The Tuck Executive Program (TEP)

1. TheTuck Executive Program(TEP)

2. TEP 2013 Tuck School of Business at Dartmouth Retreat-like learning environment which engenders personal reflection, intensive peer learning and access to top faculty. The same faculty who have made the MBA program among the world’s highest ranked, also teach in TEP.

3. Dartmouth College • The College: • Founded 1769 • 4,100 undergraduates • Professional Schools: • Tuck School of Business • Thayer School of Engineering • Dartmouth Medical School • (Geisel School of Medicine at Dartmouth)

4. Tuck School of Business at Dartmouth • Founded in 1900, Tuck is the first graduate school of management. • Personal scale, emphasis on collaborative learning and teamwork. • Strategic leadership focus. • Accessible faculty – thought leaders in their fields, recognized for their passion for teaching.

5. Role of Executive Education in Integrated Talent Management/Succession Planning Knowledge + Experience = Executive Leadership Capability Selection System Succession Planning Assessment Job Posting Tuck Executive Program (TEP) Coaching Reward System Mentoring

6. TEP is the only elite program that lasts 3 weeks, as noted in the Wall Street Journalsurvey of advanced management programs at top business schools. 6

7. TEP Program Goals • Broaden your managerial mindset from a tactical, operations perspective to a more strategic perspective; • Enhance your understanding of what it takes to manage innovation and growth; • Enhance your abilities to respond to critical management challenges facing your firm; • Explore and expand your individual self-awareness as a leader and to hone a personal, yet versatile, leadership style; • Help you understand ways to improve the strategic functioning of your firms’ teams for overall organizational success; • Provide you with the intellectual stimulation to enable you to continue to learn and grow through the interchange of ideas with faculty and fellow participants; and • Help you develop the general management mindset and confidence you need to reach your full potential in your organization. 7

8. TEP 2013 Program Overview • The Tuck Executive Program (TEP) is the School’s flagship offering. • In a three-week summer program, TEP immerses senior managers in a broad, strategic general management experience with an emphasis on personal leadership transformation. • TEP expands participants’ knowledge base across all core functional areas and helps them acquire the critical skills • and vision to help lead the organization toward growth, innovation and change. • Key learning accelerators are: • Access to faculty inside and outside the classroom. • Peer learning happens naturally at Tuck. Stepping outside • the organization to learn with a select group of peers from top global companies and a diverse range of industries provides fresh perspectives and unique insights on the challenges facing you as a business leader.

9. TEP 2013 Curriculum Overview

10. TEP 2013: Module 1

11. TEP 2013: Module 2

12. TEP 2013: Module 3

13. TEP Faculty Director “It's not only about being aware of what is changing around you, it is about stepping up to do something about it. And having the tools to do it.” – Prof. Sydney Finkelstein Sydney Finkelstein Steven Roth Professor of Management. Associate Dean for Executive Education. Professor of Strategy.

14. TEP Faculty • SESSIONS: • Developing a Strategic Mindset • Strategy Implementation • Cross-Border M&A • Why Smart Executives Fail • The Art of Effective Decision-Making • Creativity and Leadership Sydney Finkelstein

15. TEP Faculty • SESSIONS: • Optional Overview of Financial Statements • Financial Statement Analysis (Wal-Mart) • Projected Financial Statements Phillip “Phil” Stocken Professor of Accounting. Focus on strategic financial performance measures, interpretation of financial statements, accounting valuation rules. Associate Dean for the MBA program

16. TEP Faculty • SESSIONS: • Optional Review of Basic Finance Tools • for Value Creation • Focusing on Cash Flows (P&G) • Determining the Cost of Capital • Valuing the Firm • Creating Additional Value: Measurement Systems • for Value Creation • Tying It All Together – Kraft-Cadbury Merger Robert “Bob” Howell Professor of Business Administration, specializing in Accounting and Finance. Faculty Director, Strategic Financial Leadership Program

17. TEP Faculty • SESSIONS: • The Global Economy: Outlook and • Policy Prospects • Reflections on the World Financial • Crisis Matt Slaughter Professor of Management & International Economics. Faculty Director, Center for Global Business & Government. Associate Dean for Faculty.

18. TEP Faculty • SESSIONS: • What Really Works – The 4+2 • Formula for Sustained Business • Success William “Bill” Joyce Professor of Strategy & Organizational Design. Focuses on how to create high performing organizations, organizational culture, and strategy implementation. Faculty Director of Essentials of Management Leadership Program. .

19. TEP Faculty • SESSIONS: • Developing and Implementing a • Market-Focused Strategy Kusum Ailawadi Professor of Marketing, specializes in the impact of marketing decisions on company performance.

20. TEP Faculty • SESSIONS: • Integrating Operations and Marketing • Strategy. • Supply Chain Performance and Coordination Rob Shumsky Professor of Operations Management. Focus on service supply chain and decision science.

