Businesses today are operating in an increasingly complex and competitive global environment. Today’s leaders are expected to rise above their roles and tackle challenges head-on, achieve profitability, make consensus, rally their team towards excellence, stay ahead of the trends in their industry, and embrace uncertainty. The new kind of leadership is about balancing profits with purpose.
The ISB-Kellogg Global Advanced Management Programme (GAMP) has been specifically designed and tailored to the unique needs of senior management. Bringing together two world-class business schools from two dynamic nations – the USA, a post-industrial economy, and India, a rapidly emerging superpower – gives global leaders a stimulating learning experience like no other.
In a volatile business landscape, leaders need to be ready with dynamic strategies to not only cope with but also capitalise on the opportunities presented by unpredictable scenarios. The top management of large global businesses need to equip themselves and their organisations with cutting-edge tools, competencies, and frameworks that deliver transformative results. As the face of the organisation, global leaders are responsible for elevating its brand equity, attracting investments and deals that deliver exponential value to all its stakeholders.
Phase I of the programme at Indian School of Business aims to prepare senior executives to shoulder comprehensive responsibilities of being a strategist, technologist, communicator, thinker, doer, all at once.
Customer-centricity, data analytics, driven by digital disruption is the driving force in how organisations do business, develop solutions, and will move towards a ‘Bold Future’. This ‘Bold Future’ will need bold leadership driven by industry experts, skilled in creating innovative solutions and able to assist their organisations in driving and sustaining change. Human ingenuity along with data-driven decisions will result in breakthrough business outcomes. However, simply following a skills-based approach will not be enough; the next era leader will need to be a deeply human and a highly strategic leader, who knows how to collaborate and influence in order to drive results.
Phase II of the programme at Kellogg School of Management aims to complement phase I to guide senior executives on their path to becoming ‘Bold & Intelligent Leaders’.
The programme examines challenges at the edges of business operations that give rise to novel management solutions and business model innovations. Designed to bring together a diverse set of senior corporate leaders, the programme delivers a multitude of contrasting peer perspectives from across industries that enrich the learning experience by giving rise to unpredictable, interesting interactions.
The programme will help you define and measure strategic leadership competencies for innovation, while architecting and implementing a holistic enterprise strategy and develop processes that are inclusive, transparent and value-driven.
This programme is for you if you are a senior executive with at least fifteen years of management experience, with strategic responsibility within your organisation. The likely job titles are: CEO, CFO, COO, President, Managing Director, Vice President, Regional Director, Country Manager, General Manager, and Divisional Director. Since the programme has an international focus, participants from Indian companies with regional and/or global presence, and foreign multinationals operating in India, and other parts of Asia and Africa stand to gain significantly by attending the programme.
This module begins by introducing you to the most current tools and frameworks in strategic analysis and scenario planning for a dynamic business landscape subject to perennial change. The action scenarios will be followed through with a wild ride into the future, exploring the unstoppable business challenges that are profoundly changing the operating context for global business. The module will challenge you to engage deeply with what the world of the future might look like and what this means for future customers, engagement with future talent and overall business relevance in the future.
This module focuses on identifying some of the technological forces that are driving disruption in today’s business environment. Understand why incumbents in an industry fail to respond when technologies and markets change. Recognise shifts that are required within your organisation to respond to disruptive technologies and constant change. The objective of the module is to identify different classes of digital business models and the strategies they need to create competitive value. The module will also help you learn how incumbents can transition from industrial economy to digital economy business models and compete effectively with technical start-ups and giants.
Deepen your understanding of the world economy and learn to tackle the various exigencies that it routinely gives rise to. Participants will get an opportunity to review medium and long-term economic trends that have far-reaching consequences and understand how they can position their business to benefit from the resulting structural changes. The subjects under examination will include the internationalization of the value chain, the role of quality and branding, the challenge of ageing demographics, the future of commodity prices, structural economic changes, reverse innovation, globalisation, currency manipulations and local production.
