Chicago Booth’s Advanced Management Program (AMP) is designed for senior executives who desire to increase their impact and are serious about taking their organizations—and themselves—to the next level through agile and innovative leadership. Executives leave with razor-sharp business judgment, and the skills and confidence to make high-stakes decisions and create lasting value.
In the Advanced Management Program (AMP), executives are immersed in a collaborative environment, in which our world-class faculty provide frameworks and tools developed at Chicago Booth that can be immediately applied in their various leadership roles.The professors and their fellow classmates offer new perspectives, challenge their thinking, and offer meaningful feedback, all with the goal of increasing their ability to effectively lead their organizations.
AMP consists of two parts:
AMP is the only senior executive program to offer this individualized course of study. The three elective courses, combined with the three cohort core sessions, provide Chicago Booth AMP participants a customized learning experience unlike any other top business school.
By attending this program, you will:
The three core sessions are held at our Gleacher Center campus in downtown Chicago.
Electives are offered in-person at our Chicago and Hong Kong campuses and online.
The flexible schedule allows you to start the program at any point during the year and attend elective sessions around your schedule. Electives can be attended prior to the core sessions.
The three core sessions are held on set dates. Each core session is five days in duration.
The Advanced Management Program is designed for senior-level executives who have achieved rapid advancement in their careers, and are looking for a customized, flexible program that addresses their specific development needs and helps them lead their organizations more effectively. Most of the participants will already be in general management positions such as president, senior vice president, division president, general manager, managing director, general counsel, CEO, CFO, COO, or executive director.
Participants have demonstrated strong leadership skills and play an integral role in setting strategy for their organization or business unit. They are senior-level decision makers sponsored by their organization. Candidates for the program are selected based on both experience and their ability to contribute to the overall learning community we build in the program. All participants are expected to engage in class dialogue and debate that enhances the learning experience for all. Since the program is intense, it is vital that applicants possess a commitment to preparation and active engagement.
Participants should also be ready to engage in various approaches to learning and being exposed to diverse frameworks and ideas. Proficiency in written and spoken English is required for successful participation in the program.
Harry L. Davis studies leadership, strategy, creativity and innovation. His scholarly research has appeared in a number of top-tier academic journals, including the Journal of Consumer Research and the Journal of Marketing. Among his publications are "The Promising Start-up Within: A Guide to Internal Corporate Venturing," written with Russ Rosenzweig and published in The Virtual Strategist in October 2001, and "Purchasing Behavior in Embedded Markets," written with fellow Chicago Booth faculty member Jonathan Frenzen and published in the June 1990 issue of the Journal of Consumer Research.
Davis, who joined the faculty in 1963, has introduced many innovative executive education programs in the United States and abroad. These programs include the first core leadership program of any top-rated MBA program in the country and the Management Lab. Davis also helped Chicago Booth pioneer its first international campus in 1983 where he served as deputy dean for MBA programs until 1993. He was also professor of behavioral science for the European Institute for Advanced Studies in Management in Brussels.
Davis is a trustee and member of the executive committee of the National Opinion Research Center at the University of Chicago, a national organization devoted to large-scale social research in public interest. He served on the boards of Golden Rule Insurance and Harnischfeger Industries and was chairman of the board of the Graham School of General Studies. Davis has consulted for many organizations, including ABB, the Boston Consulting Group, Monsanto, and the Terra Museum of American Art.
He earned a bachelor's degree in sociology in 1959 and an MBA in marketing in 1960 from Dartmouth College. He earned a master's degree in sociology in 1969 and a PhD in marketing in 1970 from Northwestern University.
Outside of academia, Davis enjoys classical guitar and passenger trains.
Professor Bertrand is an applied micro-economist whose research covers the fields of labor economics, corporate finance, and development economics. Her research in these areas has been published widely, including numerous research articles in the Quarterly Journal of Economics, the Journal of Political Economy, the American Economic Review, and the Journal of Finance.
