Executive Education
    H a r v a r d | B u s i n e s s | S c h o o lExecutive Education
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    Creating Shared Value
    Competitive Advantage Through Social Impact
    Dates: 17–20 NOV 2019
    Location: HBS Campus
    Fee: $10,000
    The program fee covers tuition, books, case materials, accommodations, and most meals.

    Summary

    What happens when companies rethink the intersection between society's challenges and corporate performance? Developed and led by HBS faculty cochairs Michael E. Porter and Mark R. Kramer, this innovative program explores how companies can build competitive advantage by incorporating social and environmental factors into their core strategy. You will return with the frameworks to help your company create Shared Value and capitalize on emerging growth opportunities.

    icon-dropdown-down icon-dropdown-up

    Summary

    What happens when companies rethink the intersection between society's challenges and corporate performance? Developed and led by HBS faculty cochairs Michael E. Porter and Mark R. Kramer, this innovative program explores how companies can build competitive advantage by incorporating social and environmental factors into their core strategy. You will return with the frameworks to help your company create Shared Value and capitalize on emerging growth opportunities.

    Key Benefits

    Going beyond social responsibility, philanthropy, and sustainability, the Shared Value business model represents a new path to economic success by focusing on the unmet societal needs your company can address. This powerful program prompts a shift in your perspective, motivates you to redefine your business model, and explores the competitive advantages of building social impact into your company's business strategy and operations.
    Read More
    icon-dropdown-down
    Redefine corporate purpose to address important societal challenges
    Develop and implement an effective corporate Shared Value strategy
    Identify and drive organizational changes that support your Shared Value strategy
    Expand your personal and professional network
    • Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries across 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 icon-dropdown-down

    Key Benefits icon-dropdown-down

    Going beyond social responsibility, philanthropy, and sustainability, the Shared Value business model represents a new path to economic success by focusing on the unmet societal needs your company can address. This powerful program prompts a shift in your perspective, motivates you to redefine your business model, and explores the competitive advantages of building social impact into your company's business strategy and operations.
    Redefine corporate purpose to address important societal challenges
    Develop and implement an effective corporate Shared Value strategy
    Identify and drive organizational changes that support your Shared Value strategy
    Expand your personal and professional network
    • Extend your network by living and working with accomplished executives from various backgrounds, industries, and countries across 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 engaged in corporate strategy, new business development, and operations management—such as chief executive officers, chief operating officers, chief financial officers, senior vice presidents, executive directors, managing directors, heads of divisions or business units, and heads of social impact
    • Nonprofit or government leaders interested in forging strategic business partnerships
    • Not appropriate for: Executives engaged solely in corporate social responsibility or community relations
    icon-dropdown-down icon-dropdown-up

    Who Should Attend

    • Senior corporate executives engaged in corporate strategy, new business development, and operations management—such as chief executive officers, chief operating officers, chief financial officers, senior vice presidents, executive directors, managing directors, heads of divisions or business units, and heads of social impact
    • Nonprofit or government leaders interested in forging strategic business partnerships
    • Not appropriate for: Executives engaged solely in corporate social responsibility or community relations

    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.

    icon-dropdown-down icon-dropdown-up

    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.

    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.
    Read More
    icon-dropdown-down

    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. No payment is necessary until you have been accepted. Payment is required prior to the program start date. If you need to cancel or defer participation, you must submit your request in writing more than 30 days before the start of the program to receive a full refund. Cancellations or deferrals 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 icon-dropdown-down

    Admissions Criteria and Process icon-dropdown-down

    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. No payment is necessary until you have been accepted. Payment is required prior to the program start date. If you need to cancel or defer participation, you must submit your request in writing more than 30 days before the start of the program to receive a full refund. Cancellations or deferrals 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.
    Program content, dates, fees, and faculty are subject to change. In accordance with Harvard University policy, Harvard Business School does not discriminate against any person on the basis of race, color, sex or sexual orientation, gender identity, religion, age, national or ethnic origin, political beliefs, veteran status, or disability in admission to, access to, treatment in, or employment in its programs and activities.

    What You Will Learn

    Featuring faculty presentations, case studies, guest speakers, and group discussions, this corporate shared value program explores how companies in all industries can achieve economic success in ways that also create value for society. By examining shared value business model concepts, applications, and implementations, you will discover the opportunities presented by reconceiving products and markets, redefining productivity in the value chain, and enhancing the operating environment.

    In addition to delivering concrete tools for creating Shared Value, the program explores examples of innovative organizations, such as Discovery Ltd., Becton Dickinson, Nestlé, Yara International, Enel, and Walmart.

    icon-dropdown-down icon-dropdown-up

    What You Will Learn

    Featuring faculty presentations, case studies, guest speakers, and group discussions, this corporate shared value program explores how companies in all industries can achieve economic success in ways that also create value for society. By examining shared value business model concepts, applications, and implementations, you will discover the opportunities presented by reconceiving products and markets, redefining productivity in the value chain, and enhancing the operating environment.

