Executive Learning
Turning strategic priorities into executive capabilities.
Executive learning makes sense when it is tied to what the company needs to decide and execute. That is why every programme starts from strategic priorities, not from a catalogue of content.
- It starts from strategy
Before any content, there is agreement on the capabilities the company needs to execute its strategy.
- It is applied to the real agenda
Frameworks are tested against the decisions and challenges the team actually faces.
- It leaves capability behind
Tools, a shared language and criteria that stay in the organisation when the programme ends.
Formats
Four ways to build capability.
Seminars · Conferences · Sessions · Programmes · Workshops
Board & Executive Sessions
Sessions for Boards and executive committees that combine a framework with its direct application to the company’s agenda.
Executive Programmes
Programmes for leadership teams on strategy, governance, ownership, innovation and scenarios, designed around the organisation’s challenges.
Corporate Learning Architecture
Learning journeys that translate strategy into capabilities: what the organisation needs to be able to do, who needs to learn it, and in what order.
Corporate Academies
Designing and launching corporate academies connected to the strategic plan and to the company’s culture.
Reference programmes
A starting point.
Each programme is adapted to the company: length, format and participants.
The Strategic Board
From reporting to conversation, and from conversation to execution.
A programme for Boards that want to spend their time on the decisions that can still change. It starts with an x-ray of how the Board actually works, the Board Reality Map, and then addresses the agenda, the information, the quality of the conversation and the follow-through on what has been decided. Based on El Consejo Estratégico.
ForBoards of Directors, Advisory Boards and executive committees
Strategy Under Uncertainty
Scenarios, strategic options and robust decisions.
When the future cannot be predicted, the question is no longer what will happen but which decisions hold up across several plausible futures. The programme applies the Oxford scenario planning approach to reframe the assumptions behind the strategy, build plausible scenarios and test the company’s options against them.
ForExecutive committees, strategy teams and Boards
Corporate Strategy for Owners
Business portfolio, capital allocation and value creation, seen from the owners’ side.
The strategy of each business and the strategy of those who own it are not the same. The programme helps owners define what their capital is for, what risk they accept and over what horizon, and then review the portfolio from there: where to invest, where to hold and what to exit.
ForOwners, business families, holding companies and family offices
The Future of Ownership
Succession, family governance and ownership strategy in business groups.
The continuity of a family business depends as much on the next generation of owners as on the next generation of managers. The programme addresses the shift from family business to business-owning family: the governance bodies of the family and of ownership, the preparation of successors and the rules that allow them to decide together.
ForBusiness families, the next generation and family councils
The Ambidextrous Company
Exploiting today’s business while exploring the next one.
Companies that last know how to make the most of what they already do well while exploring what comes next, without one stifling the other. The programme turns research on organisational ambidexterity into concrete decisions: how to allocate resources, how to organise exploration and how to govern the tension between efficiency and innovation.
ForExecutive committees and innovation teams
Strategic Conversations for Boards
Agendas, questions and dynamics that let the Board spend its time on the future.
The quality of a decision depends largely on the quality of the conversation that precedes it. Practical sessions on how to design the agenda, ask the questions that matter, make room for constructive dissent and close each discussion with a decision, an owner and a date.
ForChairs, directors and Board secretaries
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