Professor Bertrand is Faculty Director of Chicago Booth’s Rustandy Center for Social Sector Innovation and the Faculty Director of the Poverty Lab at the University of Chicago Urban Labs. Professor Bertrand also serves as co-editor of the American Economic Review.
She has received several awards and honors, including the 2004 Elaine Bennett Research Prize, awarded by the American Economic Association to recognize and honor outstanding research in any field of economics by a woman at the beginning of her career, and the 2012 Society of Labor Economists’ Rosen Prize for Outstanding Contributions to Labor Economics. She is a Fellow of the American Academy of Arts and Sciences.
Born in Belgium, Professor Bertrand received a Bachelor's Degree in economics from Belgium's Universite Libre de Bruxelles in 1991, followed by a Master's Degree in econometrics from the same institution the next year. She moved to the United States in 1993 and earned a Ph.D. in economics from Harvard University in 1998. She was a faculty member in the Department of Economics at Princeton University for two years before joining Chicago Booth in 2000.
Reid Hastie studies judgment and decision making (managerial, legal, medical, engineering, and personal), memory and cognition, and social psychology. He is best known for his research on legal decision making and he is currently studying the role of causal reasoning in judgments of all kinds and the wisdom of crowds in collective decisions.
Hastie has written a textbook, Rational Choice in an Uncertain World: The Psychology of Judgment and Decision Making, in collaboration with Robyn Dawes of Carnegie Mellon University, and a popular book on collective intelligence, Wiser: Getting Beyond Groupthink to Make Groups Smarter, with Cass Sunstein. He is involved with the Center for Decision Research at Chicago Booth.
He taught previously at Harvard University, Northwestern University, and the University of Colorado where he was director of the Center for Research and Judgment Policy.
Hastie has served on review panels for the National Science Foundation, the National Institute of Mental Health, the National Research Council, and on 18 professional journal editorial boards. His research was funded continuously by the National Science Foundation and the National Institutes of Health from 1975 to 2005. He has published more than 100 articles in scientific journals, including Psychological Review, Psychological Bulletin, Psychological Science, Journal of Experimental Psychology, Cognitive Psychology, Developmental Psychology, and the Journal of Personality and Social Psychology.
Hastie earned a bachelor's degree in Psychology from Stanford University in 1968, a master's degree in Psychology from the University of California at San Diego in 1970, and a doctoral degree in Psychology from Yale University in 1973. He joined the Chicago Booth faculty in 2001.
Chris Collins is the Associate Dean for Leadership Development at the University of Chicago’s Booth School of Business. In this role, he has responsibility for leadership development activities for full-time MBA students, including the Leadership Effectiveness and Development (LEAD) class. Collins also heads leadership development initiatives at the University of Chicago Law School and College.
Collins earned a B.S. in mathematics from Miami University. He studied developmental psychology in the Department of Comparative Human Development at the University of Chicago where he earned a PhD. He specializes in understanding how people can play a pivotal role in managing their own development and in how leaders can effectively develop others.
Collins has worked with leaders and organizations across a range of industries to clarify developmental needs and priorities for improving personal and team performance.
Hal Weitzman is executive director for intellectual capital at the University of Chicago's Booth School of Business. He is editor-in-chief of Chicago Booth Review and host of The Big Question, Booth's monthly video panel discussion series. He was a reporter and editor at the Financial Times from 2000 to 2012, the last seven years as a foreign correspondent in South America and Chicago. As well as the FT, his reporting has appeared in The Economist, the Los Angeles Times, Chicago Tribune, The Miami Herald, New Statesman, The Irish Times, Slate and Politico.
Hal's experience in South America formed the basis for his 2012 book, Latin Lessons: How South America Stopped Listening to the United States and Started Prospering. His time as a reporter in Chicago led him to write 'Chicago's Decade of Innovation, 1972-1982', a chapter covering the development of financial derivatives, which was published in the 2010 book Regulated Exchanges: Dynamic Agents of Economic Growth.
Hal grew up in Wales. He was an undergraduate at Leeds, gained a master's at Oriel College, Oxford, and was a Frank Knox Memorial Fellow at the John F. Kennedy School of Government at Harvard.
