AMP 166 March 30 May 27, 2004 Program Overview

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AMP 166March 30 May 27, 2004 Program Overview
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The Advanced Management Program

• Since 1943 there have been more than 18,500 AMP
  alumni.
• Today, one out of every 10 CEOs of US Fortune 500
  companies is an AMP alumnus.

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• Our goal is simple We want to challenge your
  thinking about how you view your career, your
  company, and even your country.
• We recognize that this represents a gigantic
  investment for both you and your organization.
  Our goal is to make it nothing less than the best
  investment in your career.
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• Opening words of AMP 166 by Jack Gabarro,
• AMP faculty chair

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Participants

• AMP 166
• 148 senior executives
• From more than 35 countries
• Average of 20 years of business experience
• Graduates become HBS alumni

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Participants
Participants

• Typically have a significant background in
  general management.
• Work in companies with annual revenues ranging
  from 100 million to several billion.
• Represent widely diverse industries, and come
  from countries across all continents.

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Nationalities of Participants by Geographic
Region
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Participant Profile by Industry
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CURRICULUM

• The AMP curriculum
• A 4-day finance module
• Seven core courses
• Elective sessions on negotiations, strategic IT,
  social enterprise, and international venture
  capital.

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AMP 166 - Thematic Overview
Week 1
Week 4
Week 5
Week 6
Week 7
Week 8
Week 9
Week 3
Week 2

Putting the pieces together
Financial Management
Managing Organizational Effectiveness
General Management Process Actions
General Management Nike Team Building
Key Building Blocks Accounting Finance
Financial Reporting and Control
Final Lectures Guest Classes Re-entry
Break
Electives
Leadership Special Theme Days
Marketing
Business, Government the International Economy
Competitive and Corporate Strategy


Theme Becoming an effective leader in the global
economy -- understanding functions, markets,
technologies governments



Special Days
Ethics and Values
Myers- Briggs
Managing the Environment
Governance
Restructuring/ Japan/ Europe Days/ Taking Charge
Outdoor Exercise
Leadership
Re-entry
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CURRICULUM

• Finance Module
• FOUNDATIONS OF ACCOUNTING AND FINANCE
• Basic Accounting
• Analysis of Financial Statements
• Financial Planning
• Capital Budgeting Discounted cash-flow analysis
  and the determination of relevant cash flows.

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CURRICULUM

• Core Course 1
• FINANCIAL MANAGEMENT
• WILLIAM E. FRUHAN, JR., George E. Bates
  Professorship
• Financial Forecasting
• Financial Markets
• Capital Structure and Investments
• Mergers Acquisitions
• Maximizing Shareholder Value

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CURRICULUM

• Core Course 2
• MANAGING ORGANIZATIONAL EFFECTIVENESS
• JOHN J. GABARRO, UPS Foundation Professor of
  Human Resource Management
• Organizational Alignment
• Leading Transformational Change
• Resource Management
• Organizational Competencies
• Employee Motivation and Performance

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CURRICULUM

• Core Course 3
• GENERAL MANAGEMENT PROCESSES AND ACTION
• DAVID A. GARVIN, C. Roland Christensen Professor
  of Business Administration
• Strategic Processes
• Adaptive Leadership
• Negotiation and Managerial Decision Making
• Organizational Learning
• Team Building

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CURRICULUM

• Core Course 4
• FINANCIAL REPORTING AND CONTROL
• ROBERT S. KAPLAN, Marvin Bower Professor of
  Leadership Development
• Financial Reporting, analysis, and disclosure
• Management control.
• Activity-based cost management
• Governance
• Balanced Scorecard

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CURRICULUM

• Core Course 5
• MARKETING LEADERSHIP
• JOHN A. QUELCH, Lincoln Filene Professor of
  Business Administration
• Brand Architecture, Management, and Positioning
• Brand Value
• Customer Service, Management, and Loyalty
• Competitor Differentiation

