Course Modules

Class 1 - Leading the Possible: Leadership Challenges in a Turbulent World

Class 1 - Leading the Possible: Leadership Challenges in a Turbulent World Class 1 - Leading the Possible: Leadership Challenges in a Turbulent World

Context Module Sub Header

As many commentators have observed, turbulence has become the "new normal." Businesses, governments and other organizations are faced with an ever increasing rate of change and complexity. As an introduction to the course, we'll be examining the nature of turbulence and start our exploration of its implications for leadership in this class. 1

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Context Module Sub Header

Mandatory Reading 2

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Attachment

Soundview Executive Book Summaries: Taleb, N.N. (2007). “The Black Swan”, Random House. Reviewed by Stephen Wolter. Soundview Executive Book Summaries: Taleb, N.N. (2007). “The Black Swan”, Random House. Reviewed by Stephen Wolter. 3

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Attachment

Achi, Z. & Garvey Berger, J. (2015). “Delighting in the Possible”, McKinsey Quarterly, 2015 (2; March), 90-99. Achi, Z. & Garvey Berger, J. (2015). “Delighting in the Possible”, McKinsey Quarterly, 2015 (2; March), 90-99. 4

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External Url

Andersen, E. (2016). “Learning to Learn.” Harvard Business Review, 94(3), 98-101. Andersen, E. (2016). “Learning to Learn.” Harvard Business Review, 94(3), 98-101. 5

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Context Module Sub Header

Optional Reading/Viewing (not mandatory, but relevant and hopefully interesting) 6

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External Url

Steve Denning: The Golden Age Of Management Is Now (Forbes; August 5, 2013) Steve Denning: The Golden Age Of Management Is Now (Forbes; August 5, 2013) 7

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External Url

Lillian Gregory: Unconventional Models of 21st Century Leadership (March 17, 2015) Lillian Gregory: Unconventional Models of 21st Century Leadership (March 17, 2015) 8

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External Url

World Economic Forum - The Global Risks Report 2017 World Economic Forum - The Global Risks Report 2017 9

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External Url

Alan Iny & Luc Brabandere (BCG) - The Future Is Scary. Thinking Creatively Can Help Alan Iny & Luc Brabandere (BCG) - The Future Is Scary. Thinking Creatively Can Help 10

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Page

Video: Not Wired for Complexity Video: Not Wired for Complexity 11

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Videos: The Big Shift (Deloitte Center for the Edge) Videos: The Big Shift (Deloitte Center for the Edge) 12

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Context Module Sub Header

Slides 13

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Context Module Sub Header

Slides will be made available AFTER class. 14

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Attachment

Class 1 - Leading the Possible: Leadership Challenges in a Turbulent World Class 1 - Leading the Possible: Leadership Challenges in a Turbulent World 15

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Context Module Sub Header

Deliverables 16

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Assignment

Starting Resume Starting Resume 0 17

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Assignment

Team Contract Team Contract 0 18

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Class 2 - The Art of Reframing I: Are you Solving the Right Problem?

Class 2 - The Art of Reframing I: Are you Solving the Right Problem? Class 2 - The Art of Reframing I: Are you Solving the Right Problem?

Context Module Sub Header

"For every complex problem, there is an answer that is clear, simple, and wrong." H.L. Mencken 1

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Context Module Sub Header

The problems really worth solving - the ones with which we can make a positive leadership difference - are often complex and without obvious solutions. Instead they require us to consider different ways of seeing the problem. In this class, we will explore the nature of complexity and develop framing and reframing techniques that can be used to broaden one's perspective (or mindset) to see new opportunities. 2

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Mandatory Readings/Viewing 3

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External Url

Ancona, D., Malone, T.W., Orlikowski, W.J. & Senge P.M (2007). “In Praise of the Incomplete Leader”, Harvard Business Review, 85 (2; February), 92-100. Ancona, D., Malone, T.W., Orlikowski, W.J. & Senge P.M (2007). “In Praise of the Incomplete Leader”, Harvard Business Review, 85 (2; February), 92-100. 4

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External Url

Wendell-Wendellborg, T. (2017). “Are You Solving The Right Problems?”, Harvard Business Review, 95 (1; January/February), 76-83. Wendell-Wendellborg, T. (2017). “Are You Solving The Right Problems?”, Harvard Business Review, 95 (1; January/February), 76-83. 5

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In-Class Case: Banking the Other Half In-Class Case: Banking the Other Half 6

