Executive Education
We collaborate with universities and leading corporations to create courses that are original, applicable, and memorable.
PROGRAMS OFFERED THROUGH HARVARD UNIVERSITY
Behavioral Economics and Decision Making (2018–present)
Neoclassical economics and behavioral economics provide two different views of how people make decisions and tradeoffs. But just as relativity supplemented but didn’t replace Newtonian physics, we show how these two views of decision-making are complementary. Everybody uses mental shortcuts without being aware of it, shortcuts that proved valuable in human evolution but that can also lead to sub-optimal outcomes today. In this course, we analyze decision-making behavior in terms of calculational complexity, chronological complexity, and competitive complexity. See more about this course by clicking here.
Applied Behavioral Economics and Decision Making
An immersive, on-campus, three-day weekend, looking at how to apply the insights of behavioral economics in driving change. Teams work on case studies on topics including healthcare, finance, and marketing. Participants also engage in role-playing simulations, focusing on helping other people get past behavioral biases that they might not be aware of, helping them to achieve their own objectives more effectively.
Agile Leadership
In today’s highly complex environment, the imperative for speed-to-market skills and strategic agility are more pressing than ever. However, most organizations continually reduce their agility by optimizing around today’s conditions, leaving less of the slack required for rapid response and resilience. In a world transformed by globalization, disruptive change, and 24×7 connectivity, agile leadership is more critical than ever. Longer planning horizons are being replaced by rapid prototyping of products, services, and business models. This program offers practical, in-depth insights into the principles of agile leadership and how to adapt them to one’s organization, developing shorter project cycles with more frequent deliverables and product updates and creating and empowering flexible and self-directed agile teams. See more about this course by clicking here.
The Consultant's Toolkit
This program explores a variety of consulting tools to teach how to diagnose organizational problems and evaluate potential solutions, while strengthening one’s leadership skills to effectively guide teams, influence stakeholders, and drive strategic change. Some of the topics covered in the program are: strategic frameworks, diagnostic tools, engagement management, and presenting to executives. Through a combination of lectures, case discussions, and interactive group exercises, this program focuses on teaching analytic techniques that can be applied in diverse settings, ranging from small and large companies to for-profit and nonprofit organizations.
See more about this course by clicking here.
Other programs offered by Harvard Business Impact
Since 2017, David has taught executive programs for Harvard Business Impact (formerly Harvard Business Publishing). Working along with Harvard Business School faculty and with corporate executives, he leads in-person workshops and online classes to leaders in industries including oil and gas, financial services, technology, and financial services. For example, with one global energy company he has delivered a leadership program to over a thousand people over the course of seven years. Programs typically include lectures, case study discussions, executive interviews, and group projects.
CUSTOM-DESIGNED EXECUTIVE PROGRAMS
Since 1992, David has worked as an executive development specialist, designing and teaching management development programs that lead to strategic realignment and effective execution. These interactive, engaging, and conceptually rigorous programs supplement the “what” of a corporate vision with the “why” of the external changes in technology, customer behavior, and competitive actions that necessitate change.
The program we create focus on the WHAT, the WHY, and the HOW of strategic change:
UNDERSTANDING THE “WHY”
Companies’ strategies need to evolve and change if any of three things is happening:
CLARIFYING THE “HOW”
Strategic change in a big organization is more likely to be successful if it is supported in three ways:
PROGRAMS OFFERED THROUGH HARVARD UNIVERSITY
Behavioral Economics and Decision Making (2018–present)
Neoclassical economics and behavioral economics provide two different views of how people make decisions and tradeoffs. But just as relativity supplemented but didn’t replace Newtonian physics, we show how these two views of decision-making are complementary. Everybody uses mental shortcuts without being aware of it, shortcuts that proved valuable in human evolution but that can also lead to sub-optimal outcomes today. In this course, we analyze decision-making behavior in terms of calculational complexity, chronological complexity, and competitive complexity. See more about this course by clicking here.
Applied Behavioral Economics and Decision Making
An immersive, on-campus, three-day weekend, looking at how to apply the insights of behavioral economics in driving change. Teams work on case studies on topics including healthcare, finance, and marketing. Participants also engage in role-playing simulations, focusing on helping other people get past behavioral biases that they might not be aware of, helping them to achieve their own objectives more effectively.
Agile Leadership
In today’s highly complex environment, the imperative for speed-to-market skills and strategic agility are more pressing than ever. However, most organizations continually reduce their agility by optimizing around today’s conditions, leaving less of the slack required for rapid response and resilience. In a world transformed by globalization, disruptive change, and 24×7 connectivity, agile leadership is more critical than ever. Longer planning horizons are being replaced by rapid prototyping of products, services, and business models. This program offers practical, in-depth insights into the principles of agile leadership and how to adapt them to one’s organization, developing shorter project cycles with more frequent deliverables and product updates and creating and empowering flexible and self-directed agile teams. See more about this course by clicking here.
The Consultant's Toolkit
This program explores a variety of consulting tools to teach how to diagnose organizational problems and evaluate potential solutions, while strengthening one’s leadership skills to effectively guide teams, influence stakeholders, and drive strategic change. Some of the topics covered in the program are: strategic frameworks, diagnostic tools, engagement management, and presenting to executives. Through a combination of lectures, case discussions, and interactive group exercises, this program focuses on teaching analytic techniques that can be applied in diverse settings, ranging from small and large companies to for-profit and nonprofit organizations.
See more about this course by clicking here.
Other programs offered by Harvard Business Impact
Since 2017, David has taught executive programs for Harvard Business Impact (formerly Harvard Business Publishing). Working along with Harvard Business School faculty and with corporate executives, he leads in-person workshops and online classes to leaders in industries including oil and gas, financial services, technology, and financial services. For example, with one global energy company he has delivered a leadership program to over a thousand people over the course of seven years. Programs typically include lectures, case study discussions, executive interviews, and group projects.
CUSTOM-DESIGNED EXECUTIVE PROGRAMS
Since 1992, David has worked as an executive development specialist, designing and teaching management development programs that lead to strategic realignment and effective execution. These interactive, engaging, and conceptually rigorous programs supplement the “what” of a corporate vision with the “why” of the external changes in technology, customer behavior, and competitive actions that necessitate change.
The program we create focus on the WHAT, the WHY, and the HOW of strategic change:
- What changes are being made to objectives, strategies, and organization structures
- Why the strategy needs to change
- How the target audience will be involved in executing the strategy and the change program
UNDERSTANDING THE “WHY”
Companies’ strategies need to evolve and change if any of three things is happening:
- Customers are changing their expectations and buying behavior
- Competitors are changing what they are selling and what markets they are targeting
- Technology is changing both product offerings and underlying cost structures
CLARIFYING THE “HOW”
Strategic change in a big organization is more likely to be successful if it is supported in three ways:
- Strategic facilitation, as key decisions get made by leadership teams
- Executive education, exposing employees to the why, the what, and the how of strategic change
- Coaching of top leaders and key change agents