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Stanford University
Stanford Graduate School of Business
1999 Executive Education Profile
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ITEM
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1998-99
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1993-94
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% change
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Number of executive nondegree programs
(excluding multiple sessions of the same program)
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18
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11
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63%
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Number of executives attending above programs
(not including EMBA or part-time degree programs)
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1000
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686
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45%
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Percent of attending executives
who live within 45 miles of the school
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10%
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8%
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25%
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Percent of attending executives
who live or work overseas
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49%
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47%
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4%
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Total participant days
(total participants x total length of programs)
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13700
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11800
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16%
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Percent of professors with at least 5 years full-time corporate experience
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20%
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N/A
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N/A
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Total revenues generated by "nondegree" executive education programs
(including open enrollment and custom programs)
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$11,000,000
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$7,700,000
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42%
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Total budget for nondegree executive education
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N/A
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N/A
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N/A
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Percent of overall executive education revenue that comes from custom programs to a single company
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1%
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0%
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N/A
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Percent of total revenues coming from custom programs to a specific group of companies or a consortium
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1%
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1%
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0%
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Number of custom programs run
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4
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0
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N/A
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Total revenues generated from custom programs
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$400,000
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$0
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N/A
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Percent of participants from organizations with whom school has done business for three or more years
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15%
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N/A
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N/A
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Full course title
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Stanford Executive Program (SEP)
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Type of course
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General Management
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Course length
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6 1/2 weeks
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Class times
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June 18 - August 1, 2000 (June - August annually)
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Description
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The Stanford Executive Program gives 144 experienced business leaders the opportunity to think strategically about the key areas of their operations and prepares them to return to their companies ready to put into practice the new ideas and conceptual frameworks they have learned.
Participants develop networks that enable them to continue the learning process for the rest of their careers and foster personal bonds that span many organizations and cultures.
The integrated core program (five weeks) offers a wide variety of general management courses and the elective program (one week) offers participants the opportunity to customize a significant part of their personal learning experiences. Faculty use a multidisciplinary approach to the understanding of management issues and pace the program to give participants the time to internalize the materials through independent study and informal work with classmates.
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Full course title
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Executive Program for Growing Companies (EPGC)
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Type of course
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General Management (for companies with fewer than 1,000 employees)
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Course length
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2 weeks
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Class times
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February 27 - March 10, 2000 and July 16 - 28, 2000
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Description
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This program serves successful men and women who are looking for ways to lead their firms into the next stage of growth. Participants challenge assumptions, test their ideas against those of their classmates and the faculty, and leave with a new understanding of the issues that can make an important difference to their futures and the futures of their firms.
Participants are encouraged to bring a business challenge they are facing and have it discussed in a block of time specifically allotted for group syndicate work on these challenges. Participants will gain new perspectives on management, new insights and ideas for growing their businesses, and a network of peers worldwide.
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Full course title
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Human Resources Executive Program: Leveraging Human Resources for Competitive Advantage
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Type of course
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Human Resources
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Course length
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1 week
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Class times
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September 10 - 15, 2000 (September annually)
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Description
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This program gives participants a strategic view on the latest practice in human resource management while helping them think beyond traditional functional boundaries as they design and implement policies to drive their organizations into the future. Participants develop conceptual frameworks that will help them align human resources with their firm's strategy and will learn the techniques needed to turn strategy into action.
Through class sessions, study groups, and case discussions, participants exchange ideas with a diverse group of executives from around the world as well as with faculty who work with companies worldwide.
Participants return to their organizations with a new understanding of how to identify sources of competitive advantage, link their business and human resource strategies, and manage their culture to encourage innovation and change.
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Full course title
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Managing Technology and Strategic Innovation
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Type of course
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Innovation Management
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Course length
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1 week
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Class times
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February 13 - 18, 2000 (February annually)
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Description
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Managing Technology and Strategic Innovation provides a model for managing innovation within an organization from a strategic perspective. This program is based on the research of Stanford GSB and School of Engineering faculty and their work with Silicon Valley companies.
Participants will learn new methods and frameworks for analyzing and designing their organizations' technology strategy, promoting innovation within their organizations, and effectively managing large-system change. Ultimately, participants will gain access to what Stanford considers to be the latest in strategic thinking and practice with real-time input and insight from the business leaders who are changing the ways companies compete.
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Full course title
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Negotiation and Influence Strategies & Advanced Negotiation Program (ANP)
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Type of course
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Negotiation
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Course length
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1 week
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Class times
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April 16-21, August 21-26, Oct. 22-27, 2000 (annual)
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Description
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This program approachs the combined subjects of negotiation and influence, covering issues such as power, social networks, and cross-cultural differences. The program also considers important ethical concerns that arise during negotiation and suggests strategies for managing them more effectively.
Negotiation and Influence Strategies is designed for managers from all areas who want to improve their skills in negotiation and increase their influence in their companies and with other organizations.