21. TEP Faculty • SESSIONS: • Communicating Strategically. • Using the Power of Corporate • Communication to Enhance Reputation. • Implementing Strategy Through the • Media. • Leading in a Crisis. • Leadership & Personal Responsibility. Paul Argenti Expert in corporate communication, reputation management and connecting strategy to constituents. Faculty Director, Leadership & Strategic Impact and Brand & Reputation programs.

22. TEP Faculty • SESSIONS: • Managing Strategic Change • Persuasion & Influence – The New • Psychology of Strategic Leadership. Giovanni Gavetti Associate Professor of Business Administration. Specializes in organizational learning, leading strategic change.

23. TEP Faculty • SESSIONS: • Innovation: Origins of Enduring • Market Leadership. Peter Golder Professor of Marketing. Specializes in New Products, Market Entry, Global Marketing Strategies.

24. TEP Faculty • SESSIONS: • Ecosystem Innovation Ron Adner Professor of Strategy. Focus on innovation, strategy, and technology management.

25. TEP Faculty • SESSIONS: • Innovation Execution • Organizing for Innovation. Chris Trimble Adjunct Associate Professor specializing in strategic innovation, innovation execution, and creating experimental businesses within established corporations .

26. TEP Faculty • SESSIONS: • Situational Leadership – Overview of Leadership Styles. • 360 Feedback Peer Coaching Ruth Malloy Global Managing Director of Hay Group’s Leadership & Talent practice. Expert in helping companies achieve their strategies through the assessment, development, and alignment of their leadership and talent.

27. TEP Faculty • SESSIONS: • Helping Successful Leaders Get • Even Better to ACHIEVE positive, • lasting change in THEIR behavior – • for themselves, their people, and • their teams. Marshall Goldsmith Renowned executive coach. World authority in helping successful leaders get even better.

28. TEP Faculty • SESSIONS: • Leadership Lab – Getting Results with Others. Lance Giddens Lead facilitator and partner with Action Learning Associates (ALA). ALA delivers programs that link team and leadership development to business strategy.

29. TEP 2013 Participant Profile • Management Functions Represented: • Business Development 10% • Consulting 5% • Engineering 8% • Finance 13% • General Management 10% • Human Resources 10% • Legal 8% • Marketing/Sales 15% • Operations/Production 5% • Strategy/Planning 18%

30. TEP 2013 Participant Profile • Canada • Germany • India • Indonesia • Japan • New Zealand • Russia • Saudi Arabia • Spain • Sri Lanka • Thailand • United States • Citizenship: • 55% international, 45% US. • Gender: 26% Female/74% Male

31. Sample TEP Participants (2011 – 2013) • TEP enrolls high-caliber managers, usually with 10-15 years of management experience, whose careers have been marked by achievement and who have just reached, or are about to reach, significant general management leadership responsibilities. • Participants come from a broad range of functional backgrounds and represent a richly diverse mix of global organizations, industries, and countries. Representative Companies & Organizations Alcoa Inc. Andersen Windows & Doors Corp. BancoBradesco (Brazil) BAE Systems BoehringerIngelheim GmbH The Boeing Company BP Brink’s Home Security (now Broadview Home Security) Brooks Sports, Inc. Caterpillar Inc. Comcast Cable Communications, Inc. Chevron Development Bank of Japan, Inc. Eaton Corporation Eastman Chemical Company Flagstone Reinsurance Genzyme Corp. Hershey Entertainment & Resorts Hitachi Intel Johnson Controls Komatsu Ltd. Lloyds TSB Bank Mayo Clinic Mitsui & Co. Mitsubishi Nike Occidental Oil & Gas Corp. Pacific Gas & Electric Company Rolls-Royce Rollins, Inc. Sabic Innovative Plastics (Formerly GE Plastics) Saint-Gobain Saudi Aramco Time Warner Cable Toshiba Sigma Consulting Corporation Warner Brothers Entertainment, Inc. Waste Management, Inc.

32. Sample TEP Participants (2011 – 2013)

33. Sample TEP Participants (2011 – 2013)

34. Sample TEP Participants (2011 – 2013)

35. TEP Outdoor Leadership Challenges Brian Kunz, Deputy Director, Outdoor Programs, Dartmouth College Orienteering to Build Learning Community (study groups) Rock Climbing – Looking Inward Mountain Hike

36. Contact Dick Mosenthal Director, Open Enrollment Programs Associate Director of Executive Education Tuck Executive Education at Dartmouth Tel: (1) (603) 646-8215 Richard.A.Mosenthal@tuck.dartmouth.edu Valerie Davio Client Relationship Manager Tuck Executive Education at Dartmouth Tel: (1) (603) 646-8214 Valerie.Davio@tuck.dartmouth.edu

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