Given today's turbulent environment, business leaders are seeking a new path to success for their companies. But while many firms talk about transforming themselves around current trends such as digitization and remote work, most struggle when it comes to actually executing a transformation.

If your company is at an inflection point, how do you proceed? Will your business be held back by old ways of thinking or is it willing to embrace new frontiers? Will your company be static and hesitant in the face of a changing environment or is it agile and willing to transform?

In this program, you will explore the multiple dimensions of corporate revitalization, including strategy, finance, organization, culture, and the leader’s role. Whether your company seeks to maximize and fulfill its potential or requires radical intervention, you will develop and strengthen your ability to address major corporate challenges proactively, make the right strategic moves, and lead a revitalization effort that establishes a firm foundation for growth.

Summary

Key Benefits

Drawing on lessons from companies that have executed major transitions successfully, you will expand your ability to diagnose what is not working or could be working better at your company, overcome inertia, and revitalize the organization and its culture to move in a bold new direction. In the process, you will acquire practical tools and approaches that will help you execute corporate transformation successfully.

DetailsExpand All Collapse All

Set a new strategic direction for your organization Set a new strategic direction for your organization

Determine root causes of challenges
Identify new opportunities
Proactively evaluate the range of strategic options and choose the best path
Implement your chosen strategy
Know when and how to take advantage of financial restructuring and private equity

Overcome inertia and pivot the organization Overcome inertia and pivot the organization

Create plans for addressing current and prospective obstacles
Infuse the organization with a sense of purpose
Leverage the company's culture to support your strategy and boost agility
Lead your executive team and workforce through challenging and uncertain times
Strengthen the leadership skills necessary to spearhead corporate revitalization

Expand your personal and professional network Expand your personal and professional network

Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries around the globe
Build relationships with a diverse group of peers who can provide wide-ranging insights into your business challenges and career decisions

Key Benefits

Details

Set a new strategic direction for your organization

Determine root causes of challenges
Identify new opportunities
Proactively evaluate the range of strategic options and choose the best path
Implement your chosen strategy
Know when and how to take advantage of financial restructuring and private equity

Overcome inertia and pivot the organization

Create plans for addressing current and prospective obstacles
Infuse the organization with a sense of purpose
Leverage the company's culture to support your strategy and boost agility
Lead your executive team and workforce through challenging and uncertain times
Strengthen the leadership skills necessary to spearhead corporate revitalization

Expand your personal and professional network

Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries around the globe
Build relationships with a diverse group of peers who can provide wide-ranging insights into your business challenges and career decisions

Who Should Attend

Senior corporate executives from companies of any size in any industry or country who have significant strategic decision-making responsibility, including CEOs, CFOs, other C-suite executives, division heads, business unit heads, and leaders/senior contributors on strategy teams, as well as general counsels or board members who provide strategic input
Partners in private equity firms that specialize in corporate revitalization
Senior strategy consultants who advise companies on strategic options, turnarounds, and corporate transformations
Senior leaders in financial services firms, law firms, investment banks, strategic communication firms, or other professional service organizations that work with clients on major corporate transformations

This program welcomes individuals or teams. Attendance by multiple members of your leadership team will foster collaboration and amplify the program's impact.

Program for Leadership Development participants earn 3 PLDA Points on completion of this program.

Dive Deeper into the Experience

Thrive in a learning environment that welcomes diverse ideas and perspectives.

Global perspectives > Leadership growth > Organizational impact.

See how exchange with faculty and peers yields new insights into critical business trends.

Who Should Attend

Senior corporate executives from companies of any size in any industry or country who have significant strategic decision-making responsibility, including CEOs, CFOs, other C-suite executives, division heads, business unit heads, and leaders/senior contributors on strategy teams, as well as general counsels or board members who provide strategic input
Partners in private equity firms that specialize in corporate revitalization
Senior strategy consultants who advise companies on strategic options, turnarounds, and corporate transformations
Senior leaders in financial services firms, law firms, investment banks, strategic communication firms, or other professional service organizations that work with clients on major corporate transformations

This program welcomes individuals or teams. Attendance by multiple members of your leadership team will foster collaboration and amplify the program's impact.

