PROGR AM FOR

LEADERSHIP
DEVELOPMENT
 SHINING A LIGHT ON THE BEST AND THE BRIGHTEST
Today’s leading companies are investing in their future generation of leadership to ensure long-

term competitiveness. While on-the-job experience and internal training courses play important

roles in shaping future leaders, the Harvard Business School (HBS) Program for Leadership

Development (PLD) helps to accelerate this development process by offering functional

managers broader exposure to real-world business lessons. Participants will acquire the skills

necessary to assume greater cross-functional responsibilities and future leadership roles.

www.exed.hbs.edu/programs/pld/
THE PRIMARY OBJECTIVE
Through two on-campus and two off-campus modules, PLD provides an
integrated view of management fundamentals and helps participants to:

• Formulate and implement functional and business-unit strategies

• Lead cross-functional initiatives and corporate projects
• Enhance synergies across critical organizational functions
• Balance core businesses with innovative, new-growth opportunities
• Construct a holistic approach to identifying problems and adapting
to change
• Gain greater knowledge, capabilities, and confidence to develop
a personal leadership philosophy

HOW WILL PARTICIPANTS BENEFIT?

Designed to groom outstanding leadership prospects, PLD is ideal for
managers and functional specialists from midsize to large organizations,
who have approximately 10 to 15 years of work experience. Participants
gain an in-depth understanding of the organization’s varied functions and
how they interrelate to impact its bottom line.

HOW WILL ORGANIZATIONS BENEFIT?

PLD is a significant investment for both participants and their organizations.
By helping high-potential leaders develop a broad, integrated perspective on
general management, PLD supports organizations in their pursuit of sustained
competitive advantage. Going far beyond basic skills and theories, PLD provides
a comprehensive understanding of how organizations function. Participants
come away with actionable lessons that can be implemented effectively
within their organizations.
THE CURRICULUM
THE LEARNING
MODULE I
BUILDING FOUNDATIONAL SKILLS (OFF-CAMPUS)
In the first module, participants gain a common level of
understanding in accounting, finance, and quantitative
methods. Using a combination of online and printed
course materials, they work individually to complete in-
troductory courses and proficiency exams in these areas.
In addition, participants are given access to interactive
tutorials on two topics that help drive an organization’s
budgeting, pricing, and forecasting decisions: cost
accounting and the time value of money. Through a
sequence of targeted exercises, participants learn to
measure the cost of various resources as they relate
to various cost objects and to assess the present and
future value of money. Flexible course materials and
testing structures allow individuals to concentrate on
topics with which they are less familiar.
Given the fast-paced nature of this program, it is critical
that participants complete the coursework in every module
(both on- and off-campus). Participants who do not fulfill
this requirement may be asked to leave the program.
Please visit www.exed.hbs.edu/programs/pld/ for complete curriculum details.
MODULE II
CROSS-FUNCTIONAL BUSINESS APPROACH
(ON-CAMPUS) TWO WEEKS
The second module focuses on the building blocks
necessary to any business, and how they integrate
to support the organization’s overall strategy.
• STRATEGY
Functional and business-unit strategy formulation
and implementation; sustainability; value creation;
competitive analysis; and competitive positioning
• MARKETING
Product management; marketing strategy; market
segmentation; product positioning and pricing;
market analysis and planning; branding; customer
acquisition and retention; and employee, shareholder,
and customer satisfaction
• BALANCED SCORECARD
Value definition and measurement; performance
targets and assessments; people, processes,
and information technology alignment; and value-
creating strategies
• FINANCE AND ACCOUNTING
Financial systems; budgeting; forecasting; cost of
equity; performance measurement and evaluation;
profitability analysis; valuation; financial accounting;
journal entries; financial reporting strategies; and
accounting policies
• OPERATIONS
Internal processes; technology and operations
strategies; product and market capabilities; opera-
tions improvements; supply chain management;
new product/process creation and analysis; and
human resource capacities
MODULE III
STRATEGY FORMULATION AND IMPLEMENTATION
(OFF-CAMPUS)
In the third module, participants apply their newly acquired
knowledge. They compete in a virtual, team-based busi-
ness simulation that addresses critical issues, including
setting competitive strategy, raising capital, entering or
exiting product categories, manufacturing and distribution,
and marketing and sales strategy. Participants also begin
work on a comprehensive strategy and implementation
plan for a specific initiative in their own organizations. In
addition, they complete an assessment of their individual
leadership and management competencies.
MODULE IV
ACTIONABLE LEADERSHIP
(ON-CAMPUS) TWO WEEKS
The final module delivers a macro perspective of business.
In addition, participants work with a personal coach to
develop an effective leadership philosophy.
• GLOBALIZATION
International expansion; global strategic postures;
cross-border competitiveness and local responsive-
ness; management roles and relationships in
transnational companies; and country economic
priorities and development strategies
• INNOVATION CHALLENGES
Common language for companywide collaboration;
experimentation and learning; opportunity identification;
balance between core businesses and new-growth
opportunities

• CHANGE MANAGEMENT
Performance and opportunity gaps; organizational
alignment and design skills; organizational culture; and
links between innovation and organizational evolution

• EFFECTIVE DECISION MAKING AND EXECUTION

Personal leadership; teamwork; group effectiveness;
compensation and incentives; leadership development;
management versus leadership; and conflict resolution