    In addition to delivering concrete tools for creating Shared Value, the program explores examples of innovative organizations, such as Discovery Ltd., Becton Dickinson, Nestlé, Yara International, Enel, and Walmart.

    Key TopicsCollapse All

    Designing a shared value strategyDesigning a shared value strategy
    icon-dropdown-down
    • Identifying and analyzing social issues and unmet societal needs
    • Entering underserved markets to gain a strategic advantage
    • Increasing productivity in your value chain through new approaches to purchasing, resource utilization, logistical methods, and workforce practices
    • Strengthening the business environment in the locations where your company operates
    • Managing the transition from conventional to Shared Value business definition and models
    Building social purpose into the corporate missionBuilding social purpose into the corporate mission
    icon-dropdown-down
    • Analyzing the implications for your corporate portfolio and priorities
    • Conceiving and launching new offerings to address social challenges
    Implementing shared value across the organizationImplementing shared value across the organization
    icon-dropdown-down
    • Developing the organizational structures and incentives necessary to innovate and support Shared Value
    • Measuring and reporting the social and business benefits of the Shared Value created
    • Forging successful cross-sector partnerships to create Shared Value with other stakeholders, including governments and nonprofit organizations
    Making the shared value case to investorsMaking the shared value case to investors
    icon-dropdown-down
    • Evaluating why Shared Value must become part of core investment analysis
    • Communicating your Shared Value case effectively to all investors

    Key Topics icon-dropdown-down

    Key Topics icon-dropdown-down

    Designing a shared value strategy

    • Identifying and analyzing social issues and unmet societal needs
    • Entering underserved markets to gain a strategic advantage
    • Increasing productivity in your value chain through new approaches to purchasing, resource utilization, logistical methods, and workforce practices
    • Strengthening the business environment in the locations where your company operates
    • Managing the transition from conventional to Shared Value business definition and models

    Building social purpose into the corporate mission

    • Analyzing the implications for your corporate portfolio and priorities
    • Conceiving and launching new offerings to address social challenges

    Implementing shared value across the organization

    • Developing the organizational structures and incentives necessary to innovate and support Shared Value
    • Measuring and reporting the social and business benefits of the Shared Value created
    • Forging successful cross-sector partnerships to create Shared Value with other stakeholders, including governments and nonprofit organizations

    Making the shared value case to investors

    • Evaluating why Shared Value must become part of core investment analysis
    • Communicating your Shared Value case effectively to all investors

    Faculty

    This Harvard Business School Executive Education program was developed by and is taught by HBS professor Michael E. Porter, the leading authority on strategy and competitiveness, along with Harvard Kennedy School senior fellow Mark R. Kramer. One of the most-cited authors in business and economics, Professor Porter has authored 18 books and has written a series of articles on the role of business in society.

    Faculty Cochair

    Mark R. Kramer

    Senior Fellow, Harvard Kennedy School of Government and cochair of "Creating Shared Value."

    Read Full Bio

    Michael E. Porter

    Bishop William Lawrence University Professor. Member of the Strategy Unit; and director of the Institute for Strategy and Competitiveness. Faculty chair of "Strategy for Health Care Delivery"; faculty cochair of "Creating Shared Value" and of "Value Measurement for Health Care."

    Read Full Bio

    Faculty

    V. Kasturi Rangan

    Malcolm P. McNair Professor of Marketing; cochair of the HBS Social Enterprise Initiative. Member of the Marketing Unit. He is the author of Transforming Your Go-to-Market Strategy: Three Disciplines of Channel Management. Cochair of "Managing Sales Teams and Distribution Channels."

    Read Full Bio

    George Serafeim

    Professor of Business Administration.

    Read Full Bio

    icon-dropdown-down icon-dropdown-up

    Faculty

    This Harvard Business School Executive Education program was developed by and is taught by HBS professor Michael E. Porter, the leading authority on strategy and competitiveness, along with Harvard Kennedy School senior fellow Mark R. Kramer. One of the most-cited authors in business and economics, Professor Porter has authored 18 books and has written a series of articles on the role of business in society.

    Faculty Cochair

    Mark R. Kramer

    Senior Fellow, Harvard Kennedy School of Government and cochair of "Creating Shared Value."

    Read Full Bio

    Michael E. Porter

    Bishop William Lawrence University Professor. Member of the Strategy Unit; and director of the Institute for Strategy and Competitiveness. Faculty chair of "Strategy for Health Care Delivery"; faculty cochair of "Creating Shared Value" and of "Value Measurement for Health Care."

    Read Full Bio

    Faculty

    V. Kasturi Rangan

    Malcolm P. McNair Professor of Marketing; cochair of the HBS Social Enterprise Initiative. Member of the Marketing Unit. He is the author of Transforming Your Go-to-Market Strategy: Three Disciplines of Channel Management. Cochair of "Managing Sales Teams and Distribution Channels."

    Read Full Bio

    George Serafeim

    Professor of Business Administration.

    Read Full Bio

    View Frequently Asked Questions

    Back to Top icon-arrow-up