Emory Executive Education is pleased to announce new programs for 2013:
Strategic Execution: Aligning the Organization for Competitive Advantage focuses on the interplay among critical business functions and helps participants develop a well-rounded set of practical skills that engage the organization as a complex system. July 30–August 1
Strategies for Maximizing Negotiation Outcomes elevates participants’ ability to influence key business decisions and to utilize conflict to yield positive business results. Participants learn the business costs of avoiding conflict as well as when to use competitive or collaborative negotiations. September 10–11
Marketing for Non-Marketing Professionals analyzes marketing and its role within the organization to help participants augment their influence and relations with their marketing groups. The program examines frameworks for key strategic marketing decisions and how to focus on the dual goals of creating loyal customers while yielding positive return on marketing investment. October 14–15
Marketing Analytics that Drive Business Outcomes explicates the data analysis techniques that improve marketing decision making, teaching participants how to access data that will give them deep insights into customers’ preferences. Offered in partnership with the Emory Marketing Analytics Center. August 13–15
Steve Fisher, senior vice president and CFO at Novelis speaks to Goizueta's EMBA students
Goizueta’s Executive MBA Program (EMBA) welcomed Steve Fisher, senior vice president and CFO at Novelis Inc, to the Emory University campus last week. In an open dialog, Mr. Fisher presented students with an inside look into his tenure at Novelis, the world’s largest recycler of aluminum and the leading producer of rolled aluminum products.
Fisher walked students through what he described as three pivotal points of his career, centered on the 2007 acquisition of Novelis by Hindalco Industries Limited, based in Mumbai, India. He provided insight into his role in preparing for the sale, the process of selling to Hindalco, and the after effects of the acquisition.
With 25 manufacturing plants and recycling centers spread throughout 9 countries on four continents, Novelis’s global reach is continuing to grow. Five of its locations are currently going through expansions. Fisher spoke about changes in management and restructuring, including lessons he learned along the way, leading him to make the decision to recruit an expanded team of financial professionals.
His remarks were candid and highlighted the uncertainty felt by the corporate office immediately following the acquisition and the resurgence of energy felt once Hindalco made clear its view of Novelis as a long-term, strategic investment that would maintain its own identity and would enjoy a large degree of autonomy in decision making.
“That was another pivotal point in Novelis and my career, because our new ownership was saying, ‘First, we believe in the $45 a share acquisition price. Second, we believe in bright human capital that knows how to run a global business, and we want it to continue to be run out of Atlanta,” Fisher said.
Bruce MacLane, Director of Global Recruiting, also attended the event and noted the cultural changes that took place as a result of bringing on board stronger human capital to strengthen the head office functions. “Now we’ve embarked on what’s called the One Novelis strategy, where we are leading more from our world headquarters, because we have big global customers, like Coca-Cola, BMW, Ford – so that changed our talent set,” noted Maclane. He also mentioned the success found in recruiting Goizueta graduates. “We needed people who can operate on a global platform. That’s why we’ve been successful recruiting people here, because we have so many students in this program with experiences abroad.”
Fisher offered the audience a little career advice: “Many times we’re in a rush to get to the top, but my advice to get to the top is to hone your skills, be very deep and knowledgeable in one subject and that’s going to get you noticed first, and then you broaden out as you get to the top,” Fisher advised.
Holly Bellmund 13EMBA, director of operations and maintenance excellence at US Silica, found the event to not only to be impactful but representative of the quality of programming found at Goizueta. “It’s great to be at a school where one day you research an industry and a few months later you get to hear a CFO talk about it. From a personal perspective, I direct sustainability for my company … It’s very meaningful me to understand their sustainability strategy,” Bellmund said.
The International Consortium for Executive Education (UNICON) today released findings from its annual membership survey, which includes nearly 100 educational institutions from around the world with executive education programs. The survey found that the industry has begun to rebound from a global slowdown, and that executive education providers around the world anticipate more growth in the coming year.
Of the survey respondents, 82% experienced growth in 2011-12, with 49% of schools reporting revenue growth of more than 10%. Additionally, 94% of executive education providers expect their revenue to grow in 2012-13.
“We have observed for many years that the executive education industry is a good predictor of the overall economy,” said UNICON Chair Melanie Weaver Barnett, chief executive education officer at the Stephen M. Ross School of Business at the University of Michigan. “That trend continues here with our members experiencing the same steady growth that has characterized the global economy for the last couple of years. Companies are beginning to invest in their people again, and our survey suggests that this investment might accelerate in the year ahead.”
One of the largest drivers of growth for executive education programs during the past year was the proliferation of customized programs, which help organizations increase management capability and accelerate realization of their strategy by combining the science of business and performance management into specialized programs.
Emory Executive Education at Goizueta Business School contributed to this trend by cultivating and deepening its custom program relationships with several key Atlanta companies. As of 2013, Goizueta is the preferred Executive Education provider for half of the Fortune 500 companies headquartered in Atlanta. “We are thrilled to have rebounded so quickly from the global recession,” said Lisa Kaminski, Associate Dean for Executive Education at Goizueta. “In particular, we are proud to have played a key role Goizueta’s emergence as a destination for market-leading organizations to access globally acclaimed thought leadership. Our clients repeatedly tell us that our partnerships bring about demonstrated and measurable impacts on their organizations’ performance and on elevating their senior leadership capabilities. Clients specifically emphasize the degree to which they value Emory Executive Education as a strategic partner in the competitive landscape.”
“Custom programs allow university-based executive education providers to provide the original research and academic rigor that distinguishes university-based education from other providers in a format that meets the unique educational needs of clients,” UNICON Chair Barnett noted.