Program for Leadership Development participants earn 3 PLDA Points on completion of this program.

Dive Deeper into the Experience

Thrive in a learning environment that welcomes diverse ideas and perspectives.

Global perspectives > Leadership growth > Organizational impact.

See how exchange with faculty and peers yields new insights into critical business trends.

Learning and Living at HBS

When you participate in an Executive Education program on the HBS campus, you enter an immersive experience where every aspect of the learning model has been carefully designed to facilitate your growth. Your learning will take place on your own, in your living group, and in the larger classroom, driven by the renowned HBS case method.

Review Our Campus Health & Safety Protocols

Learning and Living at HBS

Review Our Campus Health & Safety Protocols

Admissions Criteria and Process

We admit candidates to specific sessions on a rolling, space-available basis, and encourage you to apply as early as possible. Although most programs have no formal educational requirements, admission is a selective process based on your professional achievement and organizational responsibilities.

Answering Your Questions

Our Program Advising team can help you at any stage of the admissions process—starting with identifying the program that best addresses your learning and development goals. Contact a program advisor via email or call 1.800.427.5577 (outside the U.S., call +1.617.495.6555).

Application Submission

We recommend that you apply at least four weeks before the program start date. You may use our online form or download an application. HBS maintains all application information in strict confidentiality. We acknowledge receipt of applications via email. In the unlikely event that you do not receive an acknowledgment, please email us at exed_admissions@hbs.edu or call us at +1.617.495.6226.

Application Review

To optimize the learning experience and maximize the exchange of ideas, our Admissions Committee makes selections that balance each participant's experience, scope of current responsibilities, and type of organization. HBS seeks candidates who reflect a broad range of industries, functions, countries, and backgrounds. We review applications monthly and will contact you via email with the Admissions Committee's decision.

Fee, Payment, and Cancellations

The program fee covers tuition, books, case materials, accommodations, and most meals. You will be invoiced upon admission to the program. Invoices are due within 30 days of receipt, or upon receipt if the program start date is less than 30 days from the invoice date. If you need to cancel or defer your participation, you must submit your request in writing more than 30 days before the start of the program to receive a full refund. Cancellation or deferral requests received 14 to 30 days prior to the start of the program are subject to a fee of one-half of the program fee. Requests received within 14 days are subject to full payment.

Admissions Criteria and Process

Answering Your Questions

Application Submission

Application Review

Fee, Payment, and Cancellations

What You Will Learn

Through case studies, faculty presentations, small-group discussions, individual and group exercises, guest speakers (including some case protagonists), and panel discussions, you and your peers will explore how to assess challenges in today's business landscape, evaluate potential strategies, develop an approach to corporate transformation, apply financial levers appropriately, and execute the transformation. In the process, you will explore the leader's role in a revitalization context and how you can lead your company through a major transition.

What You Will Learn: Through case studies, faculty presentations, small-group discussions, individual and group exercises, guest speakers (including some case protagonists), and panel discussions, you and your peers will explore how to assess challenges in today's business landscape, evaluate potential strategies, develop an approach to corporate transformation, apply financial levers appropriately, and execute the transformation. In the process, you will explore the leader's role in a revitalization context and how you can lead your company through a major transition.

Key TopicsExpand All Collapse All

Stages in the lifecycle of a turnaround Stages in the lifecycle of a turnaround

Triage: Assessing severity of the situation—in the present and potentially in the future
Crisis Management: Stopping negative cash flow and erosion of morale and talent
Stabilizing the Situation: Building a stable management team that can lead growth and profitability
Planning the Future: Developing strategy, structure, and systems focused on the company's long-term success

Strategy: Defining a new direction Strategy: Defining a new direction

Diagnosing challenges proactively, even if your company is doing all right—for now
Seeking new opportunities to create value
Outlining strategic options
Choosing the best direction to follow
Prioritizing activities
Implementing strategy—for the short term and for the long term

Financial revitalization Financial revitalization

Managing cash flow
Deciding whether to retain or divest assets
Reevaluating decision rights and control rights
Revitalizing the corporations through private equity
Knowing whether (and how) to choose bankruptcy as a path to revitalization

