Markus Juppe is a board member of BavariaDirekt Versicherung AG, an insurance company based in Munich, Germany. In addition to being responsible for IT, data processes, and controlling, he also serves as the function lead for corporate development, strategy, and law. To address the complex leadership and strategic challenges facing the company and its board, Juppe attended two programs at Harvard Business School: Driving Digital Strategy and Leading in the Digital Era.
Why did you choose to attend Driving Digital Strategy and Leading in he Digital Era?
Both programs were very interesting to me, and they complemented each other well. One of the things that I care about as a board member is the digital transformation of the organization. On the other hand, I am also the chief strategy officer for the parent company. So it is important for me to learn how other companies have coped with and managed the challenges regarding digital transformation.
How did these two programs complement each other?
Before attending Leading in the Digital Era, I thought that digital transformation was just about digitalization and the economy rather than leadership and how people behave. And then through Driving Digital Strategy, I saw that there were a lot of cases on strategy and how leaders changed their company.
But in the end, it's all about change. It's about purpose, the people, and who the stakeholders are. Both programs are for people who are interested in understanding more about change, about the differences in what the challenges are, and how to be successful.
What were your objectives in attending the programs? Were they met?
Learning is the objective for me, and I had a very successful experience in both programs. I wanted to gain new perspectives and learn more about companies from a completely different part of the economy. I’m from insurance, but there were cases about all sorts of companies and sectors.
I also thought about things that I'd never considered before. And that was very helpful to me because it widened my horizons.
What key program takeaways are you applying in your professional life today?
There were many cases where the companies evolved, but the distribution team or the consulting firm weren’t part of it. So the leaders had to step back for a second and ask: "Who are the stakeholders? Who do I have to connect with in order to be successful across the whole organization?"
This approach was very important to me, and I'm applying it now in my daily business with my team and with other people in the company. I always ask: "Have we looked at the whole picture? Have we looked at all the people in the value chain? Have we analyzed who’s part of this game?"
I’m also thinking about bringing the case study format to my company. In a board meeting, for example, we don't usually have the time to discuss a specific strategic question for 90 minutes as we did in the classroom. But I’d like to take more time to discuss issues from different angles. I’ve learned how important that is to achieve organization-wide success.
How would you describe the value of the programs to somebody who is considering taking them?
Both programs are designed for executives who want to keep learning and keep evolving. There are so many different people, so many different perspectives, so many backgrounds—and this widens your perspective, especially if you attend both programs. And the network that you build through small discussion groups and in the classroom is also valuable. After a week, you really know each other. And the connection continues even after the program ends.
Do you have any advice for someone considering taking either program?
Be open minded—listen, think, and take part in the discussions.
Be prepared—read the cases twice before the program even starts.
Bottom line—you'll learn a lot about yourself.