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Context Module Sub Header

Optional Reading/Viewing (not mandatory, but relevant and hopefully interesting) 7

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HBR IdeaCast: "The Secret to Better Problem-Solving" with Thomas Wendell-Wendellborg HBR IdeaCast: "The Secret to Better Problem-Solving" with Thomas Wendell-Wendellborg 8

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Video: Introduction to the Cynefin Framework Video: Introduction to the Cynefin Framework 9

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Video: Alan Iny - Reigniting Creativity in Business (TED@BCG) Video: Alan Iny - Reigniting Creativity in Business (TED@BCG) 10

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External Url

IBM (2010). Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study IBM (2010). Capitalizing on Complexity: Insights from the Global Chief Executive Officer Study 11

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External Url

World Economic Forum (2013). Perspectives on a Hyperconnected World: Insights from the Science of Complexity World Economic Forum (2013). Perspectives on a Hyperconnected World: Insights from the Science of Complexity 12

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External Url

World Environment Center & Net Impact (2011). Business Skills for a Changing World: An Assessment of What Global Companies Need from Business Schools World Environment Center & Net Impact (2011). Business Skills for a Changing World: An Assessment of What Global Companies Need from Business Schools 13

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External Url

"Traditional MBA skill set is no longer enough" by Bettina von Stamm (Financial Times; December 19, 2011, pg. 11) "Traditional MBA skill set is no longer enough" by Bettina von Stamm (Financial Times; December 19, 2011, pg. 11) 14

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External Url

BCG Henderson Institute - Explore the cutting edge research and thought leadership on complexity and leadership by the Boston Consulting Group. BCG Henderson Institute - Explore the cutting edge research and thought leadership on complexity and leadership by the Boston Consulting Group. 15

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External Url

Deloitte Center for the Edge - Explore how Deloitte is addressing complexity and its implication for leadership and business through research and consulting. Deloitte Center for the Edge - Explore how Deloitte is addressing complexity and its implication for leadership and business through research and consulting. 16

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Video: Predatory Lending: Last Week Tonight with John Oliver Video: Predatory Lending: Last Week Tonight with John Oliver 17

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Context Module Sub Header

Slides 18

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Context Module Sub Header

Deliverables 20

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Assignment

Personal Case - Description Personal Case - Description 0 21

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Class 3 - The Art of Reframing II: Creating New Ways Forward

Class 3 - The Art of Reframing II: Creating New Ways Forward Class 3 - The Art of Reframing II: Creating New Ways Forward

Context Module Sub Header

We will continue our exploration of complex problem solving by introducing new reframing techniques with a specific emphasis on inquiry and asking provocative questions. Through a case study, we'll examine how the questions we ask shape the answers we find. Appreciative inquiry and creative metaphors will be introduced as techniques that can help us develop insights otherwise hidden from us. Finally, we will consider how change can be introduced to organizations by identifying high leverage points, the 15% principle. 1

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Context Module Sub Header

Mandatory Reading 2

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External Url

Sawhney, M. & Khosla, S. (2014). “Managing Yourself: Where to Look for Insight”, Harvard Business Review, 92(11), 126-129. Sawhney, M. & Khosla, S. (2014). “Managing Yourself: Where to Look for Insight”, Harvard Business Review, 92(11), 126-129. 3

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External Url

Martin, R.L. & Golsby-Smith, T. (2017). "Management Is Much More Than A Science", Harvard Business Review, 95(5), 128-135. Martin, R.L. & Golsby-Smith, T. (2017). "Management Is Much More Than A Science", Harvard Business Review, 95(5), 128-135. 4

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External Url

Whelan, T. & Fink, C. (2016). "The Comprehensive Business Case for Sustainability", Harvard Business Review Digital Article (October 21, 2016) Whelan, T. & Fink, C. (2016). "The Comprehensive Business Case for Sustainability", Harvard Business Review Digital Article (October 21, 2016) 5

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Context Module Sub Header

Optional Reading/Viewing (not mandatory, but relevant and hopefully interesting) 6

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Video: Beau Lotto - Changing the Space of Possibility Video: Beau Lotto - Changing the Space of Possibility 7

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Page

Barton, D. (2011). "Capitalism for the Long Term", Harvard Business Review, 89(3; March), 84-91. Barton, D. (2011). "Capitalism for the Long Term", Harvard Business Review, 89(3; March), 84-91. 8