“We had people from 29 jurisdictions around the world. So I was able
to network with an international audience of experts in their individual
fields—from the airline business, manufacturing, and financial services to
pharmaceutical and IT. If I have an issue in a particular jurisdiction, I can
pick up the phone and relate on a personal level with the many friends
I met in the program. It’s been a fabulous experience.” Brian O’Reilly [Director],
AIB International Financial Services Ltd., AIB Capital Markets, Ireland
Robert S. Kaplan Das Narayandas W. Earl Sasser Scott A. Snook

THE FACULTY
Harvard Business School Executive Education programs are developed
and taught by a core faculty of HBS professors who are skilled educators,
groundbreaking researchers, and award-winning authors. Faculty leverage
their business expertise and field-based research to create new knowledge
and enduring concepts that shape the practice of management. The result
is a teaching team that exposes participants to multiple perspectives,
challenging their thinking on many levels. Please visit www.exed.hbs.edu
for more detailed biographies.

ROBERT S. KAPLAN, Baker Foundation Professor. Member of the Accounting

and Management Unit; and faculty chair of “Driving Corporate Performance:
Aligning Scorecards, Systems, and Strategy.”

DAS NARAYANDAS, James J. Hill Professor of Business Administration.

Faculty member in the Marketing Unit; and faculty cochair of “Program for
Leadership Development.”

W. EARL SASSER, a Baker Foundation Professor of Business Administration.

Faculty member in the Entrepreneurial Management Unit. Faculty cochair
of “Program for Leadership Development,” and faculty chair of “Achieving
Breakthrough Service” and “Leading Best Practices.”

SCOTT A. SNOOK, Associate Professor of Business Administration and

Tukman Faculty Fellow. Faculty member in the Organizational Behavior Unit.
 ADMISSIONS
APPLICATION PROCESS JULY 2008–JANUARY 2009 SESSION
Please visit www.exed.hbs.edu/programs/pld/ for Module I: July 21–September 27, 2008 (Off-Campus)
complete admission requirements and to apply online. Module II: September 28–October 11, 2008 (On-Campus)
You also can complete the printed application and mail
Module III: October 12, 2008–January 17, 2009 (Off-Campus)
it to the address listed or fax it to +1-617-496-1731.
Applications are requested at least four weeks before Module IV: January 18–30, 2009 (On-Campus)
the program start date. Since qualified candidates are Program fee: $32,500
admitted on a rolling, space-available basis, early
application is encouraged. DECEMBER 2008–JUNE 2009 SESSION
Module I: December 15, 2008–February 21, 2009 (Off-Campus)
ADMISSION REQUIREMENTS Module II: February 22–March 7, 2009 (On-Campus)
Admission is selective and based on professional achieve- Module III: March 8–June 13, 2009 (Off-Campus)
ment and organizational responsibility. No formal educational
Module IV: June 14–26, 2009 (On-Campus)
requirements apply, but proficiency in written and spoken
English is essential. Executive Education programs enhance Program fee: $35,000
the leadership capacity of the managers enrolled, as well
as their organizations, and HBS expects full commitment FOR MORE INFORMATION, please contact:
from both. While participants devote time and intellect to Ms. Deborah Hooper, Portfolio Director
the learning experience, sponsoring companies agree to Executive Education Programs
assume fees, provide for reasonable expenses, and relieve Harvard Business School
individuals of their work responsibilities during the on- Soldiers Field
campus modules. Boston, Massachusetts 02163-9986 U.S.
Email: executive_education@hbs.edu
COMPANY SPONSORSHIP Telephone: +1-617-496-3876
Fax: +1-617-496-1731
Participants must be nominated and supported by their
company sponsors, executives involved in their develop-
ment and committed to remaining engaged with them
throughout the learning process. This indicates that the LEARNING THAT LASTS A LIFETIME
participant is considered to be an outstanding prospect Reflecting the School’s commitment to fostering lifelong
for company leadership within the organization. Partici- learning and strengthening individual leadership capabilities,
pants must be full-time employees of their sponsoring HBS will provide PLD graduates with relevant educational
organizations and must intend to return to full-time resources and opportunities long after the program ends.
managerial roles within their companies upon completion
PLD participants earn HBS alumni status by completing
of the program.
an additional 10 days (two credit weeks) of HBS Executive
Education Open-Enrollment (OE) programs within five years
PROGRAM FEE of the PLD program end date. Participants must apply
The program fee covers tuition, books, case materials, for each OE program and meet admissions requirements.
and action-learning CD-ROMs, as well as accommodations Participation in custom and/or association programs does
and most meals during the on-campus modules. Please not qualify for alumni status. Participants may begin taking
visit www.exed.hbs.edu/programs/pld/ for additional eligible programs after matriculating in Module II.
fee information.

w w w.exed.hbs.edu/programs/pld/

In accordance with Harvard University policy, Harvard Business School does not discriminate against any person on the basis of race, color, sex or sexual orientation, gender identity, religion, age, national or ethnic origin, political beliefs,
veteran status, or disability in admission to, access to, treatment in, or employment in its programs and activities. The following person has been designated to handle inquiries regarding the nondiscrimination policies:
Ms. Nancy DellaRocco, Harvard Business School, Soldiers Field, Boston, MA 02163-9986 U.S.
Programs, dates, fees, and faculty are subject to change. ©2007 President and Fellows of Harvard College.