In addition to customized programs, online and technology-enhanced learning programs are rapidly developing. The survey revealed that a large and increasing proportion of schools are investing in services beyond classroom instruction. Many schools, including Goizueta Business School, include business simulations, coaching, and technology-based learning as part of their programs.
“These new services and technologies are crucial tools for business leaders. Not only are they enhancing the executive education experience, they are assisting in the adoption and use of these technologies within client companies,” said Barnett. UNICON found that most executive education programs grew in 2011-12, in terms of both size and revenue.
About the survey
UNICON developed the questionnaire in collaboration with Percept Research to provide consortium members with a credible and comparative assessment of the non-degree executive education industry. Conducted in October 2012, the survey included responses from nearly 75 percent of UNICON’s membership.
About Emory Executive Education
Part of Goizueta Business School, a top-20 business school, Emory Executive Education is a world-class executive education provider. Emory offers learning experiences ranging from multi-level, multi-week custom programs to a series of open enrollment programs that develop leaders who are capable of transforming their organizations and driving performance. Leveraging Goizueta Learning in Action™ modules that engage the senior executive audience in and outside the classroom, Emory Executive Education has consistently held global acclaim for understanding its clients’ needs and for expert design of custom solutions that elevate organizational performance and hone organizational capabilities. To learn about Emory Executive Education, its programs and its 2013 Open Enrollment Program Calendar, visit the website at www.emoryexeced.com or call 404-727-8460.
Founded in 1972 as an association of executive education program directors, UNICON has evolved from an informal common-interest group into an incorporated non-profit consortium committed to advancing the field of university- and business school-sponsored executive education. Membership is composed of nearly 100 educational institutions from the Americas, Europe, Asia and Africa.
UNICON is committed to the principle that academically based executive education provides a combination of thought-leadership at the highest levels of rigor, masterful learning environments and practical application that cannot be replicated by non-academic providers.
The organization sponsors and conducts research studies that bring to the forefront this unique value of business-school-based executive education. It also provides industry/operational knowledge and networking opportunities for members through conferences, workshops, research, benchmarking, website, newsletters, job postings, discussion boards and forums and other activities.
Atlanta Hawks center Zaza Pachulia (middle) recently completed the Managerial Leadership Program at Goizueta Business School.
It’s hard for Hawks center Zaza Pachulia to go unnoticed in class.
Though he’s been admittedly quiet for some of the coursework he’s completed, the 6-foot-11 Pachulia tends to stand out in a crowd.
NBA players and owners are in the midst of labor strife, so it’s unclear when Pachulia and his teammates will be back on the court in America. He does plan to play in Europe until and agreement is reached but, for now, he’s taking some time to brush up business.
He recently completed the Managerial Leadership Program at Emory’s Goizueta Business School. The owner of Buckhead Bottle Bar plans to put some of his learning to use right away.
“This is my fourth summer going to school,” Pachulia told Randy Waters of 11Alive.
Lisa Kaminski, Associate Dean of Executive Education at Goizueta, says students in the week-long program completed assessments to identify strengths and challenges then took day-long courses on leadership and other areas of effective management.
“It’s a fundamental of leadership to have the humility and, at the same time, the drive to go into an area where you don’t know what you’re doing,” said Rick Gilkey, a professor in the practice of organization and management that taught Pachulia during the program.
“He’s one of the most attentive listeners in the class.”
Jim Wells (left), Chairman and CEO of SunTrust Banks Inc. spoke at Giozueta recently about how culture can drive success in banking. PHOTO: Tony Brenner
Jim Wells, Chairman and CEO of SunTrust Banks Inc. spoke at Goizueta March 31, detailing key aspects of his career ascension, the state of the banking industry and opportunities for the future.
The CEO was joined by Vice Dean for Programs Rob Kazanjian, who led a discussion on current issues and strategy.
“This is my seventh recession, so I have some perspective,” said a matter-of-fact Wells when asked about the state of the economy and financial reforms.
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Wells began his banking career in Richmond, Va., as a management trainee with United Virginia Bankshares. United Virginia later became Crestar Bank, where Wells last served as President. Crestar is now part of SunTrust Mid-Atlantic. He was named to his current position in 2008, having served as President and Chief Executive Officer of SunTrust since January 2007.
He said the global scope and political influence in the most recent recession is a key difference than those of previous decades but government involvement was necessary to prevent disaster.
“Had they not done something I think the abyss would have been there for all of us,” said Wells, who also commented on SunTrust’s recent buy back of stock under the Troubled Asset Relief Program (TARP).
“It’s a critical thing for society to have banks… Basic banking will always be there,” he said. “There can’t be no banking. You have to have it. There’s no way for commerce to work unless there’s a system of banks.”
An English major at University of North Carolina at Chapel Hill and later a student at the American Bankers Association (ABA) Stonier Graduate School of Banking at Rutgers University, Wells also detailed his career path through most every job a bank has to offer — from real estate to capital markets.
“Banks are wonderful places to work because there’s something for everybody to do,” he said. ”It’s a very interesting place to work because there are a lot of opportunities and I’ve had a lot of them.”
In offering advice to students in attendance, the long-time executive said one should “take responsibility” for his/her skill set, not balk when asked to take on a risky assignment and “embrace and cause change to happen.”
“The reality is this business is different every morning and you have to really want change,” he said.
Wells also talked about culture at SunTrust — a company of more than 28,000 employees or “teammates.” More than 14,000 of them, according to Wells, responded to surveys the last time the company looked for brand messaging. The tag, “help people and institutions prosper” was an agency and employee favorite.
“We were blessed with the opportunity to establish something that worked with our firm and we didn’t have to change our culture,” he said. “That’s who we are.”