In this two-day program, executives develop the strategic thinking skills to recognize how industry changes are impacting their businesses—and determine the critical capabilities required to preserve and grow their businesses as these disruptive changes occur.
The combination of the emerging digital revolution and disruptive geo-political forces has created a new reality for companies across most industries. Whatever your business strategy is today, it will likely need to be different three to five years from now. Hence, executives require a broader and deeper set of strategic thinking skills that extend well beyond their specific areas of expertise.
In this two-day strategic thinking program, participants will learn critical concepts and frameworks that will help them and their companies anticipate these changes and have the strategic agility to effectively respond through making the necessary changes in their strategies.
By attending this program, you will:
Upon completion of the program, participants will receive an official Chicago Booth Executive Education digital badge. This badge serves as a certified online credential of your achievement, and it can be shared on social networks such as LinkedIn.
Hong Kong: The Hong Kong Jockey Club University of Chicago Academic Complex | The University of Chicago Francis and Rose Yuen Campus in Hong Kong
A company’s medium- to long-term strategy should not be left to a small number of executives who are at the top of the organizational hierarchy. Instead, due to the continuous emergence of new opportunities and threats that requires much higher levels of strategic agility, it has become imperative that mid- to senior-level executives across functional areas can exercise critical strategic thinking skills within their areas of operation and at the broader enterprise level. Hence, this program will benefit mid- to senior-level executives who have direct control or influence over their companies’ or business units’ strategy.
The Hong Kong Jockey Club Charities Trust proudly awards scholarships to local social sector executives who seek to enhance their leadership skills. Learn more here.
Marc J. Knez studies strategic and organizational decision making, strategic planning, and market analysis. His academic research evolved from a focus on applying game theory and decision theory to strategic decisionmaking to a focus on market analysis, strategy development, and organizational structure. His work has appeared in the Harvard Business Review, the Journal of Business, and the Journal of Labor Economics. Among his articles are "Across the Board Incentives," Harvard Business Review (February 2002); "Direct and Indirect Bargaining Costs and the Scope of the Firm," the Journal of Business (April 2002); and "Firm-wide Incentives and Mutual Monitoring At Continental Airlines," Journal of Labor Economics (October 2001). All were written with Duncan Simester. He also has published in the Financial Times Mastering Strategy Series. Titles include "Game Theory in the Real World" and "Vertical Integration: Make or Buy Decisions" both written with Robert Gertner and published in November 1999.
Knez has been a full-time management consultant working with clients in financial services, telecommunications equipment, hospitality, and consumer products. During his time as a consultant, he was a senior vice president of Sibson Consulting and a Principal at the Capital H Group. He is currently on the board of directors of the Metropolitan Capital Bank.
He believes his past experience provides him with the ability to bring both perspectives to the classroom. He specializes in bridging the gap between academic research and applied decisionmaking in the context of strategic planning and technology strategy. He also has brought this perspective to executive education. He has taught executives at the Financial Management Program at General Electric, and the McKinsey & Co. mini-MBA program, as well as conducted customized education for Northrop Grumman, MTV Networks Asia, Metropolitan Life, and the William Wrigley Jr. Company.
Knez earned a bachelor's degree in economics at the University of Arizona and a PhD in decision sciences at the Wharton School at the University of Pennsylvania in 1991.
When not teaching or conducting research, Knez enjoys spending time with his family and playing golf.
Business Strategy Clarification and Assessment
Outcome-Based Approach to Customer Value
Identifying and Responding to Technological Change
Outside-In Mindset through Scenario-Based Thinking
“I appreciated [professor Marc Knez] for the passion and energy level that he put into taking the class…I think the cases that he picked are updated, relevant and complement well with the theories he wants to teach…I would highly recommend this to my company and other corporate leaders.”
“Case approach, choice of cases, and number of pre-reads expand the impact beyond the length of the 2-day program. The strategic planning lesson was very insightful; lectures and slides provided a great overview of the strategic topics. Great combination of academic and practical insights.”
“The program makes strategic thinking highly practical. New venture ideas are always sexy, but using the NVP process to verify them would increase the chance of success. The two theories of incumbent disruption are also a key takeaway and highly relevant to today’s dynamic market environment.
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