John Burrows is senior lecturer in leadership at the University of Chicago’s Harris School of Public Policy and an associate fellow at Oxford University’s Saïd Business School. He also teaches healthcare leadership in a newly launched double masters degree program in health policy taught jointly by the University of Chicago and the London School of Economics & Political Science. Previously, he was an adjunct professor at the University of Chicago’s Booth School of Business.
Before entering academia, John’s career spanned the public, private, and NGO sectors. He originally came to the USA from the UK to volunteer at the Southern Center for Human Rights and the Mississippi Capital Defense Resource Project. During college he interned with other anti-death penalty groups and also at the Cato Institute, a think tank in Washington, DC. Later he joined Arthur Andersen’s Office of Government Service (OGS) and led engagements with the U.S. Department of Justice (DoJ) and the Department of Housing and Urban Development (HUD).
John later switched into the private sector, where he was a partner with the consulting firm Accenture and held senior roles in sales and marketing at enterprise software companies including Siebel and Oracle. He negotiated, sold, managed, and implemented complex, multi-national, multi-million dollar projects around the globe, and gained experience building and growing operations in the UK, USA, and Japan, grappling with all that that entails: BD, IJVs, M&A, etc. During his PhD studies John served as an advisor for Houses for Africa, a social enterprise firm based in Cape Town, South Africa.
At the University of Chicago and Oxford, John teaches leadership, negotiations, strategy, decision-making, and organizational psychology to MPP, MBA, and MA students, and to senior executives in open enrollment and custom executive-education programs. Custom executive education clients of John's include AbbVie, Alfa, American College of Surgeons, American Orthopaedic Association, Aon, BBVA, Brainlab, Cheung Kong Graduate School of Business (CKGSB), Civil Service Bureau of Hong Kong, Edelman, Health Care Service Corporation (HCSC), Kiewit, Kuwait University College of Business Administration, Merrill Lynch, State Farm, Syngenta, Trelleborg, and Workiva.
For three years now, John has also taught each cohort of the University of Chicago's International Innovation Corp (IIC) Fellows Program. The IIC recruits top-performing graduates of leading host-country universities and US based institutions and organizes them into teams of up to 3-5 Project Associates. Project Associates train for 5 weeks in skills required to translate their academic and professional knowledge into on-the-ground contributions. The IIC embeds each team within a government, non-profit, or foundation office in India or Brazil to work on an innovative development project with a discrete, tractable scope for 1-3 year projects. Last year, John taught in the University of Chicago Data and Policy Summer Scholar Program which offers top global undergraduate students a 4-week experience with rigorous training on data analytics and public policy.
John is a sought-after speaker across industries but especially within healthcare. He has presented to the American College of Surgeons (ACS), including to their Board of Regents, and delivered a grand rounds lecture to the University of Chicago’s Department of Orthopedic Surgery and Rehabilitation. John has also delivered keynote speeches for the American Orthopaedic Association (AOA) and the Association of Program Directors in Surgery (APDS).
John currently serves on the advisory board of Profitable Ideas Exchange (PIE), which builds communities of senior executive to tackle many of the world’s greatest challenges, and consults with clients across industries and geographies.
John received a Ph.D. and M.B.A. from the University of Chicago’s Booth School of Business and an A.B. from Vassar College.
Dr. Nancy Tennant is a practitioner, professor, consultant, and best-selling author in innovation, leadership, and organization change. She offers a unique blend of theory and practice in her courses and workshops. She is one of the world's leading pioneers and experts in transforming companies by creating and implementing enterprise strategies that facilitate leadership and innovation. She is the CEO of Innovation Universe®. Businessweek named Dr. Tennant one of the 25 Innovation Champions in the world. She is an adjunct professor at the University of Chicago Booth School of Business where she is co-developing an innovative Leadership Studio MBA course that teaches leadership agility throughout career transitions. She is also an instructor at The University of Notre Dame Mendoza College of Business, where she co-founded the top-rated Certified Innovation Mentor and I-Mentor Boot Camp Programs. She is a frequent public speaker to "C" level audiences around the world including Dubai's Innovation Forum, Copenhagen Innovation Roundtable, Hamburg’s DRDS Design Research & Design Strategy Conference, Brazil's ANPEI, Kuwait’s Innovation Universe Workshop, London's Financial Times Workshops, Harvard University, Penn State University, Wharton School of Business, and NASA.
