Advanced Management Program
Interactive Program | Advanced Management Program | 20 pages
dvanced …anage†ent Progra† leadership by design
Strong, effective leadership happens by design. ‡t’s ti†e to ta‰e that ne‚t, transfor†ative step to accelerate the traŠectory of your career and your organi‹ation Co†petition in and around the CŒsuite is fierce ‘etting to the top ta‰es fir† intention and a dedicated plan What you need is to i††erse yourself in an intellectually rigorous environ†ent „here business acu†en, financial strategy, innovation capability, and value creation are front and center Understand ho„ you can influence others and effect real and so†eti†es disruptive change This is ho„ you clai† your sta‰e This is leadership by design This is the Wharton Advanced Management Program.
“ AMP is a program that’s fully designed for people who are heading for the corner office, for people who are in positions of significant responsibility. AMP is rooted in research and thinking about how people learn to lead.” —MAL SM P Faculty Chair, Advanced Management Program Professor of Management, The Wharton School dvanced anagement rogram Designed for RIGOR Sharpen your business acumen p. Amplifying Leadership Designed to Potential Since 1988 CHALLENGE est your leadership through experiential learning p. Senior executives choose the Wharton Advanced Management Program (AMP) to amplify their business acumen and hone their leadership capabilities. Over five weeks, a select cohort of about 55 executives are immersed in a rigorous, experiential, Designed for transformative program that becomes a defining moment in their SELF-AWARENESS €ain perspective from your executive coach p. ‚ personal and professional lives. hey learn within an optimal environment, working sidebyside with colleagues across industries, developing a global and lifelong network of peers. Designed for AMP is led by expert Wharton faculty, who bring extensive CONNECTION business knowledge, research, and proficiency to bear on ƒecome part of a global network of peers p. „… all aspects of the program. elivered in partnership with the McNulty Leadership Program at Wharton, AMP blends coursework, coaching, and experiential learning to develop Designed for visionary leadership capabilities in individuals. AMP provides TRANSFORMATION the foundation from which senior executives can reach the next ake a †uantum leap in leadership strengths p. „‡ level of achievement and success. 1
The Wharton AMP Difference An immersive and transformative experience S€N‚N LA € WN hinƒ ritically and Manage ncertainty Wharton AMP is an intellectually rigorous he AMP curriculum is distinguished by a rigor and emphasis on senior leadership not found in other programs. ˆore faculty program for senior executives who already members lead classroom sessions that provide the latest knowledge and tools for management, marketing, finance, are successful leaders. By taking this strategy, and organi‰ational dynamics. heir daily presence and next step, you will: observations give you tremendous access to expert thinking, as they share insights into the connections between classroom experiences and realworld business scenarios. Sharpen critical thinking skills and further hallenge Mental Models leadership capabilities ore than business acumen, AMP delivers uni†ue opportunities to strengthen individual talents by challenging preconceived limits and mental models. Skills are forged in ways that demand Gain insights and knowledge to make an critical thinking, decision making, and highperformance immediate impact back at the office teamwork. • „ecuti…e coaching, individually and in teams, accelerates learning and personal growth, with coaching sessions Learn to authentically lead and inspire higher extending beyond the program’s conclusion. levels of performance • „ecuti…e con…ersations provide valuable insights, as current and former ˆ‹Os of globally recogni‰ed companies share their experiences in intimate, informal dialogues. Understand how to create greater value for • „periential opportunities such as rowing, filmmaking, and shareholders and stakeholders other dynamic group activities help you to internali‰e and apply ideas of leadership. Wharton AMP is an immersive and transformative experience Become better able to persuade influence designed to give you a tremendous reserve of strategies and best and negotiate epertly practices, with a heightened selfawareness, for managing in both your professional and personal lives. 2 wharton advanced management program
