Owen Tseng's commitment to his professional development is truly exceptional. While serving at a senior level at Quantum Enterprises in Canada, he has built an impressive Harvard Business School (HBS) Executive Education portfolio. Over the past few years, he has attended Leading Change and Organizational Renewal (LCOR), Disruptive Innovation (DI), and the General Management Program (GMP)—and, most recently, Authentic Leader Development (ALD). In this interview, he offers some highlights from his experiences and praises the unique learning environment he continues to find at HBS.
What first drew you to HBS, and what keeps bringing you back?
My first experience at HBS was GMP. Before attending, I did a lot of research, and I was impressed with the program's content. I understood that HBS is the pioneer of the case study methodology, and that approach to teaching was the primary reason I applied. While I was on campus, however, I discovered many more benefits that HBS offers. The participants and faculty add enormous value—every time I attend a program, I engage with participants from all over the world. This experience really enhances my perspective because the participants come from different markets, cultures, and backgrounds. I often tell people that it's like attending a meeting of the United Nations because there are so many different mindsets in one place. Each experience rejuvenates me and broadens my view.
Also, I cannot say enough good things about the faculty. I have great regard for professors Tom DeLong, Linda Hill, and Clayton Christensen. The faculty members are authentically humble, and they are willing to learn as well as teach. HBS is a risk-free environment for learning and exploring different perspectives, which is also very encouraging.
After I completed GMP, I knew I wanted to return for another program, but I didn't know which one to choose next. One of the portfolio directors became familiar with my career aspirations and education objectives and guided me toward certain programs and away from others that might not be a good fit. It was comforting to know that HBS was watching out for my best interests and wasn't just trying to sell its programs. I have now attended several programs, and this institution has never let me down. After each program, I walk away feeling that my expectations were exceeded and that the return-on-investment was greater than I imagined.
What takeaways from your recent programs have stayed with you?
It might sound corny, but what really sticks out is HBS's focus on creating better human beings and better leaders. The ALD program didn't feel like a business school program but rather an experience that made me a better person. The same was true for GMP. These programs have trained me to navigate very complex situations and solve problems by making the best decisions I can as a leader.
I've also found that HBS provides support to participants long after a program has ended. That long-term commitment from the faculty and from the school is definitely something that stands out. HBS has shown me that its focus is not on profit or loss but rather culture and how leaders leave a lasting impression on those around them. I have been much more active in community philanthropy work than ever before—not because HBS told me to do it, but because my experiences at HBS have made me want to give back to the community.
The Disruptive Innovation program changed me as a leader in terms of how I look at innovation. Before I attended the program, innovation was a very complex and intimidating term. But Professor Christensen simplified it and made sense of it for me. I still remember what he said—that it’s about figuring out what the customers want and deciding how you can give it to them, and it's not about what the business or its leaders want. Business leaders often assume that we know what the customers want, and if the results don't meet our expectations, we say that the execution was wrong. However, after attending the program, I assembled an innovation team and today their focus is all about staying in touch with customers' feedback. Now many of our innovative ideas are coming from our customers. And we make sure that our customers know that we are innovative and up to the challenge—we are not complacent.
What do you enjoy most about being on the HBS campus?
Every time I go back, the campus fuels me with energy. It's a totally different world where I can reset my mind, reflect, and immerse myself—not only in the school's history, but also in an environment that enables me to grow as a leader. HBS takes many of my worries out of the equation; when I go there the school feeds me and gives me a luxurious place to live. It’s not a vacation, but sometimes it feels like a vacation because it's a place where I can bounce ideas off of the other participants and make mistakes without being penalized. It's a place where I can let my guard down as a leader, talk openly with my living group, and admit my weaknesses without being judged. Every single faculty member is focused on maximizing the performance of the living group. I have remained in contact with many of my living group members, and the lifelong support we continue to give each other all started at HBS. When I go back to the school, I am reminded that I am part of a vast community that is ready to support me through any kind of challenge. That really boosts my confidence as a leader.
How do you think other executives would benefit from HBS Executive Education?
HBS instills the idea that anything is possible. Leaders often become confined and make mistakes, and those lessons can be very expensive. We lack a risk-free environment to challenge ourselves and to talk things out and expose our true vulnerability. Any school can offer textbook knowledge, but HBS focuses on sustaining leadership development well beyond the week spent in the classroom. Those who attend HBS are part of a much bigger community. Executives in any industry and any part of the world can benefit from that because they are all dealing with very similar challenges. There were many times when somebody from the other side of the world opened my eyes to something that I couldn't see—something that was in my blind spot—and vice versa.
Do you have any other comments you want to add?
What makes HBS one-of-a-kind is that it's in the business of relationships. Throughout my experiences as a participant and alumnus, the Executive Education team has continued to build a relationship with me, and that has opened doors for me to build other relationships. The faculty and the content are great, but often I learn the most from other participants. No matter how many books or cases we read, what's truly invaluable is the relationship that HBS helps to provide for every person in its community.