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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
    New Program
    Leading an Agile Workforce Transformation
    Dates: OCT 2020
    Location: HBS Campus
    Fee: TBD
    The program fee covers tuition, books, case materials, accommodations, and most meals.
    Program Announcement
    This program was previously known as Managing the Future of Work.

    Summary

    Corporate leaders and senior decision-makers must seize the opportunities presented by rapid technological advances, shifting demographics, and new employment models to ensure today's businesses endure in the future. To build and maintain competitive advantage, businesses must recognize and manage the risks, while also capitalizing on the changing nature of work, workplace organization, and the workforce itself. Leading an Agile Workforce Transformation will help you make the right moves today to develop and sustain the agile workforce you will need tomorrow.

    Leading an Agile Workforce Transformation is offered in collaboration with Harvard Business School's research project on Managing the Future of Work.

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    Summary

    Corporate leaders and senior decision-makers must seize the opportunities presented by rapid technological advances, shifting demographics, and new employment models to ensure today's businesses endure in the future. To build and maintain competitive advantage, businesses must recognize and manage the risks, while also capitalizing on the changing nature of work, workplace organization, and the workforce itself. Leading an Agile Workforce Transformation will help you make the right moves today to develop and sustain the agile workforce you will need tomorrow.

    Leading an Agile Workforce Transformation is offered in collaboration with Harvard Business School's research project on Managing the Future of Work.

    Key Benefits
    With new ways to think about work and your talent pipeline, you’ll prepare to create the modern, agile workforce your organization needs to achieve strategic objectives and build real competitive advantage for the long term.

    DetailsExpand AllCollapse All

    Envision and plan the future of work in your businessEnvision and plan the future of work in your business
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    • Learn how to adapt to the trends impacting your workforce today, and how these trends will continue to shape your business five, ten, and twenty years from now
    • Take advantage of new technologies such as automation and artificial intelligence to empower your business
    • Manage the complex relationships between technological change, job design, skill development, and organization structure
    Ensure a sustainable pipeline of global talentEnsure a sustainable pipeline of global talent
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    • Determine the most effective ways to invest in your workforce today and in the future
    • Utilize permanent and contingent workforces, partnerships, collaboration, training, and other means to acquire the skills you need at all levels of the organization
    • Make better use of available talent by accommodating the changing needs of workers
    • Develop a global talent access strategy and sustain your company's talent base, even in areas where it's traditionally difficult to attract top talent
    Expand your personal and professional networkExpand your personal and professional network
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    • 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 Dropdown down

    Key Benefits Dropdown down

    With new ways to think about work and your talent pipeline, you’ll prepare to create the modern, agile workforce your organization needs to achieve strategic objectives and build real competitive advantage for the long term.
    Details

    Envision and plan the future of work in your business

    • Learn how to adapt to the trends impacting your workforce today, and how these trends will continue to shape your business five, ten, and twenty years from now
    • Take advantage of new technologies such as automation and artificial intelligence to empower your business
    • Manage the complex relationships between technological change, job design, skill development, and organization structure

    Ensure a sustainable pipeline of global talent

    • Determine the most effective ways to invest in your workforce today and in the future
    • Utilize permanent and contingent workforces, partnerships, collaboration, training, and other means to acquire the skills you need at all levels of the organization
    • Make better use of available talent by accommodating the changing needs of workers
    • Develop a global talent access strategy and sustain your company's talent base, even in areas where it's traditionally difficult to attract top talent

    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 leaders in established companies that are doing business in developed economies and have large, diverse talent pools, including:

    • CEOs, board members, and heads of business units, divisions, countries, or regions
    • Heads of human resources or other senior executives responsible for human capital management
    • Strategy officers or others with responsibility for strategic planning
    • Chief Risk Officers or others focused on risk management
    • Heads of business functions with particularly challenging workforce requirements, such as product development or operations
    • Policy leaders focused on workforce development

    Given that human capital issues affect many parts of an organization, attendance by multiple members of your leadership team will foster collaboration and amplify the program's impact.

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    Who Should Attend

    Senior leaders in established companies that are doing business in developed economies and have large, diverse talent pools, including:

    • CEOs, board members, and heads of business units, divisions, countries, or regions
    • Heads of human resources or other senior executives responsible for human capital management
    • Strategy officers or others with responsibility for strategic planning
    • Chief Risk Officers or others focused on risk management
    • Heads of business functions with particularly challenging workforce requirements, such as product development or operations
    • Policy leaders focused on workforce development

    Given that human capital issues affect many parts of an organization, attendance by multiple members of your leadership team will foster collaboration and amplify the program's impact.

    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.