“ The world is changing. I felt it was time to step up in terms of my role in my country, which is Nigeria, and in terms of really playing a specific, WA€†N ALMN SAS significant, and impactful role Œpon completion of AMP, you gain full status as in leading change in an era Wharton alumni. Žow you are part of one of the where Africa, as a continent, largest and most distinguished business school is rising.” alumni organi‰ations in the world, with ‘‚,………’ members in more than „“… nations. — N NN†L‡ †ˆN (AMP 2) ”our access to such an expansive, expert, and FounderChair, roing usinesses Foundation, igeria exclusive global network is an invaluable benefit, supported by ongoing alumni communications and your own lifelong Wharton email address. whartonamp.com 3
Designed for RIGOR Sharpen your business acumen The interrelatedness of all things, from finance and strategy to marketing and negotiations “esearch and e‚perience indicate that the Featured Session Topics five intense „ee‰s of provide you, as a senior e‚ecutive, „ith the right level of S€A‚‰ Š NN†‹A†N rigor and i††ersion ”y design, acade†ic ‚ain larity Œith MeasuraŽle mpact content engages the „hole brain and the •inking Operations anagement to –inancial erformance „hole person eveloping and anaging —nnovation ˆapability Žew ƒusiness Opportunities in the ‡„st ˆentury ‡t blends the analytical ‰no„ledge ˆreating and Sustaining ˆompetitive dvantage that underpins business acu†en— Strategy lanning and ˆonnected Strategy finance, †ar‰eting, strategy—„ith anaging ˆorporate c†uisitions provocative e‚periences to inspire iscoveryriven lanning †ore inventive and e‚pansive Social ‹nterprise ro˜ect thin‰ing, „hile creating an invaluable, reflective pause in MA€‘N‚ Š SALS your career reate AŒareness to ‚enerate €esults arketing Science™ Žew ata and ƒetter Science ‹ˆommerce and igital arketing oes arketing atterš he ƒrand of a Žation ˆustomer nalytics 4 wharton advanced management program
“ A lot of stress in deciding to do these programs is choosing the right program, and when to do the right program. There’s never a good time to take off five weeks, but when I looked at the Wharton curriculum, it was really a good program for me.” —L‰NN “L‰NN (AMP 2) S€P of ‚icensing, Pƒ€ Cor„…, †SA Featured Session Topics S€A‚‰ Š NN†‹A†N‚L†’AL “NAN S€ •P€NS ‚ain larity Œith MeasuraŽle mpact€ecogni”e Nuances in conomic n…ironments€each ’eyond omfort ˆones •inking Operations anagement to –inancial erformance –inancial arket ›eturns and the acro ‹conomy ‹xecutive and eam ˆoaching eveloping and anaging —nnovation ˆapabilityˆorporate Strategy and œaluation•eadership Žavigation ˆhallenge Žew ƒusiness Opportunities in the ‡„st ˆenturyanaging the ˆorporate ortfolio ›owing on the Schuylkill ›iver ˆreating and Sustaining ˆompetitive dvantage€lobal ‹conomic —ssues Write ”our Own ˆover Story Strategy lanning and ˆonnected Strategy he –uture of oney aking a –ilm in a ay anaging ˆorporate c†uisitions–inancial ccounting ˆreativity iscoveryriven lanning Social ‹nterprise ro˜ect SN†€ LA €SP ’SNSS P€SP‹S onnect People Œith Strategy for †ngoing ‹alue See the ’igger Picture MA€‘N‚ Š SALS•eading žigherforming eams in ynamic ‹nvironments ˆompeting Œnder Œncertainty reate AŒareness to ‚enerate €esultsƒoards that •ead™ ˆorporate €overnance that ƒuilds œaluehe anagement of olitics arketing Science™ Žew ata and ƒetter Science‹xecutive Žegotiation Workshop‹xecutive Speaker Series ‹ˆommerce and igital arketing•eadership and –ollowership ˆorporate iplomacy oes arketing atterš Organi‰ational ˆulture What is Successš he ƒrand of a Žation‹motional —ntelligence €eopolitics ˆustomer nalytics•eadership and ‹thics •eading ˆhange whartonamp.com 5
Designed to CHALLENGE Test your leadership capabilities through experiential learning The journey accelerates learning; working alongside peers heightens self-awareness “—eadership isn’t practiced in a vacuu† Wharton AMP is renowned for converting knowledge into action —eadership is enacted „ith other people through experiential learning. ˆase studies are never the main focus and, when included, divert from the historical approach through relationships in specific ‰inds to business practices used by other programs. Wharton of conte‚ts,” says ™eff šlein, e‚ecutive faculty members discuss case studies in the context of current director, …c›ulty —eadership