Organization and culture Organization and culture

Streamlining the organization, simplifying structure, and redesigning core processes
Retaining key talent and sustaining morale
Evaluating organizational culture, values, and purpose—and making essential changes
Defining and evolving the organization and culture to enable success

Leadership in times of transition Leadership in times of transition

Embracing the leader's role as strategist, organization builder, and principal change agent in revitalization efforts
Developing the skills and abilities essential for leading corporate revitalization
Sustaining an effective leadership team under tough conditions
Managing performance throughout the transition

Key Topics

Stages in the lifecycle of a turnaround

Triage: Assessing severity of the situation—in the present and potentially in the future
Crisis Management: Stopping negative cash flow and erosion of morale and talent
Stabilizing the Situation: Building a stable management team that can lead growth and profitability
Planning the Future: Developing strategy, structure, and systems focused on the company's long-term success

Strategy: Defining a new direction

Diagnosing challenges proactively, even if your company is doing all right—for now
Seeking new opportunities to create value
Outlining strategic options
Choosing the best direction to follow
Prioritizing activities
Implementing strategy—for the short term and for the long term

Financial revitalization

Managing cash flow
Deciding whether to retain or divest assets
Reevaluating decision rights and control rights
Revitalizing the corporations through private equity
Knowing whether (and how) to choose bankruptcy as a path to revitalization

Organization and culture

Streamlining the organization, simplifying structure, and redesigning core processes
Retaining key talent and sustaining morale
Evaluating organizational culture, values, and purpose—and making essential changes
Defining and evolving the organization and culture to enable success

Leadership in times of transition

Embracing the leader's role as strategist, organization builder, and principal change agent in revitalization efforts
Developing the skills and abilities essential for leading corporate revitalization
Sustaining an effective leadership team under tough conditions
Managing performance throughout the transition

The HBS Advantage

Our Executive Education programs are developed and taught by HBS faculty who are widely recognized as skilled educators, groundbreaking researchers, and award-winning authors. Through their board memberships, consulting, and field-based research, they address the complex challenges facing business leaders across the globe.

Faculty Cochairs

Ranjay Gulati

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration

HBS Unit:

Organizational Behavior

Read Full Bio

Ashish Nanda

Senior Lecturer of Business Administration

HBS Unit:

Strategy

Read Full Bio

Faculty

Edward B. Berk

Senior Lecturer of Business Administration

HBS Unit:

Finance

Read Full Bio

John D. Dionne

Senior lecturer of Business Administration

HBS Unit:

Finance

Read Full Bio

Hubert Joly

Senior Lecturer of Business Administration

HBS Unit:

Marketing

Read Full Bio

Kristin Williams Mugford

Melvin Tukman Senior Lecturer of Business Administration

HBS Unit:

Finance

Read Full Bio

Jan W. Rivkin

C. Roland Christensen Professor of Business Administration

HBS Unit:

Strategy

Read Full Bio

The HBS Advantage: Our Executive Education programs are developed and taught by HBS faculty who are widely recognized as skilled educators, groundbreaking researchers, and award-winning authors. Through their board memberships, consulting, and field-based research, they address the complex challenges facing business leaders across the globe.

Faculty Cochairs

Ranjay Gulati

Paul R. Lawrence MBA Class of 1942 Professor of Business Administration

HBS Unit:

Organizational Behavior

Read Full Bio

Ashish Nanda

Senior Lecturer of Business Administration

HBS Unit:

Strategy

Read Full Bio

Faculty

Edward B. Berk

Senior Lecturer of Business Administration

HBS Unit:

Finance

Read Full Bio

John D. Dionne

Senior lecturer of Business Administration

HBS Unit:

Finance

Read Full Bio

Hubert Joly

Senior Lecturer of Business Administration

HBS Unit:

Marketing

Read Full Bio

Kristin Williams Mugford

Melvin Tukman Senior Lecturer of Business Administration

HBS Unit:

Finance

Read Full Bio

Jan W. Rivkin

C. Roland Christensen Professor of Business Administration

HBS Unit:

Strategy

Read Full Bio