Global Leadership 2030 helps executive teams accomplish three fundamental, sustainable transformations necessary for success in a global marketplace:

1. Industry transformation to build global competitiveness
2. Organizational transformation to encourage productivity, innovation, and growth
3. Individual transformation to create effective corporate leaders in a changing global environment.

Teams are immersed in cultures different from their own and introduced to the process of transcultural business. They learn how to create market advantage by embracing cultural differences, develop a global—as distinct from international—perspective, and gain leadership skills that are relevant to their business.

At the heart of the Global Leadership 2030 learning experience are collaborative, hands-on, action learning projects. These projects require teams to develop innovative approaches to their own global challenges through cross-functional, cross-business, and cross-border collaboration. This process of building a stronger, more team-focused organization is one of the most valuable program components.

The expertise of international faculty is supplemented by site visits to local companies, panel presentations, receptions, and dinner gatherings, where local, political, and community leaders and global executives share their insights. Participants will gain perspective from a range of successful leaders, their teammates, and fellow participants.

PROGRAM MODULES

Global Leadership 2030 includes three intensive week-long modules that are developed in partnership with participating companies. The 2011-12 program modules include:

Module 1:
Industry, organizational, and Individual transformation
Hanover, NH, USA

• Strategy as Changing the Rules of the Global Game
• Leadership in Today's Global Economic System
• Global Megatrends
• Strategy Under Uncertainty
• Innovation Strategy
• Developing Transcultural Competence
• What Got You Here Won't Get You There
• Organizational Capabilities for Global Leadership

Module 2:
engaging with emerging markets
Chennai, India

• Understanding the Indian Consumer
• India in the Global Economy
• Site Visits to Local Companies & Villages
• Mythology and Leadership
• Rural Marketing
• Practitioner Panel: Lessons from Successful Strategy Execution in India.

Module 3:
Leadership and Strategy Execution
Shanghai, China

• Transformational Leadership
• Practitioner Panel: Lessons from Successful Strategy Execution in China
• Site Visits to Local Companies
• The Political Economy of China: History and Prospects
• Synthesis of Political Economy Issues around the World

WHO SHOULD ATTEND

Global Leadership 2030 is designed for company teams who will transfer their learning to their organizations. Participating company teams partner directly with the Tuck team—faculty, program design and development managers, and coordinators—throughout all phases of the program. Company teams define and communicate their needs and provide input on the curriculum and program structure. Tuck then designs and delivers the program. This highly customized approach leads to targeted business results.

OPTIMAL TEAM PROFILE

• 6 to 10 executives per participating company
• Team members representing operations across the Americas, Europe, and Asia
• High-potential, fast-track directors and managers positioned to assume global leadership responsibilities
• Individuals with 10 or more years of experience, primarily in a functional area

PARTICIPATING COMPANIES 2011-12

• Colgate-Palmolive Company
• Corning Incorporated
• Deere & Company
• Rolls-Royce

PROGRAM FACULTY

Co-Faculty Directors

Vijay Govindarajan is the Earl C. Daum 1924 Professor of International Business at the Tuck School. In addition, he was the 2009 professor-in-residence and chief innovation consultant for General Electric. He is also co-faculty director of Tuck Executive Education’s Global Leadership 2030 Program.

Professor Govindarajan works with CEOs and top management teams in global Fortune 500 firms to discuss, challenge, and escalate their thinking about strategy. Recognized as one of today’s leading business strategists, Professor Govindarajan was designated one of the Top 10 Professors in Corporate Executive Education by BusinessWeek, Top 5 Most Respected Executive Coaches on Strategy by Forbes, and Top 50 Management Thinkers by The Times (London).

Professor Govindarajan has published seven books, including Ten Rules for Strategic Innovators in 2005, focused on teaching corporations to build breakthrough businesses while simultaneously sustaining excellence in their core business.

Matthew J. Slaughter, is associate dean of the MBA Program at the Tuck School and Signal Companies, Professor of Management. He is also co-faculty director of Tuck Executive Education’s Global Leadership 2030 Program.

Professor Slaughter’s area of expertise is the economics and politics of globalization. Much of his recent work has focused on the global operations of multinational firms, in particular how knowledge is created and shared within these firms and how their activities are structured across borders. He has also researched the labor-market impacts of international trade, investment, and immigration, and has studied the political economy questions of individual attitudes about and government policies towards globalization. He is a frequent keynote speaker to business and public policy audiences and serves as a consultant both to individual firms and to industry organizations that support dialogue on issues of international trade, investment, and taxation.

From 2005 to 2007, he served as a member on the Council of Economic Advisers in the Executive Office of the President, advising the president, the Cabinet, and others on such issues as international trade and investment, currency and energy markets, and the competitiveness of the U.S. economy.

Representative faculty include: Ron Adner, Maarten Asser, Fariborz Ghadar, Peter Golder, Marshall Goldsmith.