Progra† information, promoting new thinking about future possibilities. AMP, delivered in partnership with the cŽulty •eadership This philosophy stands at the center rogram, takes you out of your comfort ‰one and mental habits through engaging, unusual, and often demanding experiences™ of Wharton , „hich incorporates interactive e‚periences for • “ilming and producing mini‡documentaries with the ig —ron heatre ˆompany in hiladelphia develops leadership and stronger engage†ent and to followership roles and advances communication skills. deepen learning • €oŒing on the Schuylƒill €i…er aligns crews around a common purpose, creating greater awareness of inner strengths and reliance on others to achieve success. • Œsing ‚PS tracƒing technology for campus explorations reveals each individual’s talents and the necessity of different roles within a team. “Wharton long ago recogni‰ed that it’s not enough for leaders to talk about what they might do if they find themselves in a certain situation. What’s necessary for leadership development is to put yourself in the situation, to make the decisions, and then understand the conse†uences of those decisions,” ¢eff £lein says. 6 wharton advanced management program
‹xperiential learning, along with such creative outlets as poetry and storytelling, allows you to think about, test, and apply new ideas and ways of working—including when to lead and when to follow. ›ight brain meets left brain, and the result exceeds all expectations. he cŽulty •eadership rogram at the Wharton School seeks to develop global leaders as world citi‰ens. Such leaders have an understanding of how they and their organi‰ations can make a positive difference for investors, customers, employees, and communities, regardless of national setting but with a deep appreciation for the distinctive cultures at play. whartonamp.com 7
Designed for SELF-AWARENESS ain perspective from your executive coach The individual feedback and guidance you’ve always wanted The role of a coach is to i†prove perfor†ance “t Wharton, we have a group of very experienced executive This is as true on the e‚ecutive level as it is coaches who work with participants in a way that is focused, supportive, and, at the same time, pushes them to move on the athletic field Coaches are obŠective beyond what they’ve imagined for themselves,” says —lene observers „ho provide invaluable Wasserman, AMP lead executive coach. “‹xecutives at this feedbac‰ and guidance, helping you to level lead very, very hurried lives. What coaching does is it gives people an opportunity to pause—to pause and reflect overco†e blind spots, brea‰ through and look at their situation.” plateaus, and develop greater selfŒa„areness Push Past ‰our Preconcei…ed Limits s part of the AMP experience, a Wharton executive coach is assigned to work with you. ”our preprogram assessment becomes the foundation to benchmark your current leadership skills and identify specific challenges. Over five weeks, your coach provides expert advice, continuous support, and ongoing encouragement through oneonone and group coaching sessions. ynamic group exercises enrich your individual coaching experience with actionable feedback and a “…° perspective from a diverse group of peers. fter AMP concludes, coaching continues, helping you to stay focused on goals within your daily routines. hrough executive coaching, AMP provides an unparalleled opportunity to pause, reflect, and move beyond selflimiting barriers to achieve more. 8 wharton advanced management program
This is a modal window.
“ Having the opportunity to speak with a Wharton executive coach really helped me set my direction. My coach encourages me to be true to myself and live my authentic life. At the end of the day, that’s the best alignment to achieve true success.” —MA€‰ † (AMP 2‡) Managing ˆirector, Silver S„ring Ca„ital Management, ƒong ‰ong whartonamp.com 9
Designed for CONNECTION 32% north america ecome part of a global 5% south netor of peers america The benefit of a prestigious alumni Participant + network 98,000 strong Demographics ‡t can be lonely at the top ”ut not „hen ndustry Perspecti…es ˜ ˜ you co†plete Wharton œuring the –— 1™ fiveŒ„ee‰ progra†, you are in fine financial services manufacturing co†pany žour peers are those „ithin & engineering three reporting relationships of the CŸ¡ or †anaging director, „ith †ore than ‰ears of „perience €ecent ompanies 2 years of †anage†ent e‚perience ccenture % ma‰on Together, along „ith faculty, coaches, 39 nbang —nternational and e‚ecutive †entors, they 31% ƒanco ƒradesco beco†e part of your e‚ecutive ƒŽ aribas net„or‰ These are relationships ƒ that can last a lifeti†e and even ˆocaˆola —ndia 17% ˆredit Suisse provide a lifeline „hen you’re % ¢.. organ facing tough situations 13 itsui § ˆo. Žike Žippon •ife —nsurance ˆompany hilips ›oche Saudi ramco Standard ƒank ¨urich —nsurance €roup < 20 20–25 25–30 30+ 10 wharton advanced management program
