The Tuck Executive Program (TEP) focuses senior executives on the critical skills and best practices for leading enterprises to greater organizational efficiency—and success.
At TEP, you'll examine the components of successful business management and develop a personal approach to leadership in today's competitive business environment. With the facilitation of our acclaimed faculty, you'll also learn how to formulate and execute strategy, develop and use a leadership model, and effect and manage change. You'll consider organization-wide and business-unit strategy integration, effective resource allocation, and linking strategy to customers, competitors, and markets.
Structured learning sessions, small group activities, case discussions, simulations, and presentations help you apply the latest in business thinking and practical business insights to a wide variety of business challenges.
Main topic areas include financial analysis, marketing, operations, organizational behavior, and developing new approaches to leading and managing change and delivering results-oriented performance. The curriculum is integrated across three consecutive weekly modules.
Module One—Looking Forward: General Management in Action
You'll begin by sharpening your general management perspective and learning to integrate cross-functional expertise into strategic management processes. Topics include:
- Developing a Strategic Mindset
- Challenges in Leadership & Change
- Strategy Implementation
- The Tools of Financial Analysis - Where Strategy Meets Finance
- Successful Supply Chain Strategies
- What Really Works - The 4+2 Formula for Sustained Business Success
- The Global Business Environment
- The Economics and Politics of Globalization
- Implementing New Ventures
- Communicating Strategically
Module Two—Looking Outward: Managing Change and Growth
This module provides new approaches for leading and managing change using organizational structures and systems. Topics include:
- Creating Value Through Strategy - Value Creation Through Growth
- Business Valuation - Pulling it all Together
- Developing and Implementing a Market Focused Strategy
- Strategic Customer Management
- Brand Leadership and Strategic Brand Management
- Innovation Strategy
- Measuring Strategic Performance
- Leadership Styles
- Helping Successful Leaders Get Even Better
- Getting Results with Others
Module Three—Looking Inward: Leadership and Personal Change
Week three provides an opportunity to inventory personal leadership strengths and weaknesses and develop skills to drive breakout performance. Topics include:
- Why Smart Executives Fail
- Leadership and Creativity
- Leading in a Crisis
- Leading and Personal Responsibility
- Leading a Team
- Strategic Challenges in Top Management Teams
- Building Leaders
- Strategic Negotiation
TEP offers optional sessions in accounting and financial analysis before the formal start of the program. Senior managers not experienced in corporate finance may want to take advantage of accounting and financial analysis sessions that provide a foundation for topics throughout the program.
TEP is designed for executives with 10 to 15 years of management experience whose careers have been marked by achievement and who are expected to assume even greater responsibility. Participants come from a broad range of functional backgrounds and represent foreign and domestic corporations, nonprofit organizations, and government institutions. Participants also come from a wide range of countries. In a typical TEP group 40 percent of participants are from countries outside of North America.
Admission to the program is determined by the scope of an applicant's managerial experience, current level of responsibility, and expected career trajectory. Candidates are expected to be able to contribute their expertise and experience to group interactions and foster communication and exchange of knowledge among their peers in the group.
Selected candidates must have:
- demonstrated ability to manage direct reports, assets, and budgets
- careers marked by significant achievement in business initiatives
- sponsorship from their employing organization
- ability to manage assignments and presentations in English
- relief from organizational responsibility for the duration of the program
The admissions process includes completion of a program application and a sponsor letter from a senior executive in your employing organization.
Faculty Director
Sydney Finkelstein is TEP faculty director and Steven Roth Professor of Management at Tuck. Recognized for his extensive research on strategic leadership and the management of mergers and acquisitions, his books Strategic Leadership: Top Executives and Their Effects on Organizations and Why Smart Executives Fail: And What You Can Learn from Their Mistakes are widely acclaimed. Professor Finkelstein has consulted with numerous international Fortune 500 companies in the areas of strategic leadership, general management, corporate crisis and mistakes, and managing mergers and acquisitions.
TEP faculty include: Ron Adner, Kusum Ailawadi, Paul Argenti, Pino Audia, Andrew Bernard, Bob Howell, Eric Johnson, William Joyce, Kevin Lane Keller, Andrew King, Matthew Slaughter, Anant Sundaram, Chris Trimble, Marshall Goldsmith, Rocky Kimball and Peter Leonard.
Before, during and after your TEP experience, you will explore and expand your self-awareness as a leader. And at the end of TEP, you will go away with a game plan to hone your leadership skills.
- Before coming to Tuck, you will undergo a leadership assessment with input from your direct reports and others who’ve had experience with you in a leadership role.
- During TEP, you will participate in leadership workshops. You will also take part in a one-on-one session with a Tuck-approved executive coach who will review your assessment with you. The coach will help you understand your strengths and areas for improvement as well as helping you identify a personal action plan so you can return to your company with a personal action plan.
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“TEP is a world-class, thorough learning experience that challenges senior managers to become more effective leaders.”