Dr. Tennant is the Vice President Emerita, Innovation and Leadership, at Whirlpool Corporation. At Whirlpool she reported to two Chairmen and CEOs for over 20 years, where she helped transform Whirlpool to achieve innovation from everywhere and everyone.
Her most recent book, Transform Your Company for the Innovation Universe: FRAME | GENERATE | EMBED | LEAD, (Moonfish Press, 2019), is equal part thesis, practicum, and memoir informed by her decades of learning and teaching innovation within companies. Her previous publications include the best-selling Unleashing Innovation: How Whirlpool Transformed An Industry, Snyder, Nancy Tennant and Duarte, D.L., 2008, Jossey-Bass/Wiley; The 5 Requirements of a Truly Innovative Company, Hamel, Gary and Tennant, Nancy, 2015, Harvard Business Review; Strategic Innovation: Embedding Innovation as a Core Competency In Your Organization, Snyder, Nancy Tennant and Duarte, D.L, 2003, Jossey-Bass/Wiley: and the best-selling Mastering Virtual Teams: Strategies, Tools, and Techniques that Succeed, Duarte, D.L. and Snyder, Nancy Tennant, 1999 & 2006, Jossey-Bass/Wiley.
Nancy earned a bachelor's degree in sociology and a master's degree in industrial relations from West Virginia University, respectively. She earned a doctorate in organizational behavior/human resource development from the George Washington University with her dissertation, "Global Integrating Mechanisms and Global Dominant Logic: Managers' Perceptions of Global Integration."
Ed Miller serves as a lecturer and leadership coach in the Executive Education program and in the Management Lab in the MBA program at Booth. Clients have included Abbott, Bank of Communications (China), Barclays, Cargill, CME, Harman-Kardon, Honeywell, HSBC, IIC (International Innovation Corps), KONE, Philips, U.S. CBP, and Wrigley. Miller, who joined Booth in 2005, brings over 30 years of experience to his work with executives and their organizations. He specializes in helping leaders become more agile in dealing with the challenges of a constantly changing environment. He also works with leaders to create and sustain high performing cultures that will enable their organization to achieve its strategic and operating goals in today's complex, global marketplace.
His clients range from start-up and midsize organizations to Global 100 firms, including ADA, AT&T, Bell Canada, Amoco (now BP), Chase, Clintec, DRW, Microsoft, Nestle, OHA, SAIC, T. Rowe Price, and Xerox. His assignments have taken him to Canada, China, Europe, South Africa and South America.
Prior to coaching and consulting, Miller worked in sales and marketing at IBM and as Business Director at Quaker Oats (now Pepsi). He has also served on the boards of several non-profit organizations.
Miller holds a BA from Dartmouth College and an MBA from Chicago Booth. He completed the Executive Peak Program at the Center for Creative Leadership and received his Professional Coaching Certification (PCC) from New Ventures West.
The Advanced Management Program is comprised of three core sessions and three electives.
Introductory Session: Leader as Person
The purpose of this program is to increase your impact as a leader. Two critically important factors are a strong understanding of yourself, your strengths, and how to leverage them, and an equally strong understanding of those you interact with and how to engage and motivate them.
In this session, you will learn how greater leadership agility can enhance your ability to influence others at the right time in the right way. You will be introduced to new techniques for communicating in an authentic and powerful way. You will learn how to leverage your network of connections and why some senior executives perform better than others.
Midcourse Session: Leader and the Organization
Just as personal agility is essential to your career success, developing organizational agility will increase your organization's competitive advantage. Building on the first core week, this session explores how your role as an effective leader is integrated into your organization and how you can drive change, develop a results-driven culture, and create value by identifying new opportunities in engaging and mobilizing your workforce.
