Global Reach. Global Knowledge.

Executive Education
in Asia-Pacific

Global CEO Program for China

April 6-11, 2014
Module 1 (CEIBS, Shanghai, China);
May 18-23, 2014
Module 2 (IESE, Barcelona, Spain);
July 13-18, 2014
Module 3 (HBS, Boston, MA, USA)
Enhancing leadership skills and strategic vision, this program prepares Chinese CEOs to build world-class enterprises in a global environment. Jointly developed by Harvard Business School, China Europe International Business School, and IESE Business School, the curriculum explores factors influencing business performance and examines the CEO's role as it relates to strategic, governmental, investor, market, societal, and trade union issues.

Growing and Leading a Professional Service Firm — China

July 14-19, 2013 (Harvard Center Shanghai)
To take advantage of opportunities in China, professional service firms must navigate many obstacles in a complex and unfamiliar environment. Offered jointly by the Harvard Business School and the School of Management, Fudan University in Shanghai, this program explores the difficult balancing act required for company leaders who must consistently maintain fiscal discipline while exceeding client expectations, motivating staff, and formulating and executing long-term strategy.

Leadership in Financial Organizations — China

July 22-25, 2013 (Harvard Center Shanghai)
Investigate the critical leadership issues that confront high-level executives of financial institutions in today's challenging economy. This program, designed for managing directors and high-level leaders, explores risk management, ethical obligations, regulatory controls, and other demands placed on today's companies. You will learn to lead franchises, teams, and entire organizations more effectively.

Marketing Strategies for Profitable Growth — China

May 5-8, 2013
(Harvard Center Shanghai)
Learn how to sustain growth in China's evolving marketplace with effective marketing strategies that build and nurture customer relationships. Offered jointly by Harvard Business School and the School of Management, Fudan University in Shanghai, this program offers a unique combination of innovative research, marketing expertise, and insights into how successful organizations grow profitably in Asia.

Senior Executive Program for China

August 11-17, 2013
Module 1 (Tsinghua-SEM, Beijing, China);
October 13-19, 2013
Module 2 (CEIBS, Shanghai, China);
December 8-19, 2013
Module 3 (HBS, Boston, MA, USA)
Offering the latest thinking on China and the global marketplace, this leadership development program helps you build competitive advantage. Jointly developed by Harvard Business School; the School of Economics and Management, Tsinghua University; and China Europe International Business School, the program helps executives renew their perspectives, rethink their role, and manage more effectively.

All Global Executive Education Programs

Archives

Bit Player or Powerhouse? China and Stem-Cell Research

Spar, Debora, and Fiona Murray
September 2006

New England Journal of Medicine 355, no. 12 (September 21, 2006): 1191-1194

Recovery in Aceh: Towards A Strategy of Emergence

Daniel Curran, Leonard, Herman B.
June 2006

Harvard Business School Working Paper No. 05-082, 2005 (Revised May 2006)

Political Relationships, Global Financing and Corporate Transparency: Evidence from Indonesia

Christian Leuz, Oberholzer-Gee, Felix
February 2006

Journal of Financial Economics 81, no. 3 (September 2006): 411-439

Tying Odysseus to the Mast: Evidence from a Commitment Savings Product in the Philippines

Ashraf, Nava, Dean S. Karlan, and Wesley Yin
September 2005

We designed a commitment savings product for a Philippine bank and implemented it using a randomized control methodology. The savings product was intended for individuals who want to commit now to restrict access to their savings, and who were sophisticated enough to engage in such a mechanism. We conducted a baseline survey on 1777 existing or former clients of a bank. One month later, we offered the commitment product to a randomly chosen subset of 710 clients; 202 (28.4 percent) accepted the offer and opened the account. In the baseline survey, we asked hypothetical time discounting questions. Women who exhibited a lower discount rate for future relative to current trade-offs, and hence potentially have a preference for commitment, were indeed significantly more likely to open the commitment savings account. After twelve months, average savings balances increased by 81 percentage points for those clients assigned to the treatment group relative to those assigned to the control group. We conclude that the savings response represents a lasting change in savings, and not merely a short-term response to a new product.

Quarterly Journal of Economics