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Red Teaming - How the U.S. Army Embraces and Teaches Reframing Red Teaming - How the U.S. Army Embraces and Teaches Reframing 9

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External Url

MIT Sloan Management Review in Collaboration with Boston Consulting Group - Sustainability Nears a Tipping Point MIT Sloan Management Review in Collaboration with Boston Consulting Group - Sustainability Nears a Tipping Point 10

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External Url

Nidumolu, R, Prahalad, C.K., Rangaswami, M.R. (2009). “Why Sustainability is Now the Key Driver of Innovation”, Harvard Business Review, 87(9; September), 57-64. Nidumolu, R, Prahalad, C.K., Rangaswami, M.R. (2009). “Why Sustainability is Now the Key Driver of Innovation”, Harvard Business Review, 87(9; September), 57-64. 11

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External Url

Reeves, M., Levin, S., & Ueda, D. (BCG Henderson Institute; July 18, 2017). Think Biologically: Messy Management for a Complex World Reeves, M., Levin, S., & Ueda, D. (BCG Henderson Institute; July 18, 2017). Think Biologically: Messy Management for a Complex World 12

external_url 12684 0

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External Url

Reeves, M. & Harnoss, J. (BCG Henderson Institute; June 6, 2017). The Business of Business Is No Longer Just Business Reeves, M. & Harnoss, J. (BCG Henderson Institute; June 6, 2017). The Business of Business Is No Longer Just Business 13

external_url 12685 0

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External Url

Tsusaka, M., Reeves, M., Hurder, S. & Harnoss, J. (BCG Henderson Institute; July 20, 2017). Diversity at Work Tsusaka, M., Reeves, M., Hurder, S. & Harnoss, J. (BCG Henderson Institute; July 20, 2017). Diversity at Work 14

external_url 12686 0

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Context Module Sub Header

Slides 15

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Class 4 - Convergent Thinking: Probing the Possible

Class 4 - Convergent Thinking: Probing the Possible Class 4 - Convergent Thinking: Probing the Possible

Context Module Sub Header

In the previous classes, we engaged in divergent thinking and challenged taken-for-granted assumptions by intentionally increasing the levels of uncertainty and disagreement. The aim was to develop new insights that help us better understand problems and more effectively create innovative solutions. Uncertainty and disagreement, however, make it very difficult to commit to action. Hence, we will now turn to convergent thinking in an attempt to create greater certainty in an inherently uncertain world. While divergent thinking is required to generate hypotheses ("What if...?"), convergent thinking utilizes the scientific method, which relies on the systematic and rigorous analysis of data to test the hypotheses ("If..., then...."). 1

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Context Module Sub Header

Mandatory Reading 2

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External Url

Argyris, C. (1991). "Teaching Smart People How to Learn", Harvard Business Review, 69(3), 99-109. Argyris, C. (1991). "Teaching Smart People How to Learn", Harvard Business Review, 69(3), 99-109. 3

external_url 12691 0

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External Url

Liedtka, J.M. (2006). "Using Hypothesis-Driven Thinking in Strategy Consulting", Darden Business Publishing Teaching Note BP-0486 Liedtka, J.M. (2006). "Using Hypothesis-Driven Thinking in Strategy Consulting", Darden Business Publishing Teaching Note BP-0486 4

external_url 12692 0

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Context Module Sub Header

Electronic copies of the second reading for this week - "Using Hypothesis-Driven Thinking in Strategy Consulting" by Jeanne Liedtka - can be purchased directly from Ivey Publishing for C$3.75 using the link above. Due to copyright restrictions, we're unable to provide a copy of this reading. This technical note is not only a core reading for this course, but also an invaluable resource for your Strategic Field Study (the '601'). 5

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Context Module Sub Header

Optional Reading (not mandatory, but relevant and hopefully interesting) 6

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External Url

Davis, I., Keeling, D., Schreier, P., & Williams, A. (2007). The McKinsey Approach to Problem Solving (McKinsey Staff Paper No. 66) Davis, I., Keeling, D., Schreier, P., & Williams, A. (2007). The McKinsey Approach to Problem Solving (McKinsey Staff Paper No. 66) 7

external_url 12695 0

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Context Module Sub Header

Slides 8

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Class 5 - From Ideas to Action: Creating Buy-In

Class 5 - From Ideas to Action: Creating Buy-In Class 5 - From Ideas to Action: Creating Buy-In

