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Article
Publication date: 8 May 2017

Mark E. Haskins, Lou Centini and George R. Shaffer

The purpose of this paper is to codify a comprehensive array of executive education (EE) revenue growth ideas that are implementable in their own right or that spark other…

Abstract

Purpose

The purpose of this paper is to codify a comprehensive array of executive education (EE) revenue growth ideas that are implementable in their own right or that spark other, related growth ideas.

Design/methodology/approach

The EE revenue growth ideas presented are an outgrowth of: a collective and personal “reflections from practice” process that embraced nearly a century of combined years in the talent management and EE sales, design, and delivery arena; and a focused “ideation” process sparked by the contemporary business literature devoted to profitable growth models.

Findings

In total, a robust list and description of 90 EE revenue growth ideas are succinctly chronicled.

Research limitations/implications

The 90 ideas presented here, although rooted in nearly a century of the authors’ combined EE experience, are nonetheless limited by their experience. The array of ideas, and variants of those presented, are constrained only by the unique experience and creativity of other conscientious EE program designers and stewards. The inventory of 90 ideas is a robust start that can be extended, modified, and used as a catalyst for ongoing EE revenue growth discussions and research.

Practical implications

The growth ideas presented are immediately actionable and potentially galvanizing for EE providers. In addition, EE clients whose interest is piqued by any of the ideas, can approach their own providers to initiate a tailored talent development process rooted in one or more of the ideas. Of note, the extensive list has been crafted to have a long shelf life and thus this paper can effectively serve as a reference for ongoing use.

Originality/value

The authors are not aware of any prior articles presenting such a myriad of ideas for EE providers (and clients) to potentially renew and expand their portfolio of activities with the aim of revenue growth. Moreover, the paper is both an inventory of ready ideas as well as an array of catalysts for specific providers (and clients) to pursue their own related, or parallel, ideas.

Details

Journal of Management Development, vol. 36 no. 4
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 22 May 2020

Mark E. Haskins and George R. Shaffer

This article highlights two potentially overlooked and undervalued features of custom management development program architecture that can facilitate and further the positive…

Abstract

Purpose

This article highlights two potentially overlooked and undervalued features of custom management development program architecture that can facilitate and further the positive impact of program participants upon their return to work.

Design/methodology/approach

The insights presented are based on having worked with a number of large, custom management development program clients and seeking to foster greater, better, and a longer lasting impact accruing to the program sponsor when the program participants returned to work.

Findings

Two program design features are highlighted and discussed: (1) tiered critical mass participant throughput and (2) program transportability. A real-world based example is provided to depict these two program design aspects.

Practical implications

The two program design ideas presented are easily understood and immediately actionable for anyone engaged in responding to a custom management development program opportunity with an eye towards enhancing the impact for a sponsoring client.

Originality/value

Organizational sponsors of custom management development programs are interested in their program providers enhancing returning program participants’ ability to impact their work teams, departments, and business units with their program learnings. This article is unique in identifying and describing two potentially overlooked program design considerations that can aid in that pursuit.

Details

Development and Learning in Organizations: An International Journal, vol. 35 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 15 February 2008

Mark E. Haskins and George R. Shaffer

This paper provides a framework for thinking about the purposes and the conducting of a needs analysis task in preparation for crafting the design of a non‐degree management…

527

Abstract

Purpose

This paper provides a framework for thinking about the purposes and the conducting of a needs analysis task in preparation for crafting the design of a non‐degree management education program.

Design/methodology/approach

This paper is the result of numerous years of conducting needs analysis on numerous management education program clients.

Findings

Not applicable (not a research paper).

Practical implications

The field‐inspired needs analysis framework, along with the sample interview protocol provided, are immediately and broadly applicable to those charged with the design and delivery of non‐degree management education programs.

Originality/value

In a concise and comprehensive manner, readers are provided a framework for conceptualizing, planning, and executing a non‐degree management education program needs analysis task. In addition, an example of a needs analysis interview protocol is provided that is ready to use.

Details

Development and Learning in Organizations: An International Journal, vol. 22 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 9 October 2009

Mark E. Haskins and George R. Shaffer

This paper presents a dozen ways for HR leaders to partner with their executive education leadership development providers in order to promote the tailored design, and most…

637

Abstract

Purpose

This paper presents a dozen ways for HR leaders to partner with their executive education leadership development providers in order to promote the tailored design, and most impactful delivery, of a custom leadership development program.

Design/methodology/approach

This paper is the culmination of numerous years of working with corporations in the design and delivery of executive education leadership development programs. More precisely, it is based on several recent leadership development client engagements where a number of these best practices have been embraced by the client with positive outcomes.

Findings

The 12 best practices outlined in the paper.

Practical implications

The contemporary, field‐inspired actions presented here are immediately and broadly applicable to those HR managers engaged in partnering with providers of custom leadership development programs aimed at enhancing organizational talent, expanding leadership skills and/or developing a cadre of high‐potential managers.

Originality/value

In a concise and comprehensive manner, readers are provided with a dozen concrete action items to insure the successful and impactful design, development and delivery of custom executive education leadership development programs.

Details

Strategic HR Review, vol. 8 no. 6
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 21 October 2013

Mark E. Haskins and George R. Shaffer

The purpose of this paper is to present a number of ways organizations can collaborate with their primary, university-based executive education provider (EEP) in order to…

Abstract

Purpose

The purpose of this paper is to present a number of ways organizations can collaborate with their primary, university-based executive education provider (EEP) in order to co-create learning and enhance a company's strategy-development and strategy-execution capability.

