Harder Than I Thought: Adventures of a 21st Century CEO Leader
with Richard L. Nolan from the Harvard Business School
Date: October 25, 2013
Tuition: $695 plus HST
Location: TBD
Course number: CEEP 5006
Harder Than I Thought, tells the story of Jim Barton, the new CEO of Santa Monica Aerospace whose job isn’t easy: the company’s hemorrhaging cash, struggling to regain investors’ trust after an accounting scandal, and striving to transform its military and manufacturing culture to become a global aerospace integrator. Although Jim isn’t real, his story–developed in consultation with seasoned, actual CEOs–contains crucial lessons for all chief executives. Experts agree that many twentieth-century leadership practices are inadequate to the stormy twenty-first-century present. This seminar will equip participants with the insights they’ll need to rise with the occasion of a rapidly shifting business landscape. Join co-author Richard L. Nolan for a day long seminar where they will engage you in discussions on formulating and executing strategy, managing financial and labor crises, fostering a culture of innovation and continuous transformation, forging global partnerships and making ethical choices in an increasingly transparent environment.
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Facilitator
RICHARD L. NOLAN earned his B.A. from the University of Washington in Production and Operations Research in 1962, and his M.B.A and Ph.D. in 1963 and 1966, respectively. Professor Nolan, the William Barclay Harding Professor of Management of Technology (Emeritus), returned to the faculty of Harvard Business School in 1991, after serving as co-founder and Chairman of Nolan, Norton & Co. from 1977 to 1991—a strategic consulting firm sold to KPMG in 1987. Professor Nolan is studying business transformation and CEO leadership into the twenty-first century. Earlier, Nolan with Professor David Croson authored a Harvard Business Press book: Creative Destruction--the process of creatively destroying industrial economy management principles and evolving a set of workable management principles for the information economy. Some industrial economy management principles are obsolete, some salvageable, and entirely new principles are needed to guide, for example, the management of information as a resource distinctively different from scarce, physical resources. Central to his research is an understanding of information technology's information resource management role in taking an enterprise from 'make and sell' to 'sense and respond' strategies. Professor Nolan has contributed a number of Harvard Business Review articles on the management of information technology. He is the originator of the 'Stages Theory,' one of the most widely used management frameworks for information technology base lining and planning. In addition, Professor Nolan has also served on the boards of directors of major U.S. corporations.
