Who should attend
- Senior finance executives with at least 10 years of work experience, at least seven years of financial management experience, and a high level of managerial responsibility within their organizations — from any size company, any industry, and any country
- Examples of appropriate functions and titles: chief financial officer, treasurer, controller, vice president of finance, and other senior-level financial positions
About the course
Guide your organization through growth with innovative CFO training that blends financial expertise, strategic thinking, and leadership skills.
Today’s global CFOs require more than just financial know-how to succeed. That’s why The Emerging CFO encourages you to think beyond finance to big-picture, organization-wide concerns.
In this comprehensive two-module program, you’ll learn how to make better strategic financial decisions, build strategic partnerships with key stakeholders, and develop a more effective leadership style. The ultimate goal: to gain the skills and confidence to lead your organization through globalization and growth.
In between and following the two on-campus modules, you’ll experience enhanced content and personal coaching with webinars, two 360° assessments, and one-on-one coaching sessions. It’s six months of intensive, empowering, and thought-provoking learning, giving you a unique opportunity to effect true change in yourself and your organization.
Keep up with emerging trends and methodologies, make better strategic financial decisions, and build key partnerships in a comprehensive program.
- Develop strategic skills in the context of financial leadership.
- Transition from information provider to strategic partner.
- Learn new techniques and methodologies related to finance, strategy, and leadership.
- Gain a greater understanding of current trends in finance.
- Improve negotiation, conflict management, and communication skills.
- Develop long-term vision and strategy frameworks.
- Assess and enhance your personal leadership style.
- Drive innovation and lead cultural change.
How do you become a strategic financial leader? How do you stay current with emerging techniques and trends? And how can you secure a key seat at the table?
The Emerging CFO delivers with a comprehensive curriculum that combines equal parts strategy, finance, and leadership, backed by one-on-one coaching.
The carefully-designed curriculum also explores emerging trends and challenges in finance, such as mergers and acquisitions, globalization, and behavioral finance. And you’ll gain a deeper understanding of the importance of aligning finance with strategy and leadership.
How do Great Companies/Leaders Happen
Most successful businesses are discovered, not planned. This fact leads many to conclude (wrongly) that such successes are just luck in action. In fact, the discovery of successful business follows a clear pattern — both among entrepreneurial companies and among established, innovative firms. What role can you play in the discovery process at your company? To address this question, we’ll talk about the characteristics that make for a great leader.
Motivating Others to Perform
As they look for more effective ways to inspire their employees to work harder and smarter, most managers rely on financial “carrots” as motivators. This session will explore alternative “psychological levers” — tools that truly motivate people to perform without calling for excess spending. Examples from successful companies that have unlocked their employees’ true potential by providing meaning in their work will also be presented and discussed.
The Challenge of Change
When companies are successful, they have all the resources and capabilities to stay on top. Yet companies are increasingly losing their competitive edge because they fail to leverage their resources to respond to threats. To avoid this “success syndrome” and adapt to change, managers must be effective at executing incremental innovation and leading revolutionary or discontinuous change — they need to be ambidextrous.
This session introduces the idea of the success syndrome and the role of leadership and culture in overcoming it. It begins with a quick review of the evidence and provides a framework that managers can use to diagnose the culture in their own organizations.
What Can We Learn From the Silicon Valley Ecosystem
In this session, we will discuss what large companies and government organizations can learn from the Silicon Valley ecosystem. Silicon Valley is a byword for innovation, yet how can a large organization located far away become more innovative? Among concepts such as “fast to fail” and “A/B testing,” we will discuss the concept of “intrapreneuship” and how its success in Silicon Valley’s large companies can be transferred elsewhere. We will also discuss the role of angel investors, venture capital funds, and intricacies of the funding process. We then consider several examples of corporate venture capital funds. We will also touch upon the history of the Silicon Valley ecosystem, especially the role of the government and regulation, as well as typical mistakes made by companies and governments trying to build their own “Silicon Valleys.”
Research Statement Professor Flynn’s research focuses on three topics of interest: (1) How employees can develop healthy patterns of cooperation; (2) How the negative impact of racial and gender stereotyping in the workplace can be mitigated; and (3) How people can emerge as leaders and assume po...
Research Statement William Barnett studies competition among organizations and how organizations and industries evolve globally. He is conducting a large-scale project that seeks to explain why and how some firms grow rapidly in globalizing markets. His prior research includes studies of how stra...
Research Statement Margaret Neale’s research focuses primarily on negotiation and team performance. Her work has extended judgment and decision-making research from cognitive psychology to the field of negotiation. In particular, she studies cognitive and social processes that produce departures ...
Research Statement Professor Rao studies collective action within organizations and in markets. His research and by implication, his teaching, revolves around scaling up mobilization, innovation, and talent in organizations. Teaching Statement Professor Rao teaches courses on Scaling up Excellenc...
Research Statement Professor Strebulaev is an expert in corporate finance, venture and angel capital, innovation financing, corporate innovation, and financial decision-making. His recent work has examined the valuation of VC-backed companies, decision making by startup investors, returns to VC i...
Research Statement Baba Shiv's research expertise is in the area of neuroeconomics, with specific emphasis on the role of neural structures related to emotion and motivation in shaping decisions and experiences. His recent work examines the interplay of the brain’s "liking" and "wanting" systems ...
Research Statement Robert Burgelman carries out longitudinal field-based research on the role of strategy in firm evolution. He has examined how companies enter into new businesses (through corporate entrepreneurship and internal corporate venturing as well as through acquisition) and leave other...
Research Interests Time, Money and Happiness The Power of Story Global Brand Building Emotions, Goals and Health The Psychology of Giving Bio Dr. Jennifer Aaker is a behavioral psychologist, author, and the General Atlantic Professor at Stanford Graduate School of Business. Her research focuses...
Research Interests Financial Intermediation and Regulation Resource Allocation and Internal Organization of Firms Performance Evaluations and Incentives Bio Amit Seru is the Steven and Roberta Denning Professor of Finance at the Stanford Graduate School of Business, a Senior Fellow at the Hoove...
Research Statement Professor O’Reilly’s research spans studies of leadership, organizational demography and diversity, culture, executive compensation and organizational innovation and change. Teaching Statement Professor O’Reilly has taught courses for MBAs and executives in organizational innov...
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Because of COVID-19, many providers are cancelling or postponing in-person programs or providing online participation options.
We are happy to help you find a suitable online alternative.