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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

Mounting social and environmental pressures are reshaping the competitive landscape for companies in every industry, including retail, manufacturing, health, financial services, energy, and food and beverage. For corporate leaders, the message is clear: In today's world, companies that create Shared Value by addressing societal challenges as part of their core strategy achieve a competitive advantage.

This program will prepare you to meet this challenge by creating Shared Value, a concept that connects economic performance with social progress. Led by faculty cochairs Michael E. Porter and Mark R. Kramer, the program will show you how to move beyond corporate social responsibility and sustainability reports and shift your company's strategy to create Shared Value. You will discover how to positively impact social issues in a way that delivers a stronger competitive position and better bottom-line results.

Summary

Key Benefits

This program will help you to rethink your competitive positioning and business model; change how you adapt to social and environmental pressures; equip you to integrate Shared Value into your strategy and operations; and prepare you to satisfy new expectations from investors. You will emerge inspired and ready to drive change in your organization that leads to stronger financial performance, motivated employees, and meaningful social progress.

DetailsExpand All Collapse All

Strengthen your competitive advantage Strengthen your competitive advantage

Develop a social-value proposition as a source of competitive differentiation
Find opportunities for growth and profitability that competitors have overlooked
Realign your competitive positioning with positive social outcomes

Adapt to industry changes and emerging societal trends Adapt to industry changes and emerging societal trends

Establish a corporate purpose that drives shareholder value by addressing social or environmental challenges
Identify new opportunities for innovation by transforming social challenges into business opportunities
Adapt your business model to succeed under today's social and environmental pressures
Design ecosystem innovations that improve your competitive context

Develop and implement a Shared Value strategy Develop and implement a Shared Value strategy

Identify and drive organizational changes that create Shared Value
Rally employees around your company's purpose and goals
Rethink your operations and strategy to overcome social and environmental obstacles

Discover creative ways to drive positive change Discover creative ways to drive positive change

Emulate the actions of high-performing companies that have embraced Shared Value
Build effective public-private partnerships with leaders from the government, nonprofit, and corporate sectors
Increase the value and improve the effectiveness of your corporate social responsibility and philanthropic initiatives

Address new expectations from the investment community Address new expectations from the investment community

Understand how investors perceive Shared Value as a driver of financial performance
Team up with shareholder relations to communicate the value of social impact to investors
Move beyond investing based on social responsibility or environmental, social, and governance factors, and use Shared Value to deliver Alpha

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 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

Details

Strengthen your competitive advantage

Develop a social-value proposition as a source of competitive differentiation
Find opportunities for growth and profitability that competitors have overlooked
Realign your competitive positioning with positive social outcomes

Adapt to industry changes and emerging societal trends

Establish a corporate purpose that drives shareholder value by addressing social or environmental challenges
Identify new opportunities for innovation by transforming social challenges into business opportunities
Adapt your business model to succeed under today's social and environmental pressures
Design ecosystem innovations that improve your competitive context

Develop and implement a Shared Value strategy

Identify and drive organizational changes that create Shared Value
Rally employees around your company's purpose and goals
Rethink your operations and strategy to overcome social and environmental obstacles

Discover creative ways to drive positive change

Emulate the actions of high-performing companies that have embraced Shared Value
Build effective public-private partnerships with leaders from the government, nonprofit, and corporate sectors
Increase the value and improve the effectiveness of your corporate social responsibility and philanthropic initiatives

Address new expectations from the investment community

Understand how investors perceive Shared Value as a driver of financial performance
Team up with shareholder relations to communicate the value of social impact to investors
Move beyond investing based on social responsibility or environmental, social, and governance factors, and use Shared Value to deliver Alpha

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, chief strategy officers, board members, senior vice presidents, executive directors, managing directors, heads of divisions or business units, and heads of sustainability
Investment professionals, including those who work in shareholder relations
Corporate, nonprofit, or government leaders interested in forging strategic business partnerships or leaders that have worked across all three sectors
Business academics who are interested in shifting mindsets about the strategic importance of creating Shared Value
Not appropriate for: Executives engaged solely in corporate social responsibility, philanthropy, or community relations, unless they are strategically integrated with the organization or attend the program with executive colleagues from strategy or operations

To accelerate organizational change, teams of executives are encouraged but not required.

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, chief strategy officers, board members, senior vice presidents, executive directors, managing directors, heads of divisions or business units, and heads of sustainability

Investment professionals, including those who work in shareholder relations

Corporate, nonprofit, or government leaders interested in forging strategic business partnerships or leaders that have worked across all three sectors

Business academics who are interested in shifting mindsets about the strategic importance of creating Shared Value

Not appropriate for: Executives engaged solely in corporate social responsibility, philanthropy, or community relations, unless they are strategically integrated with the organization or attend the program with executive colleagues from strategy or operations

To accelerate organizational change, teams of executives are encouraged but not required.

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.

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.