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CURRICULUM

• Core Course 6
• BUSINESS, GOVERNMENT, AND THE INTERNATIONAL
  ECONOMY
• RICHARD H.K. VIETOR, Senator John Heinz Professor
  of Environmental Management
• Country analysis
• Macro economics
• Trade flows
• Governmental policies
• Social policy
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CURRICULUM

• Core Course 7
• COMPETITIVE AND CORPORATE STRATEGY
• STEPHEN P. BRADLEY, William Ziegler Professor of
  Business Administration
• Environmental Scanning
• Corporate Strategy Development and Evaluation
• Competitive Advantage and Positioning
• Sustaining Competitive Advantage

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A Typical Day in AMP 166

• 630 a.m.
• Work out Shad Hall
• 730 a.m.
• Breakfast Kresge Hall
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• 800 845 a.m.
• Morning rotation group meetings McArthur Hall

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A Typical Day in AMP 166
845 1000 a.m. Class Financial
Reporting and Control McCollum Hall The case
focuses on the development and use of the
Balanced Scorecard following a restructuring at a
major global company.
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A Typical Day in AMP 166
  1030 1145 a.m. Class General Management
Process and Action McCollum Hall The case
focuses on RR Donnellys decision to adopt
digital printing technology, and the impact this
new business model has on the organization and
its people.
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A Typical Day in AMP 166

• 1200 100 p.m.
• Lunch McArthur Hall
• Members of the living group lunch with an AMP
  faculty member.

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A Typical Day in AMP 166

• 115 230 p.m.
• Class Managing Organizational Effectiveness
  McCollum Hall
• The case centers on the issues of leadership,
  managing change, managing growth, and
  organizational culture.
• 300 415 p.m.
• Guest speaker McCollum Hall

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A Typical Day in AMP 166

• 430 630 p.m.
• Individual case preparation/Free time
• 630 730 p.m. Dinner Kresge Hall
• 730 900 p.m.
• Continue case preparation
• 900 1100 p.m.
• Living group meetings McArthur Hall

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Living Groups

• Eight members
• Shared common area and workgroup space
• Members selected by HBS to provide broad
  diversity of industries, geographic regions, and
  functional backgrounds
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Conclusion
Takeaway Value

• At the conclusion of the program, AMP
  participants leave with the ability to
• Develop and implement effective corporate
  strategies.
• Understand and manage general management
  processes.
• Expand management focus to a global
  perspective.
• Create and sustain shareholder value.
• Understand the unique responsibilities of the
  chief executive officer.
• Anticipate and respond to the forces of change
  that are reshaping organizations and the
  competitive field.
• Recognizing individual strengths and limitations
  as leaders.

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TAKEAWAY VALUE
Takeaway Value

• AMP graduates are strategically positioned to
• Compete more effectively in a global economy
• Create a sustainable advantage
• Manage for a world of changes yet to come

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Linking the Themes of Value Creation A
Participants View
Communication, Style, Attitude, Drive, Energy,
Culture, Courage, Change
Openness, Challenge, Integrity, Innovate, Values,
Inspire, Vision, Coaching
LEADERSHIP
Competitive Positioning and Analysis Sources of
Sustainable Competitive Advantage
Tests of an Effective Strategy Corporate
Strategy
STRATEGY
Business, Government, Environment Country
Analysis Macro Economics Interest Rates C I
G (X M) Fx Inflation Savings Social Policy
Marketing Brand Management and
Positioning Brand as a Source of Value Customer
Management Competitor Differentiate Customer
Services Customer WTP Customer Loyalty
VALUE CREATION
Managing Organizational Effectiveness
General Management Processes and Actions
Financial Management
Financial Reporting and Control
Alignment to 7 Ss Competence Commitment Motivatio
n Reward Systems Resource Management

• Processes
• Decision Making
• Learning
• Managerial
• Behavioral
• Risk Management

Financial Forecasting Financial Markets Capital
Investments Mergers Acquisitions Capital
Structure Capital Cost Maximizing Shareholder
Value
Financial Reporting Disclosure Activity-Based
Cost Management Management Controls, Governance
Risk Management The Balanced Scorecard
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AMP 166March 30 May 27, 2004Harvard Business
School