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Table of Contents
Columbia Custom Programs: Approach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1 The Columbia Difference: Faculty Involvement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2-3 Program Design and Development Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4-5 Program Delivery and Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Case Studies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7-9 Success Stories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Client List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
If you are struggling with a strategic or management issue that affects an entire division or company, a Columbia Business School Executive Education custom program may be the right solution for you.
Columbia Business School Professor Willie Pietersen The faculty director has three primary responsibilities: 1. Serves as the program architect. As the architect, the faculty director works with the client to establish objectives for the program. We must be able to answer the question, How do these participants act differently after this experience? 2. Recruits faculty from within Columbia Business School, Columbia University, and the world at large to bring the programs content to life. 3. Weaves the golden thread of the program. Arguably the most important part of the role, the faculty director lives with the program and the participants, laying out the road map for them and demonstrating how each aspect of the program builds to achieve the objective. Adaptations in design and approach are completed in real time.
In addition to a faculty director, Columbia will assign an account team, led by a senior account manager, to each program, ensuring that all administrative and logistical tasks are accomplished seamlessly. The account management team fulfills several roles: Supervises the account to ensure the highest quality customer service Upon contract, manages initial design and development phase Becomes an ongoing contact for new program needs or follow-up activities Assists faculty director in faculty scheduling Schedules design team communications Oversees program fees and expenses Prepares all program materials Coordinates logistics, include venue planning and faculty travel Resides on site during program to ensure a smooth and successful delivery
Content
Context
Learning Process
In each custom program we design, we strive to include these pedagogical strategies: Hands-on and interactive sessions, with limited passive learning. Contextual learning that is grounded in the realities of your company and participants immediate business area. Whole person learning that fosters the development of key mindsets (cognitive), temperaments (affective), and actions (behavioral). Alternating cycles of action and reflection with increasing contextual and cognitive complexity.
The development process can be broken down into four basic steps:
Program Blueprint
Program Development
Step One: Needs Assessment/Contextual Analysis At the outset of any executive education engagement, Columbia Business School Executive Education conducts a thorough needs analysis: Interview program participants to gain insight into their baseline skills, professional development needs, learning preferences, and the context, content, and conduct of various scenarios they routinely encounter. Review relevant business documents to gain understanding and become conversant with the business lexicon. Step Two: Program Blueprint Columbia develops each program as a collaborative effort among our faculty members, designated representatives from your organization and the Columbia account management team. Working closely with your organization, we design a program that will meet your performance and learning objectives and allow you to measure the programs success. In this part of the process, we develop a blueprint that includes several important details: Program snapshot Learning objectives Target population Pre-work Overview of content and learning process via an annotated agenda An evaluation strategy Step Three: Program Development Design teams from your organization and from Columbia meet to determine the programs structure: Develop the content and learning process, including case studies, simulations, role plays, and supporting materials. Design a tool kit and coaching process to ensure consistent program delivery and learner experience, anywhere in the world. Step Four: Pilot, Evaluate and Refine Toward the end of the development phase, Columbia can conduct a pilot version of the program to test and refine content and pedagogy prior to the formal program launch. This is an optional part of the development process. During the pilot program, we collect information from your representatives as well as the Columbia Business School faculty director. In addition, we gather feedback from participants throughout the pilot and then refine the module design accordingly.
The curriculum includes small-group work, assignments and case studies, as well as field visits to locations throughout New York City. Sample session titles: Building an Innovative Organization Developing Deep Customer Insight Strategic Innovation Driving Financial Performance
Success Stories
Our association with Columbia Business School Executive Education is moving into its 9th year. The Ericsson Executive program is designed for our most
senior executives, and the idea has been to get the best faculty from Columbia to design and deliver the program. The executives have been extremely pleased with the program, which has had a
positive impact on the culture of the company. For example, we have been able
to look at strategy from a much more integrated and focused perspective, and many executives from around the world have attendedmore than 200. It
There are many more case studies and success stories that we would be happy to share with you, including those that may be directly relevant to your current initiatives. Please contact us, and will provide them to you.
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Client List
Army War College Aviva Barnes Group Bovis LendLease Center for Curatorial Leadership Cheng Kuong Graduate School of Business Deloitte Deutsche Bank Deutsche Telekon Ericsson Fudan University Japan Bank for Internal Cooperation (JBIC) Kone Leading Concepts M&T Bank Novartis Oncology Novartis Pharma Siam Cement Societe General Standard & Poor (S&P) Swiss Re Telefonica Time Warner U-Place V Society Virgin Mobile
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Contact Us
To learn more about what Columbia Business School Executive Education can do for your organization, please contact: Clayton Shedd Director of New Business Development Email: cs2746@columbia.edu (212) 854-7154 Barbara Gyd Executive Director, Marketing and Business Development Email: bgg2107@columbia.edu (212) 854-6140 Columbia Business School Executive Education Telephone: (212) 854-1617 On the Web: www.gsb.columbia.edu/execed
www.gsb.columbia.edu/execed