Executive Education
Organization Offerings

Organizational Growth


5 Key Domains

  • Management

    To be truly effective, managers must develop their business acumen and strategic skills not only within their area of the business, but across areas of the business.

    Strategy & Execution

    As leaders grow in their roles and responsibilities, they must become ever-more strategic in the way that they see the marketplace, the competition, and the business. We explore advanced strategy frameworks and methods, with a focus on how they can be applied to extend competitive advantage, grow profitability, seize new opportunities, and delight customers.


    A Framework for Value Creation

    Success in business is best viewed in terms of value creation. We start by exploring the meaning of value as a concept, and how it is measured and managed. We then examine the approaches and methods used to create value for the organization, and for other stakeholders—including (and especially) for the customer.



    Decision-making is often under-valued (or assumed) as a skill, especially as the scope and consequences of one’s decisions grows. Understanding the dynamics of the decision-making process is essential for managers taking on higher level positions. We define “what good decision-making looks like” and provide the methods and tools to achieve it.


    Building Strategic Agility

    In an ever-changing, rapidly-evolving marketplace, sound strategy is not enough. High-performing leaders and teams must have “strategic agility”—the ability to anticipate, adjust and adapt direction. We focus on building both the capacity to seek-out the emerging challenges that face the business, and the confidence to deal with them proactively and strategically.


    Financial Management

    Today's business environment demands that every manager be
    held accountable for financial results in some form. From budget requests to investments in talent to daily decision-making, effective managers need to understand and use financial information and tools to steward the inputs, and optimize the outputs, across their area of responsibility, and beyond.


    Strategic Risk Management

    Strategic risk management involves a new way of looking at risk. Historically, the focus has been on protecting the organization and mitigating financial risk. We introduce a risk optimization model, advanced analytics, and a risk structure that works to actually propel the organization along its essential efforts to seize new opportunities and to drive growth.

  • Leadership

    At its core, leadership is not about acquiring followers, it’s about creating other leaders. This requires a combination of personal introspection and authenticity, combined with essential skills.


    Leadership Essentials

    Our approach to creating principled and authentic leaders is not via lecturing. Nor is it simply storytelling. It is a leadership experience that includes an exploration of one’s personal life story, and values. The result is a dramatic, personal awakening that creates a fundamental change not just in how people perform, but who they are—to themselves and to others.


    Change Leadership

    Change leadership focuses on the fundamental truths about change and the implications for managers. We explore change vs. transitions, and the psychological experience of change. We offer practical methods for dealing with resistance and resistors in change situations, and we explore frameworks for successfully leading change efforts across the organization.


    Personal Influence

    Personal influence begins with better managing one’s own behaviors. This involves the exploration and application of strategies for understanding and managing relationships in the workplace. Tools for approaching relationships, recognizing others’ needs and desires, and managing negotiations and are presented, practiced and perfected.


    Ethics and Leadership

    Business decisions bearing ethical consequences have always been extremely difficult. In today’s business environment, the impact and implications of ethics is getting ever-greater scrutiny, and is a concern for business leaders. Establishing an “ethics core” and using a framework for ethical decision-making can assist in achieving a best-practice results.


    Talent Management and Team Effectiveness

    Here the focus is on those critical elements necessary to build and sustain a high-performance workplace, and getting the most from individuals and from teams. We begin with alignment of business strategy and HR strategy, we study the characteristics and dynamics of work-based teams, and we explore tools for motivating and measuring team performance.


    Effective Communication

    Effective communication—at the right time, with clear goals and focus—is essential to both personal and organizational success. Importantly, these communications go well beyond simply exchanging information. Together we explore and apply fundamental communications principles to combat common workplace problems, and lay the foundation for stronger relationships.

  • Analytics

    Analytics is more than a toolset, more than a skillset…it is a mindset. It is a way of seeing and thinking and working with data that sharpens decision-making and reveals growth opportunities.


    Critical Thinking

    While some will say “the answer lies in the data,” critical thinking is an essential element in driving to successful outcomes using analytics. Data scientists and analysts must develop the rigor and the skills to raise vital questions and problems, identify and assess relevant information, and come to well-reasoned conclusions that will drive actionable recommendations.


    Analytics & Modeling

    Large quantities of data are routinely available across all functions of the business. Analytics is about the quantitative thinking and skills needed to reveal the truths, the insights, and the opportunities that are buried in that data. This requires a conceptual understanding the core principles of data analysis, and concrete skills to perform analyses and draw inferences that shed light on specific issues.


    Data Mining

    Data mining is a skill unto itself. Proficiency here requires 1) theoretical and practical understanding of databases and core data mining concepts and techniques, 2) hands-on experience in applying these techniques to practical real-world business problems using commercial data mining software, and 3) confidence around when and how to use each technique, and how to interpret the results.


