Hasbro and Tuck - A New Way to Play.

A New Way to Play
Redesigning executive education for maximum impact

Author: Mark Laser
First published: 2005

Mentoring the Many Faces of Diversity

Since 1978, our guiding principle, when developing each mentoring programme, has always been: while a mentoring programme is designed for a targeted group of proteges, it is important to remember that within the group are individuals, with different backgrounds, needs, goals and dreams within a unique corporate context. The programme must be designed to accommodate those individual differences and at the same time not lose sight of satisfying corporate needs and goals. Up front planning and design - using a collaborative approach - ensures that the programme addresses everybody's diversity issues, as well as common issues.

Authors: Marilynne Miles Gray, MA, Med and William A Gray, PhD, Founding Partners of Mentoring Solutions, Victoria, BC, Canada
First published: 2002

Adding Value Through In-House Programmes

Divisione Convegni e Formazione de Il Sole 24 ORE began its activities in 1991 with the organisation of seminars for managers and professionals of private and public companies. The aim of the business was to give a quick and detailed upgrade on issues such as tax, finance, budgeting & reporting and management, with a pragmatic approach, to enable participants to transfer the newly acquired information to their daily activities. The increasing market demand has led to the development of training courses and evening classes, in-house training and a master in fiscal law.

Author:Antonella Rossi, Il sole 24 ORE, Divisione Convegni e Formazione
First published: 1999

Creating Value For Organisations Through Executive Development

The year is 1987, and British Airways is about to commit itself to a striking new approach to executive development with Lancaster University Management School (LUMS). The airline's aim is to add further momentum to its transformation from a lumbering public bureaucracy to a dynamic and profitable international business.

Author: Rick Crawley - Professorial Fellow in the Management Development Division, Lancaster University Management School
First published: 1999

How Educational Initiatives Are Aligned With Business Objectives

The call came in cold. A conference planner was asked by the president of a newly formed company within a global corporation to contact Columbia Business School to determine if we had interest in a partnership with the company in the delivery of their first Business Conference. I use the word partnership; they used the word 'work.'

Author: William Klepper - Academic Director, Executive Education, Columbia Business School
First published: 1999

Measuring Value In Open Enrolment Executive Education Programmes

The University of Chicago is perhaps the school most closely aligned with the concept of rational markets and tracking trends within those markets. We firmly believe that the market for executive education is a rational market, where all actors attempt to maximize value. The recognition of knowledge as an essential competitive asset is quickly moving beyond a trend to be a universally accepted business principle. In the Graduate School of Business Executive Education we are using qualitative research to assess the impact and value of executive programmes, which we believe to be a critical tool in the pursuit of building knowledge capital. In this article, we address this issue in the specific area of open enrolment programmes, where the measurement of value is particularly elusive. We conclude with some practical recommendations for increasing the value added in open enrolment executive programmes.

Author:Michael Malfekis and Judy Mannetter, University of Chicago Graduate School of Business
First published: 1999

New Options For Developing International Leadership

A new research report¹ claims that long-term expatriate assignments - the conventional route to international development - are in decline. Instead, organisations are turning to new approaches to help them recruit, develop and retain an international management cadre.

Author: Andrew Constable - Director of International Development and Open Programmes, Roffey Park Management Institute
First published: 1999

PPM Worldwide: Creating A Global Business

Prudential Portfolio Managers (PPM) is the investment arm of Prudential Corporation, the UK's largest life insurance company established in 1848. With over £130 billion of assets under management, PPM is one of the largest companies of its kind in the UK. Its principal customer (about 70 per cent of its business) is internal: the Prudential's massive with-profits fund. External customers are mainly the trustees of corporate occupational pension funds who mandate PPM to manage their assets.

Author: Robert Dick, City University Business School
First published: 1999