Capstone Session: Leader and the Community
In today's global economy, risk and opportunity can come from events down the street or on other continents. This final core session explores how to balance your roles as a representative for your interests, your company’s interests, and the interests of your profession and community at large. You will also have an opportunity to think deeply about your future plans and your legacy as a leader.
Choose three electives to match your schedule and professional developmental needs. Electives are offered in a variety of formats such as live-online, in-person at our Chicago campus, and in-person at our Hong Kong campus. Here’s a representative list of AMP electives; click the program name for more information:
This program was exactly what I needed to help me transition to my new role. The lessons that I learned from AMP were immediately applicable in terms of developing strategy, evolving company culture, and driving bottom-line results. Not only have I benefited from world-class professors, I've also met an invaluable network of business leaders who have helped me to grow both personally and professionally.
—Elana Schrader, M.D., Vice President, Marketing Blue Cross and Blue Shield Florida
My expectations were that the Advanced Management Program would help me become a more effective and efficient business manager and bolster my professional biography. By the time I had completed the AMP, my initial objectives remained valid and clearly met; however, I came to understand that I gained something much more important to my development as a person and a professional. I left the program with a keen desire to find greater fulfillment from my work, and as a result became a better leader in the process. I now find myself filled with a new level of curiosity that will help me gain broader perspectives and a better understanding of my role(s) in the process of collaborating with my colleagues, customers, and my broader community.
—Mark Mowat, Managing Director, Frontier Capital
I had the option of attending any of the top-tier business schools, but for me, Chicago Booth was the only choice. Booth has an excellent reputation for providing students with cutting-edge information that can be immediately applied...For anyone who’s interested in remaining on the leading edge of the most current business information, and who wishes to engage in data-driven discussions with proven business leaders, Booth’s Advanced Management Program is a great program to take.
—Bill Mairson, Deputy Principal Associate Director at Los Alamos National Laboratory. Read more about Bill's AMP experience here.
Chicago Booth provides the optimal educational experience for executives seeking to enhance the business acumen and leadership abilities needed to thrive in today's complex business environment. Its holistic approach couples dedicated professors who stress the synergism of ideas with expertly tailored courses to ensure opportunities for personal growth, exceptional networking, and the flourishing of ingenuity.
—David Andalcio, Chief Executive Officer, Wyndalco Enterprises
I chose Chicago because of the reputation of the school and the flexibility of attending classes one week at the time. I'm in a very flat organization, so having a senior member of the management team gone for six weeks would be hard on everybody. AMP has given me a chance to think outside of what I normally do on a daily basis, not as a physician, but as a manager. Even though there's practicality to the knowledge, there's challenge to the thought process, which enhances my critical thinking skills. It's given me a fresh perspective on how to look my business.
—Dr. Joseph Cacchione, Chairman of Business Operations & Strategy, Cleveland Clinic
I had many years of experience under my belt so I was looking for a targeted program that would allow me to select areas of interest to further my career. In the Advanced Management Program, I was able to select courses that would help me grow both professionally and personally. I have to say the program far exceeded my highest expectations. As an accountant, I am always looking at the ROI on an investment and this was a clear success.
—David Jarrett, Partner, Performance and Value Creation, Crowe Horwath
The faculty are top notch and really know how to connect with the vast variety of students in each class. They become part of our team over the many months of the program and are always willing to discuss specific issues, connecting the topics with our real-world situations.
—Michael McKelvy, President and CEO of Gilbane Building Company. Read more about Michael's experience here.
I head up all the divisions that interface directly with our clients--the national sales, training and deployment, enterprise, and client services teams. I just kept going up the ladder with my career accomplishments. Without my MBA, I felt a little hesitant, but this program gave me the confidence I needed. The Core Sessions are primarily taught by Harry Davis and Ron Burt, and the two of them play off each other very well. Harry takes a very emotional approach to how business comes together, whereas Ron is more theoretical. They really ask themselves, "How do we make this special for the execs? How do we make it different, useful, and valuable knowing that they have years of experience already under their belt? What's the next step?