    Tools for Data Science

    Like any advanced discipline, data science and analytics will leverage an array of methods and tools to answer questions, fuel thinking, and reveal insights. And, these tools have their own unique applications and names, including: R, SAS, Python, and Tableau. Depending upon the need, we teach the tools of data and analytics from a basic level (awareness) up to the highest level (proficiency.)


    Data Visualization

    Someone once said “a picture is worth a thousand words.” The same holds true for data and analytics. The greatest impact often comes from the ability to visualize the findings in ways that will illustrate the learning, and stimulate ideas and action. From basic findings to complex analyses, the principles of visual communication can be applied to tell powerful and persuasive stories.


    Change Management

    While data and analytics have the potential to inform sound decision-making and reveal new opportunities, that power is diminished if it collides with “established ideas and mindsets.” Here, the principles of change management can be applied by data scientists and analysts in order to open eyes and minds to the new learning that analytics can provide.

  • Operational Excellence

    Operational Excellence is a way of doing, and a way of thinking, that elevates competitive advantage and customer satisfaction across all facets and functions of the organization.


    Operational Excellence as a Way to Work, and Think

    There are a number of core building blocks that must be woven together to ensure a positive impact on how the organization does its work. Of course, knowledge of the principles and tools is essential, but achieving excellence goes beyond how you to do things. It is essential that leaders learn how to think about things, and how to create alignment and momentum around that thinking.


    Problem Solving

    The ability to see and solve problems is critical to achieving and sustaining operational excellence. It starts with developing the ability to define, and focus on the core problem. (This is a skill in itself.) From root cause analysis to cause and effect diagramming to 5 Whys to countermeasures…real opportunities for improvement and growth start here.


    Value Streams

    Value stream thinking provides the big picture, and fuels bigger ideas for improvement. Mapping processes enables us to understand the content and the timing of each process step in the value stream. Where is value being added? Where is the waste that can be eliminated? Over time, the goal is to optimize overall systems, not just local processes.


    Leadership Perspective and Skills

    Effective leadership is essential to actually achieving excellence in complex processes and organizations. The change from the current state to a future state is not just a change in process or activities. It requires changing minds and attitudes. Learning how to effectively lead these changes an integral element across all of our teaching.



    Learning and doing must be closely coupled to effect change. This includes going to the Gemba (where the work is done) to see processes first-hand and to gather input. We use simulations to approximate real-life scenarios and provide real-time feedback. In many instances, we include “live” projects—with specific goals, tollgate reviews, and coaching—as a crucial component in our programs.


    Lean Management

    More that a series of activities, operational excellence is a dynamic system to be managed. All facets of the discipline—from problem solving methods to data and analytics to change management to KPIs—must be part of the management domain. Ultimately, we focus on teaching leaders how to effectively manage operational systems between and across the entire organization.

  • Innovation

    Innovation is not just about creating new products or services or processes. It's about creating a culture that yearns for – and instinctively and passionately pursues – “what’s next…”

    Defining Innovation

    From design thinking to disruption to the innovator’s dilemma, there is no shortage of perspectives on how to innovate. But beneath it all, innovation is really about creating value for customers, partners, and the organization overall. And, while we teach how to do it, we start with how to think about it. We focus on the key principles and practices that must come together across the organization to achieve measurable success.


    Value Creation

    Value creation begins with ideation and generation. We examine the different ways that companies put customers at the center of their ideation process; how they choose which problems to solve; and how they reveal new opportunities in the overlap of emerging trends, unmet customer needs, and organizational competencies both inside, and outside, of their company.


    Value Capture

    Value capture is about evaluation and commercialization. With a full pipeline of ideas, businesses must assess idea potential, separate the great ideas from the good, and determine how to commercialize ideas.
    We explore the process of idea evaluation, and then examine the theories, frameworks and processes for successful commercialization of those ideas.


    Value Delivery

    Successful innovation efforts require organizational integration and culture. Leaders need to ensure that innovation becomes everyone’s job—where all associates are empowered and encouraged to model innovation behavior. Together, we examine how leadership, resource allocation, and organizational policies can be used to fuel ideas and build the culture.


    Design Thinking

    Design thinking is one of the key concepts that drives successful innovation. Simple in concept, design thinking represents a human-centered approach to innovation that—when applied successfully—aligns the principles of design with the potential for business success. Using a hands-on approach to learning, we turn the concept into practice.



    At its core, entrepreneurship is about capturing the value that exists in a creative idea. Whether this happens within the realm of an existing company, or it becomes the foundation of a totally new company, the principles of entrepreneurship can be extremely powerful and profitable. Putting this attitude to work across the organization can propel success.


Beth Miller,
Director, Client Relationships

Fisher College of Business
Executive Education
110 Pfahl Hall
280 W. Woodruff Ave.
Columbus, OH 43210-1144