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Executive Education
    ... Right arrow Harvard Business School Right arrow Executive Education Right arrow Programs for Individuals Right arrow Topic-Focused Programs Right arrow Risk Management for Corporate Leaders Right arrow OverviewCurriculumTeaching TeamParticipant Profile
    ... Right arrow Harvard Business School Right arrow Executive Education Right arrow Programs for Individuals Right arrow Topic-Focused Programs Right arrow Risk Management for Corporate Leaders Right arrow OverviewCurriculumTeaching TeamParticipant Profile

    Risk Management for Corporate Leaders: From Compliance to Competitive Advantage

    Risk Management for Corporate Leaders: From Compliance to Competitive Advantage
    • Upcoming Session
    • Carousel left arrow (1 of 1) Carousel right arrow
    • Dates: TBD
    • Format: In-Person
    • Location: HBS Campus
    • Fee: TBD
    • The program fee covers tuition, books, case materials, accommodations, and most meals.

      Download Brochure
      Download Brochure
    View Virtual Program Offering
    Robert S. Kaplan, faculty chair, Risk Management for Corporate Leaders, faculty cochair, Driving Corporate Performance HBS Executive Education

    Turning unexpected risks into new business opportunities.

    Robert S. Kaplan
    Faculty Chair
    Read More
    Download Brochure
    Program Finder
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    Robert S. Kaplan, faculty chair, Risk Management for Corporate Leaders, faculty cochair, Driving Corporate Performance HBS Executive Education

    Turning unexpected risks into new business opportunities.

    Robert S. Kaplan
    Faculty Chair
    Read More
    View Virtual Program Offering
    Download Brochure
    Program Finder
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    View Virtual Program Offering
    Rebecca Jackson

    "The living groups help to facilitate the case study analysis and allow people to be more open."

    Rebecca Jackson
    Quality Programme Manager, Tonkin + Taylor, Ltd., New Zealand
    Read Her Story
    Download Brochure
    Program Finder
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    Rebecca Jackson

    "The living groups help to facilitate the case study analysis and allow people to be more open."

    Rebecca Jackson
    Quality Programme Manager, Tonkin + Taylor, Ltd., New Zealand
    Read Her Story
    View Virtual Program Offering
    Download Brochure
    Program Finder
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    View Virtual Program Offering
    participants actively engaged in a case study conversation in a living group lounge
    Strategy Comparison Chart
    Compare programs at-a-glance to find what's right for you.
    Learn More
    Download Brochure
    Program Finder
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    participants actively engaged in a case study conversation in a living group lounge
    Strategy Comparison Chart
    Compare programs at-a-glance to find what's right for you.
    Learn More
    View Virtual Program Offering
    Download Brochure
    Program Finder
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    View Virtual Program Offering
    Download Brochure
    Program Finder
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    View Virtual Program Offering
    Download Brochure
    Program Finder
    Need Help? Contact Us:
    Program Advising team
    Email: executive_education@hbs.edu
    Print
    • Overview
    • Curriculum
    • Teaching Team
    • Participant Profile
    • Participant Stories
    • Curriculum Dropdown down
      • Overview
      • Curriculum
      • Teaching Team
      • Participant Profile
      • Participant Stories
    Program Announcement
    The information below is based on the prior program session and does not reflect potential changes to faculty and course content for future program offerings. Please consider applying to the related program.

    Summary

    All organizations—even those with sophisticated models of risk exposure—are vulnerable to disaster. By examining risk management as a key strategic responsibility of senior leadership and corporate boards, you will be better equipped to strengthen your company's approach to internal and external risk. You will return from this risk management program ready to develop and implement winning strategies that balance innovation and risk.

    You may also be interested in the related program: Risk Management for Corporate Leaders—Virtual.

    Dropdown down Dropdown up

    Summary

    All organizations—even those with sophisticated models of risk exposure—are vulnerable to disaster. By examining risk management as a key strategic responsibility of senior leadership and corporate boards, you will be better equipped to strengthen your company's approach to internal and external risk. You will return from this risk management program ready to develop and implement winning strategies that balance innovation and risk.