Design/methodology/approach

This paper synthesizes the multi-varied ways in which one leading, globally oriented business school has collaborated with a Fortune 200 company over the past eight years, involving over 1,200 of the company's managers.

Findings

In total, 14 fruitful ways to leverage an existing corporate/EEP relationship in order to foster a company's strategy-development and strategy-execution capabilities at the business unit level are presented.

Practical implications

The field-inspired ideas presented here are immediately, broadly, and beneficially applicable across the corporate landscape.

Originality/value

Readers are provided with a number of specific, actionable ways to tap into the often-underutilized capabilities of an existing EEP affiliation with the intent of transforming that affiliation into an on-going collaboration that enhances various corporate personnel, strategy, and operational capabilities.

Details

Journal of Management Development, vol. 32 no. 10
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 January 2006

Mark E. Haskins and George R. Shaffer

This paper is intended to convey the importance of, and a framework for, crafting a memorandum of understanding (MOU) between an executive education (EE) provider and a client.

Abstract

Purpose

This paper is intended to convey the importance of, and a framework for, crafting a memorandum of understanding (MOU) between an executive education (EE) provider and a client.

Design/methodology/approach

The paper presents general experience and case examples.

Findings

Through experience and over time, the authors have found certain potentially problematic issues that can be prudently and positively dealt with in an MOU, crafted early in an EE/client relationship. Those important issues constitute the framework presented in the article.

Practical implications

The framework presented in this article can be immediately and effectively used by practitioners in crafting useful MOUs.

Originality/value

The authors are not aware of any prior papers on the role of, and framework for, MOUs. This paper addresses the value of an MOU in fostering great EE provider/client relationships.

Details

Development and Learning in Organizations: An International Journal, vol. 20 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 24 April 2009

Mark E. Haskins and George R. Shaffer

This paper presents the case for, and several templates for, the planning and monitoring of the key experiences status of a cadre of high‐potential managers seeking to become…

Abstract

Purpose

This paper presents the case for, and several templates for, the planning and monitoring of the key experiences status of a cadre of high‐potential managers seeking to become executive‐ready.

Design/methodology/approach

This paper is the result of numerous years of advising executive education corporate clients on the importance of key experiences to complete and complement a future executive's development.

Findings

Offers seven key experiences as examples of what a company might develop for its executive‐oriented, key experiences portfolio.

Practical implications

The field‐inspired tools presented here, are immediately and broadly applicable to those charged with the development of a pipeline of executive‐ready talent.

Originality/value

In a concise and comprehensive manner, readers are provided a framework for conceptualizing, planning, and establishing a key experiences portfolio for its high‐potential executives. It is also shown how such an inventory can be linked to a company's competency model and to an articulated set of personal learning objectives.

Details

Development and Learning in Organizations: An International Journal, vol. 23 no. 3
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 7 September 2010

Mark E. Haskins and George R. Shaffer

This paper posits that an organization's roster of managers slated to attend, or who have attended, an executive development program can be used as the starting point for

Abstract

Purpose

This paper posits that an organization's roster of managers slated to attend, or who have attended, an executive development program can be used as the starting point for: developing an organizational talent profile, and facilitating the initiation of, or re‐invigoration of, an entity's strategic succession planning process.

Design/methodology/approach

This paper is the culmination of over 40 years of working with corporations in the arena of talent development.

Findings

A practical, guiding framework for identifying the best candidates for succession planning purposes and tailoring their further professional development agendas is presented and discussed.

Practical implications

The approach, framework, and related benefits presented here are immediately and broadly applicable.

Originality/value

Readers are provided with a field‐inspired framework for identifying a succession planning managerial cohort and customizing their subsequent professional development endeavors. Moreover, it invites companies to leverage their executive education program rosters as a starting point for identifying the best possible succession planning cohort.

Details

Strategy & Leadership, vol. 38 no. 5
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 5 January 2010

Mark E. Haskins and George R. Shaffer

The purpose of this paper is to present a concise, robust talent development framework for summarizing and guiding the organizational activities pertaining to having the right…

3877

Abstract

Purpose

The purpose of this paper is to present a concise, robust talent development framework for summarizing and guiding the organizational activities pertaining to having the right people, at the right time, getting the right type of talent development experiences.

Design/methodology/approach

This paper is the result of over 40 combined years of advising and working with executive education corporate clients on the assessment of talent development needs and plans.

Findings

Four challenges underpin any approach taken to develop an organization's talent. Talent building endeavors should be business driven, future focused, integrated, and deliver measurable results. In response to these challenges, and based on our work with a number of corporate clients, we have created the talent development framework (TDF). It provides a lens through which to view, organize, and monitor talent development activities.

Practical implications

The experience‐based framework presented here is immediately useful to those responsible for developing and enhancing organizational talent.

Originality/value

The organizational endeavors pertaining to the monitoring, managing, and motivating of talent development are numerous and varied in their foci, timing, and purpose. This article presents an organizing framework for “seeing all the pieces” and how they fit together, and apply to various organizational populations for different purposes. As such, it provides a codified, organized approach to talent development.

Details

Development and Learning in Organizations: An International Journal, vol. 24 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

Content available
Article
Publication date: 9 October 2009

Sara Nolan

1147

Abstract

Details

Strategic HR Review, vol. 8 no. 6
Type: Research Article
ISSN: 1475-4398

1 – 10 of 267