Admissions Criteria and Process

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 guided discussions, the Creating Shared Value program offers a rich learning experience that emphasizes practical application. In addition to hearing firsthand from CEOs who have successful integrated Shared Value into their companies, you will explore cases about innovative global organizations.

What You Will Learn: Featuring faculty presentations, case studies, guest speakers, and guided discussions, the Creating Shared Value program offers a rich learning experience that emphasizes practical application. In addition to hearing firsthand from CEOs who have successful integrated Shared Value into their companies, you will explore cases about innovative global organizations.

Key TopicsExpand All Collapse All

Designing a Shared Value strategy Designing a Shared Value strategy

Identifying and analyzing unmet needs in society and the environment
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

Building purpose into operations, strategy, culture, and mission Building purpose into operations, strategy, culture, and mission

Analyzing the implications of Shared Valued for your corporate portfolio and priorities
Conceiving and launching new offerings to address social challenges
Ensuring that employees understand and believe in your purpose
Exploring opportunities to positively impact the communities in which you serve

Implementing Shared Value across the organization Implementing Shared Value across the organization

Transitioning from a conventional business model to a Shared Value business model
Developing the necessary strategies, structures, and incentives to innovate and support Shared Value
Measuring and reporting the social and business benefits of Shared Value
Forging successful cross-sector partnerships to create Shared Value with other stakeholders, including governments and nonprofit organizations

Addressing investor needs and expectations Addressing investor needs and expectations

Understanding how Shared Value impacts core investment analysis and investors' perceptions about your organization
Recognizing the role of Shared Value in the financial performance of your company
Meeting new demands from the investment community to embed purpose into your organization
Effectively communicating your case for Shared Value to investors

Key Topics

Designing a Shared Value strategy

Identifying and analyzing unmet needs in society and the environment
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

Building purpose into operations, strategy, culture, and mission

Analyzing the implications of Shared Valued for your corporate portfolio and priorities
Conceiving and launching new offerings to address social challenges
Ensuring that employees understand and believe in your purpose
Exploring opportunities to positively impact the communities in which you serve

Implementing Shared Value across the organization

Transitioning from a conventional business model to a Shared Value business model
Developing the necessary strategies, structures, and incentives to innovate and support Shared Value
Measuring and reporting the social and business benefits of Shared Value
Forging successful cross-sector partnerships to create Shared Value with other stakeholders, including governments and nonprofit organizations

Addressing investor needs and expectations

Understanding how Shared Value impacts core investment analysis and investors' perceptions about your organization
Recognizing the role of Shared Value in the financial performance of your company
Meeting new demands from the investment community to embed purpose into your organization
Effectively communicating your case for Shared Value to investors

The HBS Advantage

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 and cochair of "Creating Shared Value."

Read Full Bio

"Understanding how Shared Value can shape your competitive positioning gives you a tremendous competitive edge."

Learn More

Michael E. Porter

Bishop William Lawrence University Professor. Member of the Strategy Unit. 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

Rebecca M. Henderson

John and Natty McArthur University Professor. Member of the General Management and Strategy Units.

Read Full Bio

V. Kasturi Rangan

Malcolm P. McNair Professor of Marketing. Cochair of the HBS Social Enterprise Initiative. Member of the Marketing Unit; and cochair of "Managing Sales Teams and Distribution Channels."

Read Full Bio

George Serafeim

Professor of Business Administration. Member of the Accounting and Management Unit.

Read Full Bio

The HBS Advantage: 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 and cochair of "Creating Shared Value."

Read Full Bio
"Understanding how Shared Value can shape your competitive positioning gives you a tremendous competitive edge."
Learn More

Michael E. Porter

Bishop William Lawrence University Professor. Member of the Strategy Unit. 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

Rebecca M. Henderson

John and Natty McArthur University Professor. Member of the General Management and Strategy Units.

Read Full Bio

V. Kasturi Rangan

Malcolm P. McNair Professor of Marketing. Cochair of the HBS Social Enterprise Initiative. Member of the Marketing Unit; and cochair of "Managing Sales Teams and Distribution Channels."

Read Full Bio

George Serafeim

Professor of Business Administration. Member of the Accounting and Management Unit.

Read Full Bio

Summary

Summary

DetailsExpand AllCollapse All

Strengthen your competitive advantageStrengthen your competitive advantage Dropdown down

Adapt to industry changes and emerging societal trendsAdapt to industry changes and emerging societal trends Dropdown down

Develop and implement a Shared Value strategyDevelop and implement a Shared Value strategy Dropdown down

Discover creative ways to drive positive changeDiscover creative ways to drive positive change Dropdown down

Address new expectations from the investment communityAddress new expectations from the investment community Dropdown down

Expand your personal and professional networkExpand your personal and professional network Dropdown down

Strengthen your competitive advantage

Adapt to industry changes and emerging societal trends

Develop and implement a Shared Value strategy

Discover creative ways to drive positive change

Address new expectations from the investment community

Expand your personal and professional network

Who Should Attend

Who Should Attend

Learning and Living at HBS

Learning and Living at HBS