    You may also be interested in the related program: Risk Management for Corporate Leaders—Virtual.

    Key Benefits
    In this enterprise risk management course, you will examine the latest research and best practices for measuring risk level, assessing potential threats, and driving enterprise value. By improving your ability to organize, manage, and govern the risk management function, you will be better prepared to protect your company's assets, brand reputation, and competitive advantage.

    DetailsExpand AllCollapse All

    Anticipate and mitigate different types of riskAnticipate and mitigate different types of risk
    Dropdown down
    • Assess your company's potential risks, such as geopolitical crises, competitive threats, brand damage, and unethical employee behavior
    • Know when to turn down opportunities that could expose your company to excessive risk
    • Use the three levels of risk hierarchy to build and integrate processes that anticipate, prioritize, and mitigate threats
    Transform risk into competitive advantageTransform risk into competitive advantage
    Dropdown down
    • Integrate risk management into strategy formulation and execution
    • Decide which threats to manage and mitigate internally as a source of competitive advantage
    • Create long-term opportunities from short-term risks
    Expand your personal and professional networkExpand your personal and professional network
    Dropdown down
    • 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 up

    Key Benefits Dropdown down

    In this enterprise risk management course, you will examine the latest research and best practices for measuring risk level, assessing potential threats, and driving enterprise value. By improving your ability to organize, manage, and govern the risk management function, you will be better prepared to protect your company's assets, brand reputation, and competitive advantage.
    Details

    Anticipate and mitigate different types of risk

    • Assess your company's potential risks, such as geopolitical crises, competitive threats, brand damage, and unethical employee behavior
    • Know when to turn down opportunities that could expose your company to excessive risk
    • Use the three levels of risk hierarchy to build and integrate processes that anticipate, prioritize, and mitigate threats

    Transform risk into competitive advantage

    • Integrate risk management into strategy formulation and execution
    • Decide which threats to manage and mitigate internally as a source of competitive advantage
    • Create long-term opportunities from short-term risks

    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 business leaders in large established companies who have significant corporate management responsibilities, including:

    • Chief risk officers and other leaders in risk management roles
    • Chief financial officers
    • Board members
    • General managers, including CEOs, COOs, and division heads
    • Senior leaders responsible for executing and controlling strategy
    • Public relations executives

    Attendance by multiple company representatives will foster teamwork and amplify the program's impact.

    Program for Leadership Development participants earn 5 PLDA Points on completion of this program.

    Dive Deeper into the Experience
    Play video
    Play video
    Inside the ClassroomInside the Classroom
    See how exchange with faculty and peers yields new insights into critical business trends.
    Watch the VideoWatch the Video
    Play video
    Play video
    We Celebrate New Ways of Thinking. Are You Ready?We Celebrate New Ways of Thinking. Are You Ready?
    Thrive in a learning environment that welcomes diverse ideas and perspectives.
    Watch the VideoWatch the Video
    Play video
    Play video
    Discover more about business. And yourself.Discover more about business. And yourself.
    Global perspectives > Leadership growth > Organizational impact.
    Watch the VideoWatch the Video
    Dropdown down Dropdown up

    Who Should Attend

    Senior business leaders in large established companies who have significant corporate management responsibilities, including:

    • Chief risk officers and other leaders in risk management roles
    • Chief financial officers
    • Board members
    • General managers, including CEOs, COOs, and division heads
    • Senior leaders responsible for executing and controlling strategy
    • Public relations executives

    Attendance by multiple company representatives will foster teamwork and amplify the program's impact.

    Program for Leadership Development participants earn 5 PLDA Points on completion of this program.

