School in 2003. He is currently the Dwight P. Robinson Jr. Professor of Business Administration. In addition to his academic position, he also serves as the Head of the Accounting & Management unit at HBS. During his time on the fa...
Deepak Malhotra is the Eli Goldston Professor of Business Administration at the Harvard Business School. His teaching, research and advisory work is focused on negotiation, deal-making and conflict resolution. Deepak has won numerous awards for his teaching, including the HBS Faculty Award and th...
Josh Lerner is the Jacob H. Schiff Professor of Investment Banking at Harvard Business School, and head of the Entrepreneurial Management unit. He graduated from Yale College with a special divisional major that combined physics with the history of technology.  He worked for several years on issu...
Lynda M. Applegate  is the Baker Foundation Professor at HBS. She was recruited to join the HBS faculty in the mid-1980s and helped build the school’s Technology and Innovation Special Interest Group. In the mid-1990s, she helped launch the Entrepreneurial Management Unit at HBS and headed the un...
Ramon Casadesus-Masanell is the Herman C. Krannert Professor of Business Administration at the Harvard Business School. He joined HBS in 2000 where he has taught the required MBA Strategy course, an elective course on Competing Business Models, and Ph.D. courses on Strategy and Game Theory. He al...
Elie Ofek is a Professor in the Marketing unit at the Harvard Business School. Professor Ofek''s research focuses on new product strategies in technology-driven business environments as well as in consumer-oriented companies in general. He explores interactions between R&D and marketing decis...

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