The Emerging CFO: Strategic Financial Leadership Program
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Guide your organization through growth with innovative CFO training that blends financial expertise, strategic thinking, and leadership skills.
Strategy, finance, leadership. Experience two one-week on-campus modules filled with dynamic lectures, visits from guest speakers, a VC panel, and real business challenges.
Enhance your learning over the course of six months with webinars, two 360° assessments, and multiple personal-coaching sessions. The program is intensive, thought-provoking, and empowering.
At Stanford, we encourage you to think beyond finance to big-picture, organization-wide concerns. You’ll learn how to make better strategic financial decisions, build strategic partnerships with key stakeholders, and develop a more effective leadership style to help lead your organization through globalization and growth.
You’ll learn about 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.
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.
As innovative upstart companies transform industry after industry, many of the leading organizations of just a few years ago are now seen as laggards. For business leaders, this upheaval is especially concerning, because they often rely on the lessons of the past when making plans for the future.
This session explores the underlying reasons for the success and failure of businesses — especially those that relate to a company’s leadership team — and why some organizations are more competitive than others.
You will discuss and analyze the reasons behind your own business’s success, and learn how you can continue to develop as an effective, successful 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.”
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