    Dive Deeper into the Experience
    Play video
    Play video
    Inside the ClassroomInside the Classroom
    See how exchange with faculty and peers yields new insights into critical business trends.
    Watch the VideoWatch the Video
    Play video
    Play video
    We Celebrate New Ways of Thinking. Are You Ready?We Celebrate New Ways of Thinking. Are You Ready?
    Thrive in a learning environment that welcomes diverse ideas and perspectives.
    Watch the VideoWatch the Video
    Play video
    Play video
    Discover more about business. And yourself.Discover more about business. And yourself.
    Global perspectives > Leadership growth > Organizational impact.
    Watch the VideoWatch the Video

    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

    Dropdown down 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.

    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.
    Application Deadline
    DEC 2021 session application due: 03 DEC 2021
    Applications submitted after the due date will be considered on an individual basis and may not be processed in time to grant admission.
    Read More
    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. 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 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.
    Application Deadline
    DEC 2021 session application due: 03 DEC 2021
    Applications submitted after the due date will be considered on an individual basis and may not be processed in time to grant admission.

    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.

    What You Will Learn

    This risk management course immerses you in dynamic case studies, scenario planning, and wargaming exercises, as you explore how public, private, and nonprofit organizations are driving and preserving enterprise value. You will return to your company with a personal Key Risk Indicator scorecard that incorporates risk into strategy execution—and with the frameworks to turn short-range risks into long-term opportunities

    Dropdown down Dropdown up

    What You Will Learn

    This risk management course immerses you in dynamic case studies, scenario planning, and wargaming exercises, as you explore how public, private, and nonprofit organizations are driving and preserving enterprise value. You will return to your company with a personal Key Risk Indicator scorecard that incorporates risk into strategy execution—and with the frameworks to turn short-range risks into long-term opportunities

    Key TopicsExpand AllCollapse All

    Recognizing and avoiding the risks from unexpected and undesirable employee behaviorRecognizing and avoiding the risks from unexpected and undesirable employee behavior
    Dropdown down
    • Understanding the adverse consequences of compliance failures due to bribery, fraudulent financial reporting, and other illegal and unethical behavior
    • Examining the roles of internal controls, codes of conduct, and boundary systems
    • Establishing compliance standards, integrity initiatives, and internal audits
    Linking risk management to strategy formulation and executionLinking risk management to strategy formulation and execution
    Dropdown down
    • Identifying key risk events that could derail the strategic objectives on your strategy map
    • Developing a personal Key Risk Indicator scorecard
    • Selecting the risks that your firm has a comparative advantage in retaining
    • Implementing risk mitigation initiatives to reduce the likelihood and consequences of risk events
    • Fine-tuning strategies to be adaptable and robust for multiple states of the world
    Managing the risks from uncontrollable external eventsManaging the risks from uncontrollable external events
    Dropdown down
    • Recognizing the risks in interconnected and complex systems
    • Identifying risks that the enterprise should insure or hedge against
    • Estimating the likelihood and consequences of sudden events with "heat" maps
    • Using scenario analysis and wargaming to anticipate and plan for external risks
    • Responding to risk associated with macroeconomic or global political factors
    Responding to reputational and brand risksResponding to reputational and brand risks
    Dropdown down
    • Dealing with unfavorable feedback from the media and other constituents
    • Responding to unexpected data about your operations, products, and services
    • Understanding the difference between risk management and crisis management
    • Recognizing the potential causes and consequences of a data breach
    • Identifying board directors' roles and responsibilities for cybersecurity
    Organizing, managing, and governing the risk management functionOrganizing, managing, and governing the risk management function
    Dropdown down
    • Deciding on the appropriate level of authority for your risk management function
    • Setting priorities and establishing funding for risk mitigation initiatives
    • Embedding risk management in your organizational reporting structure
    Maintaining the creative tension between innovation and risk managementMaintaining the creative tension between innovation and risk management
    Dropdown down
    • Anticipating the risks inherent in a high-innovation strategy
    • Balancing the rewards from innovative ventures with the risks from unexpected events
    • Recognizing and avoiding how "bad things can happen to innovative strategies"

