Strategic Capabilities for Emerging Business Leaders

Kellogg School of Management

How long?

  • 12 days
  • online

What are the topics?

Kellogg School of Management


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Who should attend

  • Mid-level or emerging senior leaders who are preparing to move into a business leadership position
  • Functional leaders with aspirations for general management and a desire to build strategic skills across functional areas
  • Senior leaders in small- to medium-sized organizations who want to understand the broader strategic capabilities required to manage the business

About the course

As business models evolve, leaders are required to build a set of fundamental capabilities to positively impact the organization and advance their careers. With a strategic view of the business, leaders are able to make better-informed decisions and position their business or function for success.

This highly interactive live virtual program positions the high-performing emerging leader to make bold career moves by laying the foundation for general management and leadership of the broader business. Through an exploration of strategic business functions with some of Kellogg's leading faculty, you will immerse yourself in how to lead in a complex, competitive, global market – identifying opportunities and making strategic decisions and necessary trade-offs. You will learn foundational financial concepts to inform financial decisions as well as assess operational excellence by linking strategy and execution. Also, you will explore how to unleash creativity and innovation within your teams.

This is an opportunity to engage with faculty and peers through live Q&A, discussion boards, breakout groups and interactive exercises. Access to course materials is via a dedicated learning management system. Kellogg offers you an intimate experience with small class sizes to support engagement with faculty and peers.

Key Benefits

  • Broaden understanding of the strategic business to recognize complexity and trade-offs between competing functional areas
  • Create a strategic view of the business from financial analysis and operational planning to the execution required to drive business results
  • Reimagine and reinvent your business through a strategic marketing lens
  • Identify the levers required to build an effective team and culture

Program Content

Leadership Lessons in a VUCA World

  • Understand what attributes firms must develop in their leaders to contend with complexity
  • Examine several frameworks to enhance leader’s ability to successfully navigate Volatile, Uncertain, Complex and Ambiguous environments
  • Discuss how leaders shape culture and how culture can help or hinder the pace of learning

The Wisdom of Less

  • Analyze the concept of focused growth
  • Evaluate the increasing complexity and the careful selection and deployment of resources required to achieve growth
  • Work with a proven seven-step framework for developing a profitable growth strategy

Valuing Business Strategy

  • Learn to value an entire firm prior to its initial public offering
  • Examine how the market defines and correctly or incorrectly values a firm
  • Learn to use a multiples approach as an alternative to discounted cash flow

Strategic Decisions in Operations

  • Assess how operations strategy can add value by tailoring a set of core principles to a specific business setting
  • Explore a framework to formulate an operations strategy
  • Analyze, value and optimize the key decisions involved in operations strategy

Creativity & Innovation in Teams

  • Focus on how to build and lead a culture of creative collaboration
  • Discuss the conditions that need to be in place for teams to create and innovate and how managers can set the stage for optimal performance
  • Analyze the science of creativity, illustrated with demos, video clips and company applications through the management lens
  • Explore how leaders, teams and organizations can apply tools to improve their creative thinking and innovative capacity

Resurgence: Four Stages of Market-Focused Reinvention

  • Distinguish between organizations which continue to struggle through a change and others that reinvent themselves
  • Build on the lessons from an organization’s reinvention to understand what separates it from others
  • Learn how to adapt the corporate culture to thrive

Project: Design Your Own Competitor

  • Use design principles to solve complex problems that used to be the domain of traditional business consultants
  • Identify market opportunities and assess market fit
  • Think beyond the traditional models and practice how to find unconventional solutions


Diana Cordova

Diana Cordova is Clinical Professor of Executive Education; Academic Director of the Kellogg Executive Leadership Institute and Managing Director for Program Development at the Kellogg School of Management at Northwestern University. She has published widely and is a recognized expert in the area...

Sanjay Khosla

Sanjay Khosla is a Senior Fellow at the Kellogg School of Management, Northwestern University and a Senior Advisor at Boston Consulting Group. Sanjay was President, Developing Markets at Kraft Foods (now Mondelez International) from Jan 2007 to March 2013, responsible for 65,000 people in over 6...

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 Distinguished Professor of Dispute Resolution and Organizations at the Kellogg School of Management, Northwestern University. An acclaimed researcher, author, and speaker, Thompson’s research focuses on negotiation, creativity, and teamwork. Thompson’s books...

Gregory Carpenter

Gregory Carpenter focuses on understanding how firms thrive by succeeding with consumers. Based on award-winning research, his recent book, Resurgence: The Four Stages of Market-Focused Reinvention (Palgrave Macmillan, 2014), examines how firms that face serious challenges create a more customer-...

Jan Van Mieghem

Jan Albert Van Mieghem is the A. C. Buehler Professor and Professor of Operations at the Kellogg School of Management of Northwestern University. He received his Ph.D. in Business and MS in Electrical Engineering from Stanford University, and holds an electrical engineering degree from the Univer...

Bernard (Bernie) Banks

Bernard (Bernie) Banks is a noted expert on the subjects of leadership and organizational change. Currently, he is the Associate Dean for Leadership Development and a Clinical Professor of Management at Northwestern University's Kellogg School of Management. As an Associate Dean, Bernie possesses...

Naini Serohi

An attitude of Life-Long Learning, a passion for Organizational Management, a drive for Executive Education and a service-mindset for Public Service Initiatives. A professional who strongly believes in best practices in professional development and cross-sector collaborations. A multilingual and ...

Kathy Preble Bayert

As an effective senior leader with a passion for innovation and unlocking value to drive growth and help organizations effectively harness their talent, I have been recognized for developing large-scale strategic vision, new products, programs and services and for the ability to rapidly pivot, fo...

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Strategic Capabilities for Emerging Business Leaders at Kellogg School of Management

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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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