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    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
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    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 Dropdown down

    Admissions Criteria and Process 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

    Through a rich learning experience that includes timely case studies, faculty presentations, small group discussions, and individual projects, you will explore how you can best manage human capital as a strategic asset in light of the forces that are redefining work and workforces in developed economies. A powerful lineup of industry guest speakers, including case protagonists, will share their own frontline experiences.

    You will return with practical strategies for optimizing work; attracting and retaining more capable, productive employees with the right skillsets for today's jobs; and removing workforce-related obstacles to success.

    Your personal case

    Applying your program learning, you will develop a case focused on a long-term human capital challenge your organization is facing. You will gain valuable insights from faculty and peers by analyzing your scenario in a small-group workshop. One scenario from each group will be selected for presentation and discussion in the larger HBS classroom.

    Dropdown down Dropdown up

    What You Will Learn

    Through a rich learning experience that includes timely case studies, faculty presentations, small group discussions, and individual projects, you will explore how you can best manage human capital as a strategic asset in light of the forces that are redefining work and workforces in developed economies. A powerful lineup of industry guest speakers, including case protagonists, will share their own frontline experiences.

    You will return with practical strategies for optimizing work; attracting and retaining more capable, productive employees with the right skillsets for today's jobs; and removing workforce-related obstacles to success.

    Your personal case

    Applying your program learning, you will develop a case focused on a long-term human capital challenge your organization is facing. You will gain valuable insights from faculty and peers by analyzing your scenario in a small-group workshop. One scenario from each group will be selected for presentation and discussion in the larger HBS classroom.

    Key TopicsExpand AllCollapse All

    Defining the challenge: Understanding how work is changingDefining the challenge: Understanding how work is changing
    Dropdown down
    • Analyzing the connection between competitive advantage and the quality of human capital
    • Assessing how demographic changes will impact your workforce
    • Evaluating how change is affecting work in different industries
    Technology change: Enabling the agile workforceTechnology change: Enabling the agile workforce
    Dropdown down
    • Exploring the role new technologies are playing in different areas of the business
    • Assessing which jobs are most affected by technological advances and why
    • Managing change and deciding how fast the organization needs to change
    • Adapting organization structures for new types of work
    • Adjusting to a new, data-based decision-making paradigm
    • Knowing how and when to deploy agile or self-directed work teams vs. traditional teams
    The impact of the "care" economy: Accommodating the needs of workersThe impact of the "care" economy: Accommodating the needs of workers
    Dropdown down
    • Recognizing how standard personnel practices impact employees with children or aging parents and compound the growing shortage of skilled workers
    • Exploring the evolution of workplace arrangements and public policies regarding employees' increasing care responsibilities
    Your contingent workforce: Managing the "Gig Economy"Your contingent workforce: Managing the "Gig Economy"
    Dropdown down
    • Exploring emerging workplace designs for non-traditional employees
    • Understanding the economics of firms’ gig worker strategies and why individuals follow a gig-based career path
    • Choosing the roles gig workers should and should not fill
    • Bringing together mixed teams of permanent workers and gig workers
    • Evaluating remote vs. on-site work
    Skills that drive success: Closing the middle-skills gapSkills that drive success: Closing the middle-skills gap
    Dropdown down
    • Understanding why the transformation of work is especially problematic for middle-skill work
    • Rethinking credentials and matching middle-skilled workers with business needs
    • Finding innovative ways to develop skills—from apprenticeships to regional and industry collaboration
    • Improving productivity through the right type and right amount of training
    Geography and talent: Challenges and solutionsGeography and talent: Challenges and solutions
    Dropdown down
    • Leveraging the highly mobile global talent that is vital in today's environment
    • Assessing the prospects of rural areas struggling with stagnant or shrinking populations
    • Evaluating existing sites for expansion versus opening new facilities based on current and potential workforces
    • Tapping into key talent clusters
    • Acquiring and sharing information throughout a global organization

    Key Topics Dropdown down

    Key Topics Dropdown down

    Defining the challenge: Understanding how work is changing

    • Analyzing the connection between competitive advantage and the quality of human capital
    • Assessing how demographic changes will impact your workforce
    • Evaluating how change is affecting work in different industries

    Technology change: Enabling the agile workforce

    • Exploring the role new technologies are playing in different areas of the business
    • Assessing which jobs are most affected by technological advances and why
    • Managing change and deciding how fast the organization needs to change
    • Adapting organization structures for new types of work
    • Adjusting to a new, data-based decision-making paradigm
    • Knowing how and when to deploy agile or self-directed work teams vs. traditional teams