Every professor was very engaged and gave us everything they had. They took time to boil down the relevant issues specific to the class. They would look at the roster and say, 'OK, I see that I have 10 marketing execs in here and I know that you're going to get more out of this particular area, so I want to spend some extra time on that and answer your questions.
—Lori Hardwick, Executive Vice President, Advisory Services, Envestnet Asset Management
I left my job and started my own company consulting in human resource management as well as executive search and career consulting and coaching. I knew I had a lack of knowledge in strategic marketing and strategic finance. I took Strategic Marketing Management with Sanjay Dhar and Pradeep Chintagunta, and they were excellent. Using this course, I gained a lot of particular knowledge that helped me strengthen my own intuition. I learned frameworks that were a great help to me as a person starting a business and positioning it in the market. I'm proud to say that when you try to find our company on the internet in Russia, it will be the first search result. It means that we are doing the right things in terms of positioning and promoting. I also took Finance for Executives, which was very helpful. Before that I had to just believe that my accountant did everything right. Now I know that he did it right because I understand it.
—Marina Vishnyakova, Managing Partner, PM Team
I started to get involved in a lot of international business, and I needed formal, deeper preparation. I was interested in more than technical or finance skills—more ways to structure strategy and social behavior.
On the first day the professor said, ‘We are not going to teach you what to think, but how to think.’ I didn't believe it, but it was true. I found that the balance between the case analysis and walking through structural, academic facts was important. Making decisions that way has been really helpful for me and my environment, which includes more than just my organization. It includes my community as well.
One of the best things I got out of the program was a structured approach to social capital. We are citizens of big corporations, big cities and big countries. I'm engaged not just with people in my company in the U.S. but in places like China, Brazil, Colombia, and South Africa. Logging into those networks and structuring the kind of relationships I'm going to have, rather than letting them flow to what’s most convenient, is key for my success and the future of my business.
—Bernardo Valenzuela, Vice President, Global Operations, Navistar Truck Group
I've been a part of a couple start-ups that were successful, and I turned around a company for a private equity firm that then was sold.
I started my own business that helps start-ups and middle-market companies practice the models I’ve done successfully in the past. The Chicago Booth program helped me find gaps in my strategy that I knew I had to strengthen, add new components, and refine them.
As I became more familiar with the program, what I found really interesting were the opportunities to continue that education. It was a learning continuum, not only through the Advanced Management Program, but also with the variety of organizations and networks I could plug myself into. Any time I need more information or feel I need to learn more, I have the opportunity to pursue that.
There are a lot of opportunities to engage the network of folks out there in given areas. I got involved in the university, the clubs, and the roundtables and met a lot of people that way. I know they’re going to provide certain expertise that I don’t have. The discussions are challenging and innovating. They’re practitioners talking about what they've done and how they've done it, and they share a Chicago Booth background.
—Peter Wilkins, CEO, Omaxen Group
In my core class there is a real global flavor and diversity of people and their responsibilities. With a good topic discussion, you come away with as much from the dialogue and interaction between classmates as you do from the professors. The questions the students ask—and that everybody builds off—drive the professors to expand on subjects that are really applicable. And you get a combination of multiple professors, so it's fresh. They'll talk about their area of expertise, but they don't repeat each other or leave gaps.
—Russell Mitchell Jr., Vice President of Technology, Armstrong Building Products , Armstrong World Industries
Kiewit has a long history of developing our leaders. You have to continuously sharpen the edge of the saw with external perspectives, methods of thinking, and approaches to business. When we know that someone is going to have a senior role in our organization, we use the Advanced Management Program as a way to sharpen that saw and give them that external perspective and experience. The people we've put through the program speak very highly that they're growing, they're being challenged, and ultimately they're able to come back and apply those skills. More importantly, as executive leaders of the business, we can see a difference in the individuals. It forces them to step outside their comfort zone, so you see a higher level of confidence. They have the ability to look at problems differently, in nontraditional ways. They've been able to interact with a different network of people and had the ability to think about work in a setting with little or no risk, so that when they come back they've had the time to step out of their normal day-to-day work and can respond to it with a lot more confidence.
