|
University of London
London Business School
1999 Executive Education Profile
|
|
|
ITEM
|
|
1998-99
|
|
1993-94
|
|
% change
|
|
Number of executive nondegree programs
(excluding multiple sessions of the same program)
|
|
59
|
|
46
|
|
28%
|
|
Number of executives attending above programs
(not including EMBA or part-time degree programs)
|
|
3304
|
|
1554
|
|
112%
|
|
Percent of attending executives
who live within 45 miles of the school
|
|
5%
|
|
20%
|
|
-75%
|
|
Percent of attending executives
who live or work overseas
|
|
75%
|
|
60%
|
|
25%
|
|
Total participant days
(total participants x total length of programs)
|
|
23817
|
|
18825
|
|
26%
|
|
|
Percent of professors with at least 5 years full-time corporate experience
|
|
60%
|
|
N/A
|
|
N/A
|
|
Total revenues generated by "nondegree" executive education programs
(including open enrollment and custom programs)
|
|
$20,313,000
|
|
$9,128,000
|
|
122%
|
|
|
Total budget for nondegree executive education
|
|
N/A
|
|
N/A
|
|
N/A
|
|
|
Percent of overall executive education revenue that comes from custom programs to a single company
|
|
43%
|
|
37%
|
|
16%
|
|
|
Percent of total revenues coming from custom programs to a specific group of companies or a consortium
|
|
7%
|
|
3%
|
|
133%
|
|
|
Number of custom programs run
|
|
123
|
|
82
|
|
50%
|
|
|
Total revenues generated from custom programs
|
|
$9,593,000
|
|
$3,676,800
|
|
160%
|
|
|
Percent of participants from organizations with whom school has done business for three or more years
|
|
30%
|
|
N/A
|
|
N/A
|
|
|
Full course title
|
Senior Executive Program
|
|
Type of course
|
General Management
|
|
Course length
|
4 weeks
|
|
Class times
|
September and March
|
|
Description
|
This is a program for business leaders from around the globe who have already achieved prominence in their careers. It addresses directly how senior managers transform their organizations through the key themes of growth, innovation and leadership.
|
|
Full course title
|
Accelerated Development Program
|
|
Type of course
|
General Management
|
|
Course length
|
Modular: Two 2-week modules Non-modular: 4 weeks
|
|
Class times
|
Modular:September, October and February. Non-modular:November and June
|
|
Description
|
This program accelerates the transition of talented functional specialists to senior general management. It aims to speed and strengthen their development in technical, people, and strategic skills. It also improves functional abilities -- including finance and accounting, marketing, and operations management. It also develops interpersonal and leadership skills, improves general business awareness, and sharpens strategic capabilities.
|
|
Full course title
|
Global Business Consortium
|
|
Type of course
|
Transnational Leadership Development
|
|
Course length
|
3 Modules - 8 days Module 1, 6 days Module 2, 6 Days Module 3
|
|
Class times
|
May, Sept and Nov
|
|
Description
|
The Global Business Consortium is designed to accelerate the ability to create and sustain radical performance improvement. It brings together senior managers from world class companies (ABB, BT, LG, Lufthansa, SKF, and Standard Chartered Bank) in a program designed to develop global business leaders capable of taking the business forward to the next phase of development. International in its participant mix, modules are run in Hong Kong and Korea, Brazil, the U.S., Switzerland, and the UK. The program design blends academic inputs, benchmarking company visits, case studies on the participating companies, local and regional expertise and a CEO challenge which is given to each participating team at the outset of the program.
|
|
Full course title
|
Consortium For Executive Development
|
|
Type of course
|
Cross-company Benchmarking on Key Management Issue
|
|
Course length
|
5 modules - Each module is 3 days
|
|
Class times
|
Feb, March, April, May and June
|
|
Description
|
The Consortium for Executive Development aims to enhance the perspectives of managers with high operational responsibilities by creating an environment in which they can benchmark with their peers and make cross-organizational comparisons in a range of business settings.
The program consists of five blue chip British companies: BT, BA, Vauxhall Motors, Lloyds-TSB, and Marks and Spencer. The themes that covered in the five three day modules vary each year according to coporate and participant preferences. This program has just completed its seventh year of operation.
|
|
Full course title
|
Standard Chartered Bank - Creating The Future Program
|
|
Type of course
|
Strategic Management
|
|
Course length
|
5 days
|
|
Class times
|
Sept, Nov, Feb and March
|
|
Description
|
The three core areas of the program include a survey and evaluation of best practices in banking and similar industries; Strategic perspectives on innovation and innovation processes that will assist participants to identify, develop, and promote new products and services; and Implementation: the logic, process, and methods that enable change to take place and how managers can shape the progress and likely success of new activities.
|
|
Full course title
|
Exxon Graduate Development Program
|
|
Type of course
|
Young Managers'Program with emphasis on Action Learning
|
|
Course length
|
Nine Modules run over a period of 3 years
|
|
Class times
|
3 modules a year
|
|
Description
|
This action learning program is designed to provide training and development for new graduates recruited to Esso/Exxon from universities. The prime aims are to improve graduate recruitment, reduce staff attrition, and improve the stock of future managers.