Context Module Sub Header

About two-thirds of all major change initiatives fail, often because of the resistance of various stakeholders. The phrase "this is not the way we do things around here" can stop any change effort in its tracks. This week we will examine ways to create buy-in through identifying and managing paradoxes and developing compelling stories that turn potential opposition into allies. 1

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Context Module Sub Header

Mandatory Reading 2

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External Url

Sull, D. N. (1999). "Why Good Companies Go Bad". Harvard Business Review, 77(4), 42-50. Sull, D. N. (1999). "Why Good Companies Go Bad". Harvard Business Review, 77(4), 42-50. 3

external_url 12701 0

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External Url

Smith, W.K., Lewis, M.W. & Tushman, M.L. (2016). “’Both/And’ Leadership”. Harvard Business Review, 94(5), 62-70. Smith, W.K., Lewis, M.W. & Tushman, M.L. (2016). “’Both/And’ Leadership”. Harvard Business Review, 94(5), 62-70. 4

external_url 12702 0

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External Url

Ashford, S.J. & Detert, J. (2015). “Get the Boss to Buy In”. Harvard Business Review, 93(1/2), 72-79. Ashford, S.J. & Detert, J. (2015). “Get the Boss to Buy In”. Harvard Business Review, 93(1/2), 72-79. 5

external_url 12703 0

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Context Module Sub Header

Slides 6

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Class 6 - Sustainability Team Project Presentations

Class 6 - Sustainability Team Project Presentations Class 6 - Sustainability Team Project Presentations

Context Module Sub Header

Teams will be giving their project presentations in class today. Each team has 7 minutes to present their findings, followed by a Q&A. Presentations are to be targeted at the organization's executive team. Please submit a copy of your presentation slides and a copy of your deck report below before class. 1

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Context Module Sub Header

Deliverables 2

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Assignment

Sustainability Team Project - Presentation Sustainability Team Project - Presentation 100 3

assignment 12708 1

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Assignment

Sustainability Team Project - Deck Report Sustainability Team Project - Deck Report 100 4

assignment 12709 1

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Forms 5

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Attachment

Grade Allocation Form Grade Allocation Form 6

attachment 12711 0

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Attachment

Peer Feedback Form Peer Feedback Form 7

attachment 12712 0

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READING WEEK (February 20-23, 2018) - No Class

READING WEEK (February 20-23, 2018) - No Class READING WEEK (February 20-23, 2018) - No Class

Class 7 - No Group Hugs: Evidence-Based Tools for Team Leadership in Dynamic Settings (Guest Instructor: Thomas Medcof)

Class 7 - No Group Hugs: Evidence-Based Tools for Team Leadership in Dynamic Settings (Guest Instructor: Thomas Medcof) Class 7 - No Group Hugs: Evidence-Based Tools for Team Leadership in Dynamic Settings (Guest Instructor: Thomas Medcof)

Context Module Sub Header

Organizations often encourage employees to work in groups and teams, with the hope they will be more engaged and productive. However, the team process can often be riddled with frustration and conflict rather than acting as the panacea that companies hope it will be. This class examines the fundamental processes that separate effective teams from ineffective ones and considers how you can positively influence your teams now and in the future. In this session, we will practice recognizing and effectively managing three key underlying factors - conflict, cognition and communication - to minimize the pain and maximize the payoff. 1

context_module_sub_header 12713 0

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Context Module Sub Header

Mandatory Reading 2

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External Url

Haas, M. & Mortensen, M. (2016). "The Secrets of Great Teamwork". Harvard Business Review, 94(6), 70-16. Haas, M. & Mortensen, M. (2016). "The Secrets of Great Teamwork". Harvard Business Review, 94(6), 70-16. 3

external_url 12715 0

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Slides 4

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Context Module Sub Header

Deliverables 6

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Assignment

Class 7 Homework: Managing Team Conflict Class 7 Homework: Managing Team Conflict 0 7

assignment 12719 1

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Assignment

Grade Allocation Form Grade Allocation Form 0 8

assignment 12720 1

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Class 8 - Longevity in Complex and Shifting Environments (Guest Instructor: Prof. Matthias Kipping)

Class 8 - Longevity in Complex and Shifting Environments (Guest Instructor: Prof. Matthias Kipping) Class 8 - Longevity in Complex and Shifting Environments (Guest Instructor: Prof. Matthias Kipping)

