Create value and sharpen your advantage
Operations management focuses on the design, planning, and control of processes used to produce the goods and services provided by an organization. Managed well, operations play a critical role in executing overall strategy and creating value by delivering high quality at low cost. Developing a fundamental understanding of operations management is important for all managers in any organization.
In this program you will learn the key principles to optimize operations and maximize value creation for your business or organization.
- Foundations of core business processes and how to evaluate and improve them
- Supply chain, inventory, and information flow management
- Evaluation and design of effective operations strategies that align operational capability with business goals
After the program, you will think more critically and creatively about business operations. You will be positioned to apply these concepts, frameworks, and techniques to your own organization, leading your firm to greater efficiency, profitability, and customer satisfaction.
Who Should Attend?
- Business executives and leaders responsible for developing and implementing operational strategies
- Operations managers and team leaders responsible for managing operations and implementing operational improvements
- Process improvement specialists and analysts responsible for identifying and implementing process improvements
- Supply chain and logistical professionals responsible for managing the movement of goods and services
- Consultants and advisors who work with organizations to develop and implement operational strategies and improvements
- Entrepreneurs and small business owners who want to optimize their operations and create value for their customers and stakeholders
- Professionals interested in developing their skills and knowledge in operations strategy and management
- Government and military managers with oversight of institutional or organizational processes
More About This Program
This "live” interactive online program encompasses a mix of stimulating activities, engaging games to illustrate concepts, and challenging case studies. These are combined with faculty research presentations and group discussions demonstrating queueing theory and constraints, and covering capacity expansion, specialization, and strategy alignment.
This immersive online experience is delivered through:
- Six, two-hour live-streamed class sessions (these faculty-led sessions are held Monday, Wednesday, and Friday over a two-week period)
- Two informative and fun simulation games about inventory management in a supply chain, and sourcing options and choices
- Pre-session readings and questions to familiarize yourself with the session topic(s)
- Robust live, online class discussions with your instructor and other participants
Classes are held using Zoom video-conferencing, which creates a virtual classroom where you can see the professor and presentation screen, and the other class participants. The professor can see all students who engage online during the group session. You will be able to communicate with both the professor and your peers through this platform.
To participate, you will need to have a working webcam, built-in or attached, and the Zoom Cloud Meeting app downloaded onto your laptop.
If you have any questions about this requirement, call Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
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Curriculum
Designed to address specific issues relevant to both manufacturing and service settings across a wide variety of industries, the program covers quantitative tools—models and data-driven methods—as well as qualitative frameworks. You will learn about the relationship between a firm's strategy and its underlying processes, and explore how to design new processes and improve existing ones.
You are required to read all assigned materials before each program session. Most sessions also provide several preparation questions. Consider how you would answer these questions; they will typically serve as interactive discussion points during the session.
Session Duration
2 hours
Advanced Preparation
1-2 hours of required reading or case preparation
In your initial session, you will consider the design of a process that generates a product or service that's capable of meeting demand. A process is a series of steps used to create a product or deliver a service. Each step in a process has a certain capacity—the maximum amount of output that can be produced in a given amount of time. In a well-designed process, each step has the capacity to meet market demand, and the combination of all steps produces output at a rate that satisfies the organization's needs.
This is not always easy to accomplish, as processes and individual steps come in many forms: some steps are very fast, while others are very slow and labor intensive. Some steps process many units at one time (“batch” steps) while others process only one unit at a time.
The program will begin by focusing on ensuring that a process is capable of satisfying the average demand that it faces. You will learn about the fundamental tools and methodologies that can be used to analyze a system and eliminate long-term supply-demand mismatches.
Session Duration
2 hours
Advanced Preparation
1-2 hours of required reading or case preparation
Even though a process can, on average, satisfy demand, problems may still occur. In particular, uncertainty (randomness) can generate short-term mismatches between supply and demand, resulting in backlogs of work (or queues). These short-term mismatches often arise in industries that are naturally subjected to more variability.
In this session, you will explore the root causes of uncertainties and how to use tools and strategies to understand and manage short-term mismatches. You will develop a strong understanding of how careful analysis can be a powerful means to redesign and improve business processes in both service and manufacturing industries.
Session Duration
2 hours
In this session, we will conduct a supply chain simulation. This is a web-based simulation: all participants must have a separate laptop/PC available for this session.
To enhance your skills in supply chain management, we will use an interactive simulation that will allow you to use data to experiment with different strategies and examine how individual decisions impact the entire supply chain.
Session Duration
2 hours
Advanced Preparation
1-2 hours of required reading or case preparation
Unlike services, physical goods are typically created in advance of need and “inventoried” to await customer demand. Inventory is a tangible resource that can be used to cope with demand uncertainty, unlike unused capacity in a service system that cannot be stored for future use. As a result, managing inventory of physical goods is a crucial part of matching supply and demand in industries like manufacturing and retail.
In this session, we will discuss ways to manage inventory for the organization’s benefit and explore the competing objectives of satisfying customer demand while minimizing inventory costs and investment. We will also connect inventory management with the logistics of the supply chain and explore the role of distribution centers in an organization’s ability to match supply and demand.
Session Duration
2 hours
Advanced Preparation
1-2 hours of required reading or case preparation
This session will equip you to design and deploy an effective operations strategy that aligns with the overall strategic goals of an organization. You will leverage a framework to evaluate a firm’s operations strategy within three categories of decisions: scale, source, and scope.