—Michael Geary, Vice President of Human Resources, Kiewit
My last company was all about me. It was my idea; I was driving everything. It was a successful company, but the Chicago program is giving me the confidence that I can bring in other people, that I can manage the variety of new ideas from very strong-minded, experienced, knowledgeable individuals, and that I'm not going to lose control in that dynamic environment. We discussed this notion of a leadership ensemble resembling a jazz ensemble, where you define your rules of engagement up front, then pass that leadership around and play off one another's ideas. I'm so excited about it. If you pull in a group of high level, collaborative people, you can do so much more in the world. I love the format. To go in for one week and be totally immersed is phenomenal. Plus, that gives you the opportunity to come back to the real world and experiment with some of the ideas. And for me, it's helping to provide the framework for where I want to be a year from now. So it's good to spread it over that year.
—Brenda McCaffrey, Founder, Kolea Technology
Prior to joining Johnson Insurance, I ran and owned my own firm, which was smaller and not part of a larger financial institution. I wanted to make Johnson Insurance as successful as I could and was looking for opportunities to improve my skill set for this larger, more formal organization. Our human resources director and I began looking at different graduate programs, of course concerned with the time commitment as well as the content that would best apply to the situations I faced at Johnson Insurance.
When we read about the program at the University of Chicago, it seemed ideal. I could pick the content, I could pick the week, and I could immerse myself into the curriculum in a great environment. At the time I started the program, Johnson Insurance was expanding robustly using mergers and acquisitions. I remember coming back from a finance course with a good understanding of the calculations needed for that and how they applied to the world of finance. I immediately had a better grasp of what the tools meant and how to employ them to make better decisions at Johnson Insurance.
—Chris Lie, President and Chief Executive Officer, Johnson Insurance Services
The Chicago Booth Advanced Management Program merges the two elements we needed most from any program--flexibility and real-world expertise. The program allows students to pick the time and the content, which was a distinct advantage, as well as providing application opportunities between each session.
In addition to the real-world business and leadership applications taught during each session, my classmates provided a built-in network of executives with whom I continue to collaborate and explore innovative ways to solve problems. LORD Corporation recognizes the Advanced Management Program as an essential tool in empowering our executives to be well-rounded, well-connected, and ready to succeed in the current global marketplace.
—Ed Auslander, President & CEO, LORD Corporation
The flexibility of the program is one of the key reasons I chose AMP. Not only was I intrigued by the topics of the core sessions, I also liked being able to pick additional electives focusing on specific subject areas that aligned with the changes that our organization faces. Many participants in our core class have either undergone or are undergoing similar challenges. Part of the value of the program is that the professors give you the tools and frameworks for improved leadership and strategic thinking, while your peers relate their experiences with what has and has not worked for them.
—Tina Saiz, VP Strategic Planning/Business Operations, Westell Technologies
Throughout the program we met with some of the University’s most well-known thought leaders. In intimate settings, we were able to ask them about their work and their thoughts on current business issues. We had the incredibly unique opportunity to read a draft of a forthcoming book by one of the University’s leading economists. To have that kind of early access was both a rare privilege and a really amazing experience.
—Brad Johnston, General Manager Teck Coal
To apply for the program, candidates must submit:
1. A completed application.
2. A resume or CV.
3. A letter of recommendation from a member of the sponsoring organization's executive management, describing the applicant's background and motivation for enrolling in the program, as well as why the applicant would benefit from attending.
4. Payment commitment form signed by the applicant and member of sponsoring organization.
Applications are accepted and reviewed on a rolling basis. During the review process, a member of the admissions committee may contact you or your executive sponsor to discuss your application.
To ensure your place in the program and to receive advanced preparation materials in a timely manner, please submit your application at least six weeks prior to the start of the Introductory Session. Late applications will be considered if space is available.
|October 11, 2021-November 11, 2022||$56,000||Apply Now|