“ One of the key benefits for me was the alumni status and access to the 11% greater Wharton community. Not euroe only the 50 members of my cohort that I still network with today, but I’ve also had experiences with alumni 8% in China that opened doors for me middle to do business across the globe.” east 37% asia —€†’€ LNA (AMP 2Š) acific C‹Œ, Surevest Wealth Management, †SA 7% africa other (includes small * and midsize businesses, startus, government, ˜ ˜ ˜ ˜ ˜ ˜ ˜ militar, and nonrofits 1™ 1š 9 — — ™ 19 rofessional services energ & utilities health care retail & tech & & consulting & harma consumer telecom roducts ›oŽ “unction €eneral anagement ■ –inance©ccounting ■ ƒusiness evelopment©Sales ■ Operations©•ogistics ■ Strategic lanning ■ 2 ˆonsulting ■ 0 Other ªincludes ›§, ■ arketing, •egal, —, žuman ›esources, and ‹ntrepreneurship« € whartonamp.com 11
Designed for TRANSFORMATION Tae a uantum leap in leadership strengths Benefit from a reflective, thought-provoking pause in your career ¢or so†e, is a career refresh reset needed pause fro† the dayŒtoŒday operations to not only thin‰ about ne‚t 12 steps, but to be challenged intellectually, AMP 2015 alumni creatively, and realistically were promoted to the ¢or others, is a chance to stretch C-suite after completing the†selves as leaders —earning the the Wharton program. value of leadership and follo„ership Testing their strengths and opening the†selves to ne„ e‚periences and roles „ithin tea†s What „ill be for you£ ¤o„ „ill you design your future£ —€A ‚€““ (AMP 2‡) President and C‹Œ, Progressive Žnsurance S„ea‘er, Wharton ‚eadershi„ Conference 2’ 12 wharton advanced management program
–or ain †’’rien, who attended in ‡…„5, AMP was all about options and actionable experience. “What do we want to do sociallyš What do we want to do professionallyš What do we want to do personallyš ll of those things are addressed here. We talk about them all in a riskfree environment.” Originally from Scotland, he has spent the last eight years in the hiladelphia area and is director of operations for ‹thos‹nergy. “he experiential emphasis is evident from ay „...ll of it was very cleverly designed to demonstrate the concepts that we’ve been learning in class™ žow do people react under pressureš žow can you make decisions in the split of the moment, or how do you make decisions when everything is changing all the timeš his program was really good to make the connection between the theory and the practice, not ˜ust planning but how you take action.” ›elationships were key for onyale ShoŒers (AMP 2’), executive director, wining œillage in the ŒS. “—’ve become a permanent part of a learning community. —t doesn’t end with these five weeks. here’ll be resources, like other alumni who are available to bounce ideas off of and probably make deals with. —t’s truly exciting.” he takeaways for Pierre ermant (AMP 2’), a media executive from ƒelgium, involved being open to feedback and learning from international peers with diverse styles and personalities. “•eadership is learnable, and Wharton’s AMP provides a trusting environment to learn about yourself and improve your leadership skills. hanks to the selfawareness you will gain from being at Wharton, you will be able to build a new leadership model and achieve new challenges.” whartonamp.com 13
Wharton aculty Learn from those who wrote the book S‚N “†€ ‘N†WL ‚ –ollowing is a partial list of participating Wharton faculty, sub˜ect to change for some sessions™ Wharton faculty are experts in their fields and “aculty hair thought leaders in the business world. ‹ach day of Michael seem Ph AMP, Wharton faculty help you link new knowledge William and “acalyn ‹gan Professor of Management” and tools to your uni†ue business and personal ‹ditor, Wharton ‚eadershi„ ˆigest” ˆirector, Center for ‚eadershi„ and Change Management situations. hese integration sessions encourage reflection, †uestions, and rich conversations. he „ecuti…e irector total experience is so binding, AMP participants ›eff ‘lein typically retain relationships with one another and ‹•ecutive ˆirector, Mculty ‚eadershi„ Program” ‚ecturer, The Wharton School and the School of Social Policy with Wharton faculty throughout their careers. and Practice, †niversity of Pennsylvania ictured from left icola€ Siggelkow ‚aghuram ƒyengar and auro Guillén 14 wharton advanced management program