Context Module Sub Header

Based on the origins of Jardines in the 19th century, this class explores how companies can survive, even thrive in rapidly changing environments, in this case Southeast Asia. We will discuss how far business leaders can and should go to defend their interests (a topic taken up again in the next class on ethics) and what lasting consequences their actions have not only for their own organization but also for their context - consequences that have shaped international business until the present day. 1

context_module_sub_header 12721 0

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Context Module Sub Header

Mandatory Reading 2

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External Url

“The Opium Wars: How Scottish Traders Fed the Habit”, (2005, September 6), The Scotsman. “The Opium Wars: How Scottish Traders Fed the Habit”, (2005, September 6), The Scotsman. 3

external_url 12723 0

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Context Module Sub Header

Optional Reading (not mandatory, but relevant and hopefully interesting) 4

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External Url

Link to Jardines Matheson website (for those of you who want to learn more about the company) Link to Jardines Matheson website (for those of you who want to learn more about the company) 5

external_url 12725 0

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Context Module Sub Header

Deliverables 6

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Assignment

Reflection Paper on Team Project Reflection Paper on Team Project 50 7

assignment 12727 1

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Assignment

Class 8 Homework: Key Takeaways Class 8 Homework: Key Takeaways 0 8

assignment 12728 1

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Class 9 - Power and Influence: How will YOU make a Positive Difference?

Class 9 - Power and Influence: How will YOU make a Positive Difference? Class 9 - Power and Influence: How will YOU make a Positive Difference?

Context Module Sub Header

What is the relationship between leadership and power? Can one lead without power? And more fundamentally, what is power and how is it developed? This week, we will take a look at the role of power in leadership, with a special emphasis on how we can make a positive difference even without being in charge. Among other activities, we will engage in an interactive exercise to develop a deeper appreciation and understanding of power and influence. 1

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Context Module Sub Header

Mandatory Reading/Viewing 2

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External Url

Video: The Science of Persuasion Video: The Science of Persuasion 3

external_url 12731 0

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Context Module Sub Header

Slides 4

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Class 10 - Leading with Integrity: Ethical Foundations for Managing Uncertainty (Guest Instructor: John Dalla Costa)

Class 10 - Leading with Integrity: Ethical Foundations for Managing Uncertainty (Guest Instructor: John Dalla Costa) Class 10 - Leading with Integrity: Ethical Foundations for Managing Uncertainty (Guest Instructor: John Dalla Costa)

Context Module Sub Header

Ethics are a strategic imperative and competence. While ethics in business have long been regarded as rules and restrictions – perhaps necessary, but often either inconvenient or inefficient for business – the value of ethics is being recognized today as that much more urgent because it creates the working trust for both engaging with a multitude of stakeholders and fomenting the experimentation needed for innovation. In this class, we will explore how ethical imagination and practice can provide you, as future managers and leaders, with the scope to hone and develop your own values, deepening the important personal satisfaction from achieving success with integrity. 1

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Mandatory Reading 2

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Attachment

Brown, M.T. (2006). “Corporate Integrity and Public Interest: A Relational Approach to Business Ethics and Leadership”, Journal of Business Ethics, 66, 11-18. Brown, M.T. (2006). “Corporate Integrity and Public Interest: A Relational Approach to Business Ethics and Leadership”, Journal of Business Ethics, 66, 11-18. 3

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Page

Case for Week 10: The Ethics of Self-Driving Cars Case for Week 10: The Ethics of Self-Driving Cars 4

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Slides (will be available after class) 5

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Deliverables 7

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Assignment

Class 10 Homework: The Ethics of Self-Driving Cars - What Would You do? Class 10 Homework: The Ethics of Self-Driving Cars - What Would You do? 0 8

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Class 11 - Leadership, Strategic Thinking & Value Creation (Guest Instructor: Prof. Theo Peridis)

Class 11 - Leadership, Strategic Thinking & Value Creation (Guest Instructor: Prof. Theo Peridis) Class 11 - Leadership, Strategic Thinking & Value Creation (Guest Instructor: Prof. Theo Peridis)

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Prof. Peridis will lead the class through a case exercise on strategic thinking this week. This class will bring together and integrate many of the concepts central to this course. 1

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Mandatory Reading 2

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External Url

Porter, M.E. (1996). “What is Strategy?”, Harvard Business Review, 74(6; November/December), 61-78. Porter, M.E. (1996). “What is Strategy?”, Harvard Business Review, 74(6; November/December), 61-78. 3

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Page

Case for Class 11: Hudson Beaver Creek Case for Class 11: Hudson Beaver Creek 4

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Slides (will be available after class) 5

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Deliverables 7

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Assignment

Class 11 Homework: Key Takeaways Class 11 Homework: Key Takeaways 0 8

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Class 12 - Making a Difference: As a Future Leader, I Will Need to....