    Key Topics Dropdown up

    Key Topics Dropdown down

    Recognizing and avoiding the risks from unexpected and undesirable employee behavior

    • Understanding the adverse consequences of compliance failures due to bribery, fraudulent financial reporting, and other illegal and unethical behavior
    • Examining the roles of internal controls, codes of conduct, and boundary systems
    • Establishing compliance standards, integrity initiatives, and internal audits

    Linking risk management to strategy formulation and execution

    • Identifying key risk events that could derail the strategic objectives on your strategy map
    • Developing a personal Key Risk Indicator scorecard
    • Selecting the risks that your firm has a comparative advantage in retaining
    • Implementing risk mitigation initiatives to reduce the likelihood and consequences of risk events
    • Fine-tuning strategies to be adaptable and robust for multiple states of the world

    Managing the risks from uncontrollable external events

    • Recognizing the risks in interconnected and complex systems
    • Identifying risks that the enterprise should insure or hedge against
    • Estimating the likelihood and consequences of sudden events with "heat" maps
    • Using scenario analysis and wargaming to anticipate and plan for external risks
    • Responding to risk associated with macroeconomic or global political factors

    Responding to reputational and brand risks

    • Dealing with unfavorable feedback from the media and other constituents
    • Responding to unexpected data about your operations, products, and services
    • Understanding the difference between risk management and crisis management
    • Recognizing the potential causes and consequences of a data breach
    • Identifying board directors' roles and responsibilities for cybersecurity

    Organizing, managing, and governing the risk management function

    • Deciding on the appropriate level of authority for your risk management function
    • Setting priorities and establishing funding for risk mitigation initiatives
    • Embedding risk management in your organizational reporting structure

    Maintaining the creative tension between innovation and risk management

    • Anticipating the risks inherent in a high-innovation strategy
    • Balancing the rewards from innovative ventures with the risks from unexpected events
    • Recognizing and avoiding how "bad things can happen to innovative strategies"

    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
    Robert S. Kaplan
    Robert S. Kaplan
    Robert S. Kaplan

    Robert S. Kaplan

    Senior Fellow, Marvin Bower Professor of Leadership Development, Emeritus

    HBS Unit:
    Accounting and Management

    Read Full Bio

    Herman B. 'Dutch' Leonard
    Herman B. 'Dutch' Leonard
    Herman B. 'Dutch' Leonard

    Herman B. 'Dutch' Leonard

    Harvard Business School:

    Eliot I. Snider and Family Professor of Business Administration

    Harvard Kennedy School:

    George F. Baker, Jr. Professor of Public Sector Management Teaching Programs

    HBS Unit:
    General Management

    Read Full Bio

    Faculty
    Amy C. Edmondson
    Amy C. Edmondson
    Amy C. Edmondson

    Amy C. Edmondson

    Novartis Professor of Leadership and Management

    HBS Unit:
    Technology and Operations Management

    Read Full Bio

    Ananth Raman
    Ananth Raman
    Ananth Raman

    Ananth Raman

    UPS Foundation Professor of Business Logistics

    HBS Unit:
    Technology and Operations Management

    Read Full Bio

    Robert Simons
    Robert Simons
    Robert Simons

    Robert Simons

    Baker Foundation Professor, Charles M. Williams Professor of Business Administration, Emeritus

    HBS Unit:
    Accounting and Management

    Read Full Bio

    Eugene F. Soltes
    Eugene F. Soltes
    Eugene F. Soltes

    Eugene F. Soltes

    McLean Family Professor of Business Administration

    HBS Unit:
    Accounting and Management

    Read Full Bio

    Suraj Srinivasan
    Suraj Srinivasan
    Suraj Srinivasan

    Suraj Srinivasan

    Philip J. Stomberg Professor of Business Administration

    HBS Unit:
    Accounting and 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
    Robert S. Kaplan
    Robert S. Kaplan
    Robert S. Kaplan

