You Can Change the World

Historically Speaking
"Harvard Business School had a hand in setting up one of the first business schools in India—IIM Ahmedabad—about 50 years ago," Das Narayandas reminds us. "And then about 25 years ago Harvard set up a base of researchers and an India Research Center as well as an India Publishing Division (amongst its biggest divisions globally, with over 500 published pieces of research on the Indian Business scene)". This 'learn before you teach' philosophy continues to this day, with Das listing field-orientation, breadth of knowledgable talent on the faculty and experience with resolving real-world problems amongst the highlights of the seven-week Senior Executive Leadership Education Program that launches in India this July.

The Course
The program is designed for experienced senior executives across functions, industries or countries, who are committed to taking their business management and leadership abilities to higher levels. Over seven weeks it attempts to provide global content with a reference to context in its tried and tested case-based learning methodology, modularity (which reduces time off work and increases action-learning), diverse group of accomplished peers and the experience of full-time Harvard Business School faculty. Between the four in-class modules (two each in Boston and Mumbai), HBX Live virtual classrooms, personal coaching and a personal strategy project, you're expected to test new approaches in your workplace, bring fresh perspective to your classroom and make good use of the feedback from HBS faculty and peers. At the end of all this, you earn HBS alumni branding and become a lifetime member of the global HBS community. "So is this the USP?" asks a fellow journalist. "I certainly hope not," is Das' response. "I would hope its the course content".

Perfect Timing
If you're wondering, 'Why here? Why now?'—there are reasons aplenty. For one, Das tells us that Indians who've participated in their eight-week executive leadership programme in Boston and those who haven't, list investment required (time, not money) as a participation barrier, as the complexity and pace of the Indian business environment doesn't permit the luxury of too much time off. Harvard has been engaging with Indian corporates to provide niche skill-sets training for a while now and also has several online and blended learning programmes, but believes the time is right for more comprehensive education. For another, India is now is a position where what it does or doesn't do can impact the entire world and requires well-placed individuals who can make a difference, which Harvard hopes to create by building a community of senior executives, who have a common platform. India has a sizeable domestic and global market, middle management in need of training and constantly evolving sophisticated customers; this requires organisations (and consequently senior leadership) adept at changing strategy to keep pace with the time. "Stereotypes will kill you," notes Das.

The Right Fit
So who's signing up for senior executive leadership education? Das tells us that while there may have been a time when applicants were primarily company- or state-sponsored, the number of applicants who are betting on and investing in themselves is rising. Though Harvard's admission procedure is needs blind and fee waivers are offered when thought necessary, it is rather selective about who it admits—prefering students who are willing to engage, have good communication skills, are adaptable, open to change and deeply interested in being better. It's detailed application process includes an interview which susses out one's capabilities and thoughts on certain issues. Besides, "validating capabilities has become easier in the digital world and sponsor letters are a reliable indicator of the strengths and weaknesses of potential candidates," says Das. Selected participants are grouped into living groups based on the homeogenity and diversity they would bring to the table. It's these living-groups in which they discuss case-studies before discussing it at the much larger class level. Participants are, of course, expected to do their own thinking and contextual application, so they can take away something at the end of the day. We're told that people in the same group often go on to become life-long friends, advisors and sounding boards.

The Choice
"I've never told anyone, you have to come to Harvard. There are several good business schools out there, providing excellent education and we see ourselves as collaborators, not competitors, in inspiring and transformaing people into leaders who can change the world. Applicants need to check the school orientation and if fits in with what they see as their perceived skill gaps in meeting their goals and aspirations," recommends Das. Even when choosing between Harvard's business programmes there's a trade off. Would you prefer the diversity of the Harvard classroom in Boston? Or the in-depth local knowledge that a classroom at Taj Land's filled with exceptional Indian executives may provide? Well that boils down to your individual requirements now, doesn't it? "It's a trade-off and you have to make the choice that's best for you," agrees Das. That said, Rukmani Bagai, Regional Director – South Asia, Executive Education, Harvard, points out that "even the executives in the classroom in India are C-suite individuals who bring with them significant global experience".

Respecting Experience
Considering that the eligibility criteria for a course like this is 15-20 years of experience, in a classroom of say 60, you've got a staggering 1,200 years of experience. These are worldly-wise people, who are extremely conscious with a return-on-investment and you won't be able to hold their attention for too long, if you aren't adding value to their time. Now, the teaching methodology clearly can't be the same as in a class of 20-somethings. Das agrees, "these classes typically follow the format of analysing thoughtfully-picked case-studies, followed by robust faculty-moderated discussions where classmates learn from each other before turning the faculty member to understand what value/perspective he or she brings to the table".
What's the takeaway? "At the end of the day, business is about working with people you like and adapting your offerings to their needs," sums up Das. And clearly, this is something you can spend a life-time learning.

Fact file:
Modules: 4 (2 in Boston, 2 in Mumbai)
17-22 July—Module 1 (HBS Campus, Boston): Imperatives for Today's Organizations and Leaders (Building strategic advantage, Leading organizational change, Expanding global perspective)
17-28 Oct—Module 2 (Mumbai): Creating and capturing Value in a Global Context (Competing and growing in the global economy, cretaing and delivering customer value, achieving breakthrough service)
22 Jan-3 Feb—Module 3 (Mumbai): Driving Performance at Every Level (Organistional performance—achieving goals, personal performance—leading effectively, negotiating strategically)
29 May-10 Jun—Module 4 (HBS Campus, Boston): Creating an innovative, agile and accountable organization (Driving innovation and change, leading responsibly, continuing the leadership journey)
Duration: 7 weeks
Eligibility: 15 to 20 years of work experience
Anticipated Faculty: Rohit Deshpande, William W George, Sunil Gupta, W Carle Kester, Ramana Nanda, V.G.Narayanan, Das Narayandas, Krishna G Palepu (faculty chair), V Kasturi Rangan, Stefan H. Thomke and Michael Tushman
Cost: INR 30,00,000 (exclusive of service tax)
Connect: www.exed.hbs.edu/programs/selpi