    The impact of the "care" economy: Accommodating the needs of workers

    • Recognizing how standard personnel practices impact employees with children or aging parents and compound the growing shortage of skilled workers
    • Exploring the evolution of workplace arrangements and public policies regarding employees' increasing care responsibilities

    Your contingent workforce: Managing the "Gig Economy"

    • Exploring emerging workplace designs for non-traditional employees
    • Understanding the economics of firms’ gig worker strategies and why individuals follow a gig-based career path
    • Choosing the roles gig workers should and should not fill
    • Bringing together mixed teams of permanent workers and gig workers
    • Evaluating remote vs. on-site work

    Skills that drive success: Closing the middle-skills gap

    • Understanding why the transformation of work is especially problematic for middle-skill work
    • Rethinking credentials and matching middle-skilled workers with business needs
    • Finding innovative ways to develop skills—from apprenticeships to regional and industry collaboration
    • Improving productivity through the right type and right amount of training

    Geography and talent: Challenges and solutions

    • Leveraging the highly mobile global talent that is vital in today's environment
    • Assessing the prospects of rural areas struggling with stagnant or shrinking populations
    • Evaluating existing sites for expansion versus opening new facilities based on current and potential workforces
    • Tapping into key talent clusters
    • Acquiring and sharing information throughout a global organization

    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
    Joseph B. Fuller
    Joseph B. Fuller
    Joseph B. Fuller

    Joseph B. Fuller

    Professor of Management Practice

    HBS Unit:
    General Management

    Read Full Bio

    William R. Kerr
    William R. Kerr
    William R. Kerr

    William R. Kerr

    Dimitri V. D'Arbeloff - MBA Class of 1955 Professor of Business Administration

    HBS Unit:
    Entrepreneurial Management

    Read Full Bio

    Faculty
    Ethan S. Bernstein
    Ethan S. Bernstein
    Ethan S. Bernstein

    Ethan S. Bernstein

    Edward W. Conard Associate Professor of Business Administration

    HBS Unit:
    Organizational Behavior

    Read Full Bio

    Karen Mills
    Karen Mills
    Karen Mills

    Karen Mills

    Senior Fellow

    HBS Units:
    General Management
    Entrepreneurial Management

    Read Full Bio

    Raffaella Sadun
    Raffaella Sadun
    Raffaella Sadun

    Raffaella Sadun

    Professor of Business Administration

    HBS Unit:
    Strategy

    Read Full Bio

    Christopher T. Stanton
    Christopher T. Stanton
    Christopher T. Stanton

    Christopher T. Stanton

    Marvin Bower Associate Professor

    HBS Unit:
    Entrepreneurial Management

    Read Full Bio

    Mitchell B. Weiss
    Mitchell B. Weiss
    Mitchell B. Weiss

    Mitchell B. Weiss

    Professor of Management Practice, Richard L. Menschel Faculty Fellow

    HBS Unit:
    Entrepreneurial Management

    Read Full Bio

    Dropdown down Dropdown up

    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
    Joseph B. Fuller
    Joseph B. Fuller
    Joseph B. Fuller

    Joseph B. Fuller

    Professor of Management Practice

    HBS Unit:
    General Management

    Read Full Bio

    William R. Kerr
    William R. Kerr
    William R. Kerr

    William R. Kerr

    Dimitri V. D'Arbeloff - MBA Class of 1955 Professor of Business Administration

    HBS Unit:
    Entrepreneurial Management

    Read Full Bio

    Faculty
    Ethan S. Bernstein
    Ethan S. Bernstein
    Ethan S. Bernstein

    Ethan S. Bernstein

    Edward W. Conard Associate Professor of Business Administration

    HBS Unit:
    Organizational Behavior

    Read Full Bio

    Karen Mills
    Karen Mills
    Karen Mills

    Karen Mills

    Senior Fellow

    HBS Units:
    General Management
    Entrepreneurial Management

    Read Full Bio

    Raffaella Sadun
    Raffaella Sadun
    Raffaella Sadun

    Raffaella Sadun

    Professor of Business Administration

    HBS Unit:
    Strategy

    Read Full Bio

    Christopher T. Stanton
    Christopher T. Stanton
    Christopher T. Stanton

    Christopher T. Stanton

    Marvin Bower Associate Professor

    HBS Unit:
    Entrepreneurial Management

    Read Full Bio

    Mitchell B. Weiss
    Mitchell B. Weiss
    Mitchell B. Weiss

    Mitchell B. Weiss

    Professor of Management Practice, Richard L. Menschel Faculty Fellow

    HBS Unit:
    Entrepreneurial Management

    Read Full Bio

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    • Jobs
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    Copyright © President & Fellows of Harvard College