The subject areas covered in the nine modules include: business decision making and personal skills using a business simulation;
the concept of the dynamic system of management functions;
awareness of the business environment with a look at the world economy; financial planning and control; principles of marketing;
development & implementation of operations strategy;
the role of information management as both enabler and driver of organizational transformation; process of recruitment, motivation, and building employee commitment; and concepts of leadership, motivation, communication and maangement change through the 360 degree feedback.
|
|
Full course title
|
Leadership for Change: Understanding and Action
|
|
Type of course
|
Open program for CEOs and Senior Managers
|
|
Course length
|
5 days
|
|
Class times
|
May
|
|
Description
|
Leadership for Change helps CEOs and senior executives to analyze the change processes within their organizations and to relate them to their roles as leaders. On the organizational level, they explore the analysis, envisioning, planning and management of change. On the personal level, they receive feedback on their own change management and leadership skills and work with faculty and a tutor team to address them. Practical concerns are emphasized rather than theoretical ones, and project work is designed to enable participants to leave with an effective draft plan of action.
|
|
Full course title
|
Human Resource Strategy in Transforming Organisation
|
|
Type of course
|
Open program for Senior Human Resource Professionals
|
|
Course length
|
5 days
|
|
Class times
|
November and June
|
|
Description
|
This program helps human resource decision makers to create competitive advantage through people. It places people management within the concept of future challenges and organizational transformation. It provides the international group of participants with an increased ability to shape human resource strategy and ensure that the dynamics linking business strategy and human resources allow their organizations to meet current business needs while preparing for the future.
|
|
Full course title
|
Dynamics of Strategy
|
|
Type of course
|
Open Program for Senior Managers with Strategic Responsibilities
|
|
Course length
|
5 days
|
|
Class times
|
Alternate Fridays in the Fall and Spring periods
|
|
Description
|
This program provides the tools and techniques to understand how competitive strategy plays out over time, facilitating the design of powerful strategic initiatives. Particularly through the use of a range of state-of-the art business simulations, participants learn how to deal with a wide range of competitive threats while protecting their own plans. It also enables them to understand and influence the progress of change in their own industry's competitive conditions.
|
|
Full course title
|
Leading Industry Revolution
|
|
Type of course
|
Open Program for Corporate Leaders
|
|
Course length
|
2 days
|
|
Class times
|
Once per annum
|
|
Description
|
This new program, led by professor, Gary Hamel, gives corporate leaders hands-on experience of the latest tools for strategic innovation. Participants learn to appreciate the need to break with orthodox thought and to develop industry foresight. They leave realizing the need for revolutionary change and equipped with ideas that can pave the way for innovative, wealth-creating strategies.
|
|
New Open-Enrollment Programs
|
|
|
New courses launched within past 2 years
|
|
Managing Innovation in Service Businesses
Dynamics of Strategy
2 Day Masterclasses on leading-edge research and
Leading Industry Revolution
Managing Professional Services: The Frontier
Agribusiness Seminar
Organising to Win in the Market
|
|
Overseas Programs / Partners
|
|
|
Program
|
Global Business Consortium
|
|
Country
|
Hong Kong
Korea
Brazil
U.S.
Switzerland
|
|
Partner
|
LG, ABB, BT, Lufthansa, SCB, SKF
|
|
Year established
|
1996
|
|
Program
|
Maxima (part of HSBC)Executive Development Program
|
|
Country
|
Argentina
|
|
Partner
|
Instituto de Altos Estudios Empresariate
|
|
Year established
|
1998
|
|
Program
|
Merck University Program
|
|
Country
|
U.S., Hong Kong and Germany
|
|
Partner
|
Kellogg, HKUST and WHU
|
|
Year established
|
1999
|
|
Program
|
CGU Worldwide Development Program
|
|
Country
|
U.S.
|
|
Partner
|
The Wharton School
University of Pennsylvania
|
|
Year established
|
1998
|
|
Program
|
Marketing Leadership Forum
|
|
Country
|
U.S.
|
|
Partner
|
The Fuqua School of Business
Duke University
|
|
Year established
|
1996
|
|
Non-University Partnerships
|
|
|
Program
|
Conoco Trailblazer Program
|
|
Partner
|
JMW Consultants
|
|
Year established
|
N/A
|
|
Program
|
Leading Industry Revolution
|
|
Partner
|
Strategos
|
|
Year established
|
N/A
|
|
Program
|
EDS Accounts Executives' Program
|
|
Partner
|
Imparta
|
|
Year established
|
N/A
|
|
Distance courses offered or planned
|
|
LBS notes the potential that technology offers and uses it in a variety of ways (e.g.pre-program materials, video conferencing, online delivery of program materials, online 360 degree feedback, business simulations, computer-aided teaching and intranets). At present, the school is not engaged in executive education program delivery via distance learning, although it does use intranets for participant discussion and networking between program modules and after programs have taken place.
|
Nondegree functional
programs
|
|
BT
BBC
General Motors
Shell
Royal PTT
|
Nondegree general
programs
|
|
Exxon
Kone
Edf/Gdf
Glaxo Wellcome
Ladbroke/Hilton
|
|
Custom programs to a single company or consortium
|
|
A P Moller
Coopers & Lybrand (PWC)
BBC
World Bank
AT&T
|
|
Organizations school has done business with for three or more years
|
|
ABB
Alcatel
British Airways
BT
Exxon
Glaxo Wellcome
HSBC
Kone
LG
Lufthansa
Rolls Royce
SKF
Standard Chartered Bank
WPP
Lloyds TSB
Marks & Spencer
Vauxhall Motors
British Telecom
|
Date of
construction
|
N/A
|
|
Number of classrooms
|
N/A
|
|
Cost
|
N/A
|
|
Comments
|
LBS is planning to add between four to six open programs to its portfolio over the next three years and to enlarge its company-specific portfolio.
In 1998, the school's historic buildings were significantly renovated to provide classroom space for both open and company specific programs. It is a deliberate strategy of the school to keep the degree and non-degree programs in the same buildings.
|
| Return to Executive Education Home |
|