This module focuses on service and supply chain design, at both the tactical and strategic levels. A framework for global operations, supply chain strategy & structure will be explored. The module will also cover: Managing inventory and uncertainty across the global supply chain; Sourcing strategies; World-class business practices in Quality management; Product and process quality assurance; Six Sigma standards and Conformance with local quality standards.
This module will enhance your understanding of the negotiation process and help you strategically evaluate your own strengths and weaknesses. Through concepts of human psychology, you will understand how to improve your influencing skills and leverage your position for mutually beneficial outcomes.
This session focuses on the question, “How does an organisation put data analytics and AI into actual practice to produce business value?” The foundation for doing so is building a data culture. The session explains what a data culture is. Then, we address the three
key imperatives for using data and analytics to produce better business outcomes in a data culture: expecting, enabling, and encouraging. We focus particularly on the challenges of doing so in an established organisation.
Finally, we explain each of the five different approaches that companies typically take to putting data analytics into practice. We discuss those that typically fail, and those that work partially, and then focus on the best practice approach, with examples of the best practices.
Participants engage in a "real time" group case project that allows them to apply controls and utilize predictive tools to make prescriptions. Participants receive immediate feedback on their managerial decisions and are asked to refine their decisions to drive toward an optimal outcome.
Everyone talks about digital technologies, but few understand the strategic implications across industries-- and what that might mean for their own company's future. This session will share insight into the direction of all industries due to digital technologies-- a concept known as Proximity-- and share how to convert these insights into action. We'll explore how a few leading established companies, such as Walmart, Disney, Honeywell, and Generac are transforming their offerings and platforms to win, and how a few pivotal rapidly rising startups, like Unqork and FastRadius, are changing the game.
In this session we will learn how to identify corporate strategy by taking a deep look into financial performance and will use valuation models to evaluate the long-term viability of corporate strategy. More specifically, we will analyze the strategies of the tech giants Apple and Amazon and will evaluate the strengths and weaknesses of their strategies using valuation modeling.
For companies to evolve from “sellers of machines” to “service providers” for clients, it is important for them to understand the customer experience and how to innovate on the customer experience. In this session, we will explore the principles of customer- centricity and customer experience innovation.
We will understand how to define the customer experience, map the customer experience journey and how innovate across each step in the customer experience. We will do an interactive exercise where participants will map the customer experience for their customers and identify opportunities for customer experience innovation. Participants will leave with actionable ideas they can implement in their business to improve customer satisfaction and revenues.
The forefront products of today quickly become the basic expectations of tomorrow. Leaders at modern organizations such as Airbnb, FedEx, Nike, and Samsung know that to stay at the forefront, you must continuously explore new user behaviors and create your next competitor - before someone else does. During this workshop you will experience how organizations like these are converging design and business thinking to drive growth and make innovation scalable — from idea, to prototype, to pilot. The key
is in mastering methods to make four critical growth decisions:
This interactive session will leave participants with the conceptual framework for how to design their next competitor, along with tools and strategies to jump- start next-gen projects.
"A stand-alone technology product rarely solves a complete customer problem. Mainstream customers expect technology companies to create “Whole Offers”, which include the core product as well as all the complementary products, services and information needed to create a satisfactory Total Customer Experience (TCE). To create this “whole offer”, technology companies need to assemble an ecosystem of partnerships and alliances that complement and enhance their core product. In this module, we will begin by defining the Whole Offer and the Total Customer Experience. We will look at how the Whole Offer evolves over time as the product becomes more widely adopted in the marketplace and as customer needs evolve. Next, we will discuss how to assemble the capabilities needed to deliver on the Whole Offer by considering “make, buy or ally” approaches. We will discuss how to create and manage a robust ecosystem of partnerships.