The Advanced Negotiation Program is designed for senior managers who have already completed an executive negotiation program or who have had five or more years' negotiating experience.
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Full course title
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Strategic Uses of Information Technology
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Type of course
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Information Technology Strategy
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Course length
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1 week
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Class times
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April 30 - May 5, 2000 (May annually)
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Description
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This program teaches that in order to use Information Technology competitively, an organization must embed IT within its structure, culture, and business strategy. Participants are shown how to seize the vast opportunity presented when they do IT right. The focus is on the use of new technologies, such as the Internet and enterprise systems, to reshape organizations and enable new business strategies.
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Full course title
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Leading and Managing Change
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Type of course
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Change/Leadership Management
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Course length
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2 weeks
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Class times
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June 18 - 30, 2000 (summer annually)
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Description
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Participants are given research-based frameworks and insights to help them understand the complex processes of change and powerful ideas for developing a plan that will help them achieve the necessary changes to drive their organizations into the future. The program examines topics such as the match between corporate strategy and culture, how to build trust and effective teams, how to design effective global organizations, how to use improved product-development processes to facilitate overall change in their organizations, and how to manage change driven by information technology. Faculty address leadership issues in change in the first week followed by key leverage points for change, helping participants identify and select the points that best fit their organizations' particular needs. Study groups are a key component, encouraging personal development as well as company-specific learning.
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Full course title
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Financial Management Program
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Type of course
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Financial Management
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Course length
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2 weeks
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Class times
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July 2 - 14, 2000 (July annually)
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Description
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This course is for executives who want to augment and expand their knowledge of corporate finance. The faculty will show participants how to look at traditional issues in new ways and will explore the use of the new tools participants need to adapt to the rapidly changing financial environment. Through classes, individual study, and study groups, particiants will absorb the material that is presented and learn to apply it to their own professional experience. Classes contain a mix of lectures and case studies, punctuated by an active interchange of ideas, while the informal interaction with faculty and other participants contributes to the overall learning experience.
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Full course title
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Executive Program in Strategy and Organization
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Type of course
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Organization Strategy
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Course length
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2 weeks
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Class times
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July 30-August 11, 2000 (summer annually)
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Description
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"Strategy and Organization" gives executives the tools and frameworks they need to recognize the challenges and opportunities their organizations face; formulate strategies that are attuned both to competitive realities and to the social, political, and regulatory climate; craft these strategies to effectively exploit the unique competencies of their corporations; and implement them through the organizational design and management practices they develop with their firms and the alliances they create with others.
This program offers executives an integrated approach to understanding and managing corporate strategy, the internal culture and organization of their firms, and the nonmarket forces -- political, regulatory, legal, and ethical -- that affect its long-term success. Participants learn to apply the results of the faculty's research in strategic management, economics, political science, and organizational theory to the business situations they face every day.
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Full course title
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Supply Chain Management
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Type of course
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Supply Chain Management
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Course length
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1 week
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Class times
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August 27 - September 1, 2000 (fall annually)
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Description
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"Supply Chain Management" introduces key concepts, best practices, ideas, and critical thinking of integrative demand and supply chain management. Through experiential games, industrial cases, and interactive discussions, participants engage in an intensive learning environment that enhances their decision-making power and helps them to develop and implement effective supply chain practices in their organizations. Concepts are illustrated through extensive examples from industries as diverse as apparel, grocery, automobiles, computers, semiconductors, pharmaceuticals, and telecommunications. During six days, participants learn how to increase profit margins, improve customer service performance, shorten response time, reduce inventory investment and write-offs, increase return to assets, and multiply shareholder value.
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New Open-Enrollment Programs
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New courses launched within past 2 years
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Credit Risk Management for Financial Institutions
Market and Credit Risk for Financial Institutions
Managing Teams for Innovation and Success
Managing Technology and Strategic Innovation
Supply Chain Management
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Overseas Programs / Partners
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Program
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Stanford-National University of Singapore Executive Program
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Country
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Singapore
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Partner
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National University of Singapore
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Year established
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1983
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Program
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Negotiation and Influence Strategies-Australia
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Country
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Australia
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Partner
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Monash Mt Eliza Business School
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Year established
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1997
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Non-University Partnerships
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Program
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N/A
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Partner
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N/A
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Year established
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N/A
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Distance courses offered or planned
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Stanford is exploring the viability of distance learning programming.
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Nondegree functional
programs
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Hewlett-Packard Company
AT&T
Lucent Technologies
Novo Nordisk
BP Amoco
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Nondegree general
programs
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California Credit Union League
World Bank
Freedom Communications
Stanford Management Group
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Custom programs to a single company or consortium
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Hewlett-Packard Company
BP Amoco
Alcon Labs (Nestle)
Applied Materials
Weyerhaeuser
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Organizations school has done business with for three or more years
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None
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Date of
construction
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1997
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Number of classrooms
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1
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Cost
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$34,000,000
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