    Robert S. Kaplan

    Senior Fellow, Marvin Bower Professor of Leadership Development, Emeritus

    HBS Unit:
    Accounting and Management

    Read Full Bio

    Herman B. 'Dutch' Leonard
    Herman B. 'Dutch' Leonard
    Herman B. 'Dutch' Leonard

    Herman B. 'Dutch' Leonard

    Harvard Business School:

    Eliot I. Snider and Family Professor of Business Administration

    Harvard Kennedy School:

    George F. Baker, Jr. Professor of Public Sector Management Teaching Programs

    HBS Unit:
    General Management

    Read Full Bio

    Faculty
    Amy C. Edmondson
    Amy C. Edmondson
    Amy C. Edmondson

    Amy C. Edmondson

    Novartis Professor of Leadership and Management

    HBS Unit:
    Technology and Operations Management

    Read Full Bio

    Ananth Raman
    Ananth Raman
    Ananth Raman

    Ananth Raman

    UPS Foundation Professor of Business Logistics

    HBS Unit:
    Technology and Operations Management

    Read Full Bio

    Robert Simons
    Robert Simons
    Robert Simons

    Robert Simons

    Baker Foundation Professor, Charles M. Williams Professor of Business Administration, Emeritus

    HBS Unit:
    Accounting and Management

    Read Full Bio

    Eugene F. Soltes
    Eugene F. Soltes
    Eugene F. Soltes

    Eugene F. Soltes

    McLean Family Professor of Business Administration

    HBS Unit:
    Accounting and Management

    Read Full Bio

    Suraj Srinivasan
    Suraj Srinivasan
    Suraj Srinivasan

    Suraj Srinivasan

    Philip J. Stomberg Professor of Business Administration

    HBS Unit:
    Accounting and Management

    Read Full Bio

    Your Peers Expand Your Learning

    Global Perspective Map Desktop Global Perspective Map Tablet
    Global Perspective
    Experience the world in your classroom.
    Global Perspective
    Experience the world in your classroom.
    10%
    Africa
    23%
    Asia Pacific
    11%
    Europe
    11%
    Latin America
    10%
    Middle East
    35%
    North America
    10%Africa
    23%Asia Pacific
    11%Europe
    11%Latin America
    10%Middle East
    35%North America
    10%
    23%
    11%
    11%
    10%
    35%
    Top Industries Represented
    Insights from a range of industries ignite your thinking.
    Insights from a range of industries ignite your thinking.
    3%
    Chem / Pharma / Bio
    42%
    Financial
    3%
    Health Care
    4%
    High Technology
    3%
    Manufacturing
    9%
    Nonprofit Services
    3%
    Real Estate / Construction
    10%
    Professional Services
    5%
    Raw Materials / Energy
    3%
    Consumer Products
    Top Industries Represented
    Insights from a range of industries ignite your thinking.
    3%
    Chem / Pharma / Bio
    42%
    Financial
    3%
    Health Care
    4%
    High Technology
    3%
    Manufacturing
    9%
    Nonprofit Services
    3%
    Real Estate / Construction
    10%
    Professional Services
    5%
    Raw Materials / Energy
    3%
    Consumer Products
    Experience
    Experience
    Years worked
    Years worked
    Experience
    Years worked
    4% Less than 10 yearsLess than 10 years
    17% 10-14 years10-14 years
    19% 15-19 years15-19 years
    21% 20-24 years20-24 years
    15% 25-29 years25-29 years
    18% 30-34 years30-34 years
    5% 35-39 years35-39 years
    1% 40 years or more40 years or more
    4% Less than 10 yearsLess than 10 years
    17% 10-14 years10-14 years
    19% 15-19 years15-19 years
    21% 20-24 years20-24 years
    15% 25-29 years25-29 years
    18% 30-34 years30-34 years
    5% 35-39 years35-39 years
    1% 40 years or more40 years or more
    Participating Companies Have Included:
    Accenture
    Arrow Transportation Systems
    Caterpillar
    Chick-fil-A
    Duke Energy Corporation
    Federal National Mortgage Association
    Fidelity
    Infosys
    Johnson & Johnson
    Netflix
    TIAA-CREF
    Dropdown down Dropdown up