“ What makes Wharton faculty unique is that we have two types of knowledge to draw on. We have this incredible empirical knowledge: What’s the cutting edge research and best practices? What are the numbers? But in addition, our faculty has really good clinical experience. They’re out there in the world, dealing with organizations.” —S‚AL ’A€SA P “ose„h Fran‘ ernstein Professor of Management Participating “aculty Sigal ’arsade Ph “ose„h Fran‘ ernstein Professor of Management a…id ’ell Ph –inmei —hang and ˜ongge ˆai Professor of Mar‘eting ’rian ’ushee Ph a…id €eiŽstein Ph eoffrey T… oisi Professor of Accounting William Steart Woodside Professor of Mar‘eting Peter onti‡’roŒn Ph Nancy €othŽard Ph Assistant Professor of ‚egal Studies ™ usiness ‹thics ˆavid Pottruc‘ Professor” Chair„erson, Management ˆe„artment milie “eldman Ph ‚. €ichard Shell › Associate Professor of Management Thomas errity Professor” Professor of Management” ‚eoffrey ‚arrett Ph Chair„erson, ‚egal Studies ™ usiness ‹thics ˆe„artment ˆean” šeliance Professor of Management and Private ‹nter„rise ›eremy Siegel Ph Mauro ‚uillén Ph šussell ‹… Palmer Professor of Finance ˆr… Feli• —andman Professor of Žnternational Management” NicolaŸ SiggelƒoŒ Ph ˆirector, The ‚auder Žnstitute, †niversity of Pennsylvania ˆavid M… ‰nott Professor of Management” Witold enis” Ph Coœˆirector, Mac‘ Žnstitute for Žnnovation Management ˆeloitte ™ Touche Professor of Management arŽir Singh Ph in ƒonor of šussell ‹… Palmer, former Managing Partner Mac‘ Professor of Management” Coœˆirector, Mac‘ Žnstitute for Martin hrig Ph Žnnovation Management” €ice ˆean for ložal Žnitiatives Ad›unct Professor of Management, The Wharton School” hristian erŒiesch Ph Professor and Associate ˆean, e ˜or‘ †niversity Andre M… ƒeller Professor” Coœˆirector, Mac‘ Žnstitute for Žnnovation €aghuram yengar Ph Management” Professor of Œ„erations, Žnformation and ˆecisions Associate Professor of Mar‘eting” CoœFaculty ˆirector, ›ames . hompson Ph Wharton Customer Analytics Žnitiative CoœFounder and ˆirector, Wharton Social ‹nter„rise Program” an MacMillan ’A Ad›unct Associate Professor, School of Social Policy and Practice The ˆhiružhai Amžani Professor of Žnnovation and ‹ntre„reneurshi„” a…id Wessels Ph ˆirector, Sol C… Snider ‹ntre„reneurial šesearch Center Ad›unct Professor of Finance whartonamp.com 15
The Wharton Difference The leadership and business acumen to drive performance ‚loŽal Perspecti…e A’† WA€†N Wharton brings a diverse, global perspective to the –ounded in „‚‚„ as the first collegiate business school, classroom, unlocking the value and opportunity that comes from examining issues across business, cultural, the Wharton School of the Œniversity of ennsylvania and geographic boundaries. is recogni‰ed globally for intellectual leadership and Analytics ongoing innovation across every ma˜or discipline of Wharton delivers knowledge with analytical rigor rooted business education. in evidencebased research and extensive industry With a broad global community and one of the most experience, translated into actionable strategies by our expert faculty. published business school faculties, Wharton creates Wharton mpact economic and social value around the world. he School has 5,……… undergraduate, ƒ, executive ‹ach year, executives from more than „…… countries ƒ, and doctoral students¬ more than „“,……… choose Wharton to advance their leadership at every level and to make a greater impact in their organi‰ations. participants in executive education programs annually¬ and a powerful alumni network of ‘‚,……… graduates. 16 wharton advanced management program
eadership by Design Bring your designs on the corner office to life. he Wharton Advanced Management Program limits sessions to only about 55 executives, so don’t delay. ˆontact us to learn more and apply™ ¡1.–1™.898.1¢¢— e„eced£Œharton.upenn.edu © Wharton…Pco†
The Wharton School University of Pennsylvania Steinberg Conference Center 255 South 38th Street Philadelphia, P 35 2588€€ (worldwide) e‚ecedƒ„hartonupennedu WhartonAMP.com
