HARVARD BUSINESS SCHOOL | Executive Education
HBS@WORK
THE BUSINESS OF ENTERTAINMENT, MEDIA, AND SPORTS
01–04 JUN 2016
HBS CAMPUS
In the business of entertainment, digital technologies are dramatically disrupting how products are developed and managed and how talent connects with audiences. Entertainment executives are challenged to effectively allocate limited resources—both human and financial—across a seemingly infinite array of opportunities. In this program, you will acquire proven approaches for launching and managing creative products and portfolios, managing and marketing talent, assessing and determining when to make smaller versus blockbuster bets, identifying and capitalizing on market disruptions, and other strategic challenges.
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STRATEGY EDITION
Faculty Insights  |  Related Programs  |  Participant Testimonial  |  Publication Spotlight  |  Upcoming Programs  |  The Biology of Corporate Survival  |  Strategy and Execution Are the Same Thing  |  Who's Better at Strategy: CFOs or CSOs?  |  Why So Few Managers Understand Their Company's Strategy  |  Comprehensive Leadership Programs
FACULTY INSIGHTS
Blockbusters: Hit-making, Risk-taking, and the Big Business of Entertainment
While risky, a blockbuster strategy is the best bet for entertainment companies to succeed over the long run. In this excerpt from her book, Blockbusters: Hit-making, Risk-taking, and the Big Business of Entertainment, HBS Professor Anita Elberse discusses how such a strategy usually beats the more cautious approach of spreading around lower-amount investments. Read more.
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PARTICIPANT TESTIMONIAL
The insights into each topic of discussion are very useful, and the opportunity to network with other senior industry leaders from across the globe is invaluable.” Read more testimonials.

MAX VAN DEN DOEL
GLOBAL HEAD OF SPORTS MARKETING, ADIDAS INTERNATIONAL
PUBLICATION SPOTLIGHT
What You Really Need to Lead
Strategy That Works:
How Winning Companies Close the Strategy-to-Execution Gap
Two-thirds of executives say their organizations don't have the capabilities to support their strategy. In Strategy That Works, Paul Leinwand and Cesare Mainardi explain why. They identify conventional business practices that unintentionally create a gap between strategy and execution—and show how some of the best companies in the world consistently leap ahead of their competitors. Learn more.
FEATURED ARTICLES
The Biology of Corporate Survival
Company life spans are shrinking in the face of an increasingly complex business environment.
Strategy and Execution Are the Same Thing
Most managers believe that strategy and execution are distinct. The results of a new survey may surprise you.
Who's Better at Strategy: CFOs or CSOs?
They're best as a team. Cultivating a partnership can have a major impact on performance.
Why So Few Managers Understand Their Company's Strategy
Donald Sull, senior lecturer at MIT Sloan School of Management, gets to the source of the problem.
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Harvard Business School Harvard Business School
Executive Education
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