    Your Peers Expand Your Learning

    Global Perspective Map Desktop Global Perspective Map Tablet
    Global Perspective
    Experience the world in your classroom.
    Global Perspective
    Experience the world in your classroom.
    10%
    Africa
    23%
    Asia Pacific
    11%
    Europe
    11%
    Latin America
    10%
    Middle East
    35%
    North America
    10%Africa
    23%Asia Pacific
    11%Europe
    11%Latin America
    10%Middle East
    35%North America
    10%
    23%
    11%
    11%
    10%
    35%
    Top Industries Represented
    Insights from a range of industries ignite your thinking.
    Insights from a range of industries ignite your thinking.
    3%
    Chem / Pharma / Bio
    42%
    Financial
    3%
    Health Care
    4%
    High Technology
    3%
    Manufacturing
    9%
    Nonprofit Services
    3%
    Real Estate / Construction
    10%
    Professional Services
    5%
    Raw Materials / Energy
    3%
    Consumer Products
    Top Industries Represented
    Insights from a range of industries ignite your thinking.
    3%
    Chem / Pharma / Bio
    42%
    Financial
    3%
    Health Care
    4%
    High Technology
    3%
    Manufacturing
    9%
    Nonprofit Services
    3%
    Real Estate / Construction
    10%
    Professional Services
    5%
    Raw Materials / Energy
    3%
    Consumer Products
    Experience
    Experience
    Years worked
    Years worked
    Experience
    Years worked
    4% Less than 10 yearsLess than 10 years
    17% 10-14 years10-14 years
    19% 15-19 years15-19 years
    21% 20-24 years20-24 years
    15% 25-29 years25-29 years
    18% 30-34 years30-34 years
    5% 35-39 years35-39 years
    1% 40 years or more40 years or more
    4% Less than 10 yearsLess than 10 years
    17% 10-14 years10-14 years
    19% 15-19 years15-19 years
    21% 20-24 years20-24 years
    15% 25-29 years25-29 years
    18% 30-34 years30-34 years
    5% 35-39 years35-39 years
    1% 40 years or more40 years or more
    Participating Companies Have Included:
    Accenture
    Arrow Transportation Systems
    Caterpillar
    Chick-fil-A
    Duke Energy Corporation
    Federal National Mortgage Association
    Fidelity
    Infosys
    Johnson & Johnson
    Netflix
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    Robert S. Kaplan, faculty chair, Risk Management for Corporate Leaders, faculty cochair, Driving Corporate Performance HBS Executive Education

    Turning unexpected risks into new business opportunities.

    Robert S. Kaplan
    Faculty Chair
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    Robert S. Kaplan, faculty chair, Risk Management for Corporate Leaders, faculty cochair, Driving Corporate Performance HBS Executive Education

    Turning unexpected risks into new business opportunities.

    Robert S. Kaplan
    Faculty Chair
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    Rebecca Jackson

    "The living groups help to facilitate the case study analysis and allow people to be more open."

    Rebecca Jackson
    Quality Programme Manager, Tonkin + Taylor, Ltd., New Zealand
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    Rebecca Jackson

    "The living groups help to facilitate the case study analysis and allow people to be more open."

    Rebecca Jackson
    Quality Programme Manager, Tonkin + Taylor, Ltd., New Zealand
    Read Her Story
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    Program Advising team
    Email: executive_education@hbs.edu
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    participants actively engaged in a case study conversation in a living group lounge
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    participants actively engaged in a case study conversation in a living group lounge
    Strategy Comparison Chart
    Compare programs at-a-glance to find what's right for you.
    Learn More
    View Virtual Program Offering
    Download Brochure
    Program Finder
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    Program Advising team
    Email: executive_education@hbs.edu
    View Virtual Program Offering
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    Program Finder
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    Program Advising team
    Email: executive_education@hbs.edu
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