Class 12 - Making a Difference: As a Future Leader, I Will Need to.... Class 12 - Making a Difference: As a Future Leader, I Will Need to....

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So, what are your takeaways from this course? What have you learned? Which skills have you identified as important for your future career development? Where will you go from here? We hope that you have gained the sense that you will be a leader (on one scale or another) and that you are capable of making a difference (in your own life/career; in the lives of others; in your organizations; in the world...). Developing the necessary skills will require work. By completing this course (and your first semester in the MBA Program), you have taken one step toward your future. Now what? How are you going to continue your life-long learning journey? The last class of this course provides us with an opportunity to look back on the past twelve weeks and - more importantly - look forward to the opportunities and challenges that lie ahead. 1

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Slides 2

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Attachment

Class 12 - As a Future Leader I Will Need To... Class 12 - As a Future Leader I Will Need To... 3

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Deliverables - Components of Your Learning & Development Portfolio 4

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Assignment

Personal Case - Making a Leadership Difference Personal Case - Making a Leadership Difference 100 5

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Assignment

Reflection: As a Future Leader, I Will Need to... Reflection: As a Future Leader, I Will Need to... 50 6

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Assignment

Competencies Statement Competencies Statement 10 7

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Assignment

Future Resume Future Resume 10 8

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Score at least Must score at least to complete this module item Scored at least Module item has been completed by scoring at least View Must view in order to complete this module item Viewed Module item has been viewed and is complete Mark done Must mark this module item done in order to complete Marked done Module item marked as done and is complete Contribute Must contribute to this module item to complete it Contributed Contributed to this module item and is complete Submit Must submit this module item to complete it Submitted Module item submitted and is complete

Course Modules

Class 1 - Leading the Possible: Leadership Challenges in a Turbulent World

Mandatory Reading 2

Optional Reading/Viewing (not mandatory, but relevant and hopefully interesting) 6

Slides 13

Slides will be made available AFTER class. 14

Deliverables 16

Class 2 - The Art of Reframing I: Are you Solving the Right Problem?

"For every complex problem, there is an answer that is clear, simple, and wrong." H.L. Mencken 1

Mandatory Readings/Viewing 3

Optional Reading/Viewing (not mandatory, but relevant and hopefully interesting) 7

Slides 18

Deliverables 20

Class 3 - The Art of Reframing II: Creating New Ways Forward

Mandatory Reading 2

Optional Reading/Viewing (not mandatory, but relevant and hopefully interesting) 6

Slides 15

Class 4 - Convergent Thinking: Probing the Possible

Mandatory Reading 2

Optional Reading (not mandatory, but relevant and hopefully interesting) 6

Slides 8

Class 5 - From Ideas to Action: Creating Buy-In

Mandatory Reading 2

Slides 6

Class 6 - Sustainability Team Project Presentations

Deliverables 2

Forms 5

READING WEEK (February 20-23, 2018) - No Class

Class 7 - No Group Hugs: Evidence-Based Tools for Team Leadership in Dynamic Settings (Guest Instructor: Thomas Medcof)

Mandatory Reading 2

Slides 4

Deliverables 6

Class 8 - Longevity in Complex and Shifting Environments (Guest Instructor: Prof. Matthias Kipping)

Mandatory Reading 2

Optional Reading (not mandatory, but relevant and hopefully interesting) 4

Deliverables 6

Class 9 - Power and Influence: How will YOU make a Positive Difference?

Mandatory Reading/Viewing 2

Slides 4

Class 10 - Leading with Integrity: Ethical Foundations for Managing Uncertainty (Guest Instructor: John Dalla Costa)

Mandatory Reading 2

Slides (will be available after class) 5

Deliverables 7

Class 11 - Leadership, Strategic Thinking & Value Creation (Guest Instructor: Prof. Theo Peridis)

Prof. Peridis will lead the class through a case exercise on strategic thinking this week. This class will bring together and integrate many of the concepts central to this course. 1

Mandatory Reading 2

Slides (will be available after class) 5

Deliverables 7

Class 12 - Making a Difference: As a Future Leader, I Will Need to....

Slides 2

Deliverables - Components of Your Learning & Development Portfolio 4