More from these Authors

• Working Paper | HBS Working Paper Series | 2018

  Executive Education in the Digital Vortex: The Disruption of the Supply Landscape

  Mihnea Moldoveanu and Das Narayandas

  Even as the demand for managerial skills continues to grow, executive education worldwide has entered a period of disruption caused by the digitalization of content, connectivity, and communication. The current offerings of many executive education program providers fall short of creating new skills in executives and developing fresh capabilities for organizations. Based on a study of all the programs offered by the business schools, consultancies, corporate universities, and online education providers, we analyze the advantages, and the constraints, of the existing programs. We also map the vehicles for skill development—such as case discussions, lectures, simulations, coaching sessions, live projects, etc.—in terms of their potential to develop executives for the future. We then examine the impact of the forces of digital disruption—the disaggregation and disintermediation of activity chains and the decoupling of the sources of value in education programs—on the future of executive education.

  Keywords: Executive Education; Online Technology; Disruption; Competency and Skills; Leadership Development;

  Citation:

  Moldoveanu, Mihnea, and Das Narayandas. "Executive Education in the Digital Vortex: The Disruption of the Supply Landscape." Harvard Business School Working Paper, No. 18-097, March 2018.  View Details

  CiteView Details Read Now

  Related

• Case | HBS Case Collection | September 2017 (Revised March 2018)

  Chai Point: Disrupting Chai

  Shikhar Ghosh, Ramana Nanda and Rachna Tahilyani

  Chai Point is India’s largest organized chai retailer. It has missed its target for retail store openings by approximately 25%, goals that are very important to its investors who are also their board members. However, it has developed an exciting new Internet based tea dispenser, that has the potential to dramatically increase Chai Point’s market opportunity and growth rate but can be seen as a change in their growth strategy. The founder needs to decide his strategy for his next board meeting. Should he focus on their past performance? Or should he spend time outlining boxC.in’s technology and potential, since this will be the first time that the institutional investors will be seeing this new capability?

  Keywords: strategy; venture capital; stock; business model; mobile technology; Technological Innovation; Marketing; Marketing Strategy; Internet; Mobile Technology; Food; Selection and Staffing; Employee Stock Ownership Plan; Resignation and Termination; Compensation and Benefits; Resource Allocation; Product Positioning; Distribution Channels; Product Design; Supply Chain; Governing and Advisory Boards; Food and Beverage Industry; Retail Industry; Asia; India; Karnataka; Bangalore;

  Citation:

  Ghosh, Shikhar, Ramana Nanda, and Rachna Tahilyani. "Chai Point: Disrupting Chai." Harvard Business School Case 818-020, September 2017. (Revised March 2018.)  View Details

  CiteView DetailsEducatorsPurchase

  Related

• Case | HBS Case Collection | February 2018

  Mytrah Energy

  Tarun Khanna, Ramana Nanda and Rachna Tahilyani

  Citation:

  Khanna, Tarun, Ramana Nanda, and Rachna Tahilyani. "Mytrah Energy." Harvard Business School Case 818-021, February 2018.  View Details

  CiteView DetailsEducators

  Related