Crossing the chasm and managing a whole offer product
Product Partnerships at Scale
Case Study & Examples: Tesla vs. Fisker
Although software has become easier to build, launching and scaling new products and services remains difficult. Teams launching new products must consider the advantages of “the network effect,” where a product or service’s value increases as more users engage with it. Apple, Google, Microsoft, and other tech giants utilize network effects, and most tech products incorporate them, whether they’re messaging apps, workplace collaboration tools, or marketplaces. Network effects provide a path for fledgling products to break through, attracting new users through viral growth and word of mouth. But what exactly are network effects? How do teams create and build them into their products?
How do products compete in a market where every player has them?
This class draws from examples of Slack, LinkedIn, Zoom, Dropbox, Tinder, Uber, Airbnb, and more, to provide practical frameworks and principles that can be applied across products and industries and offer unique insights into what is becoming the number one principle for scaling businesses and defending against competitors: The Network Effect.
This interactive session focuses on how to build and lead a culture of creative collaboration. Creativity is the production of novel and useful ideas. Innovation is the realization of actual ideas in the form of products and services. We discuss the conditions that need to be in place for teams and organizations to create and innovate and how leaders and managers can set the stage for optimal performance. The session is rooted in the management science of creativity and illustrated with organizational applications. We dispel the common notion of the “creative genius”. Instead, the focus is on how leaders, teams, and organizations can apply tools to improve their creative thinking and innovative capacity. We introduce 3 metrics for assessing creativity and 4 ways to classify the value of innovations. We dispel some crippling myths about creativity and introduce brainwriting, speed-storming, quantity (versus quality) and other techniques to tap into team creativity. We examine idea selection and the role of “idea champions”.
The boardroom is a unique place, with its own set of protocols and behavioral norms. Most people who serve on boards are used to being in charge and need to moderate/modify these in order to be successful. In this session, an experienced CEO and Board member will share his perspective on Boards and Committees, with a focus on how things get done in the boardroom.
ISB faculty includes leading academics with credentials and teaching experience from top global business schools as well as accomplished practitioners who have managed large enterprises.
Dean & Professor, Organisational Behaviour
Deputy Dean, Executive Education and Digital Learning
Adjunct Professor (Practice), Marketing
Professor, Operations Management
Former Member, PM's Economic Advisory Council, India; Research Director @BrookingsIndia
Professor of Marketing at the Kellogg School of Management, Northwestern University
Co-Founder & Chairman, TWIN Global, Adjunct Professor of Innovation
Polk Bros. Chair in Retailing Professor of Marketing Director Kellogg-McCormick MBAI
Associate Dean, Digital Innovation Director of the Center for Research in Technology & Innovation
Henry Bullock Professor of Finance & Real Estate Director of the Guthrie Center for Real Estate Research Director of the Crown Family Israel Center for Innovation
Clinical Associate Professor in Leadership Development and Communications
Co-Founder & Co-CEO, IA Collaborative
Clinical Professor of Management & Organisations former chairman and chief executive officer of Baxter International Inc
Clinical Professor of Marketing Former Head of Product at Uber Health
Associate Dean for Executive Education Clinical Professor of Marketing
J. Jay Gerber Professor of Dispute Resolution & Organisations. Professor of Management & Organisations. Director of Kellogg Team and Group Research Center.
Professor of Management & Organisations Director, Center for Science of Science and Innovation (CSSI)
Professor of Psychology, Weinberg College of Arts & SciencesProfessor of Design, McCormick School of Engineering (Courtesy)Director, Northwestern Cognitive Science Program
After successful completion of this programme, you will be awarded an ISB Executive Education Certificate, formal recognition of your professional development.
Participants who successfully complete this programme become part of the ISB Executive Alumni.
The privileges of this exclusive community include:
In addition to Executive Network benefits, ISB Executive Alumni are eligible to receive ongoing access to a variety of ISB research, information, and resources.
Deepak Gordhandas Nihalani, Director - Corporate Finance, Cyient
Gitanjali Rana Nistala, Director, JPMorgan Chase & Co