- Scale refers to the volume of activities performed
- Source refers to whether an operation’s activities are insourced or outsourced, and whether they are performed onshore, nearshore, or offshore
- Scope refers to the variety of activities performed, e.g., whether the organization focuses on a small set of activities (specialization) or a broad set of activities (diversification)
Using a case study and simulation, you will determine the power of operational alignment along each of these dimensions—and explore the pitfalls of operational misalignment.
Session Duration
2 hours
Advanced Preparation
1-2 hours of required reading or case preparation
The program concludes with an integrative discussion of the material covered and of the critical nature of effective operations management and strategy, both at a tactical (day-to-day) and strategic (long-term) level.
Faculty
Fernando Bernstein
Fernando Bernstein is the Bob J. White Professor of Operations Management at The Fuqua School of Business, Duke University. He obtained a PhD in Operations Management from the Graduate School of Business at Columbia University and joined Duke University in July 2000.
Prof. Bernstein’s research interests include supply chain management, production planning and inventory control, applications of game theory for production and distribution systems, and revenue management. He has published papers in leading journals like Operations Research, Management Science, and Manufacturing and Service Operations Management. He also serves as associate editor for these three journals.
Kevin Shang
Kevin Shang is the Joseph J. Ruvane, Jr. Professor of Operations Management at The Fuqua School of Business, Duke University. Professor Shang received his MBA from the University of California, Riverside in 1998 and PhD from University of California, Irvine in 2002.
Professor Shang's area of expertise is supply chain management and inventory control. His research focuses on developing simple and effective inventory policies for supply chain systems. Prof. Shang also conducts research on the interface of operations and finance and renewable energy systems. His research has appeared in several leading management journals, including Management Science, Manufacturing and Service Operations Management, and Operations Research.
Robert Swinney
Robert Swinney is an associate professor in the Operations Management area of Duke University's Fuqua School of Business. Prior to joining Fuqua, he received a BS in Astronomy from the California Institute of Technology and a PhD in Operations Management from The Wharton School of the University of Pennsylvania.
Professor Swinney’s research addresses multi-player problems in supply chain management with a focus on the impact of customer behavior on operational decisions, social responsibility and disruption risk in supply chains, and the operations of start-up firms. His papers have been published in Management Science, Manufacturing & Service Operations Management, and Marketing Science.
How to Register
For more information about how to register, please see our detailed instructions.
Frequently Asked Questions
For additional information about our Executive Education programming, please visit our FAQ page.
Listen to understand. Lead inclusively.
Globalization and technology have created an increasingly diverse workplace. Leaders must be able to communicate in a way that ensures both comprehension and inclusion with audiences from a variety of cultures who bring different perspectives . However, the strategies to navigate these conversations effectively are not always intuitive.
Leaders may unintentionally cause offense to colleagues because we are not aware of our own biases, we aren't knowledgeable about potential sensitivities of others, or when in situations where we don’t know what to say so we keep quiet. Inclusive leaders must understand the possible impact of their communication--that insensitivity deflates enthusiasm and that silence also communicates a message. The Inclusive Communication: Fostering Belonging (virtual) program will introduce you to communication skills that will enable you to successfully navigate conversations on culturally-sensitive topics.
Who Should Attend?
Business professionals in middle to senior management across an organization, including Human Resources management, and those introducing or expanding Diversity, Equity, and Inclusion initiatives within their department, business unit, or organization, will find the tools provided in Inclusive Communication: Fostering Belonging (virtual) to be invaluable. Designed for professionals who want to contribute to creating inclusive work environments. this program teaches practical ways to navigate conversations on culturally sensitive topics. Participants will have opportunities to reflect on their experiences and consider ways they can proactively create and cultivate a work culture where teammates truly belong.
More about this program
This is a three-session executive education course based on material taught to Duke graduate business students. It focuses on inclusive leadership and communication strategies, and is open to individuals as well as members of diverse teams that want to contribute to creating an inclusive team environment.
These interactive sessions will include videos, polls, cases, and role plays and serve as a laboratory for you to develop and refine the skills required to demonstrate inclusive leadership. Participants will have readings and video-viewings prior to each class discussion of communications strategies and best practices.
Before each class session, participants should review assigned materials (articles, cases, and videos). These pre-class activities take less than one hour per session. We ask that these be done before the class session in order to facilitate a richer discussion.
To participate in this course you will need to have a working webcam, built in or attached, and have downloaded the Zoom Cloud Meeting app onto your laptop.
If you have any questions about this requirement, call the Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
The many upsides of creating a culture where all of your employees can thrive are often overlooked in organizations and even in small teams. Diversity brings an array of benefits, such as increased innovation, improved problem-solving, more productive collaboration, and surfacing of new ideas that otherwise would not have come to light. However, to reap these benefits, your organization needs to maintain and build trust with both internal and external stakeholders. When your employees feel respected, appreciated, and valued, their engagement with their team or with the organization increases as does their commitment to success.
To achieve this, you will need to listen for the values and emotions of your stakeholders, foster open communication about diversity issues, and understand your own, possibly subconscious, attitudes and behaviors, and keep them in check. Inclusive Communication: Fostering Belonging (virtual) is designed to provide you with a set of skills to create an environment where diversity will enhance your team's performance.
Learning Objectives
Foundations for Inclusive Communication
- Learn how to establish ground rules that create psychologically safe and inclusive environments.
- Develop tools to engage in meaningful dialogue rather than debate, even if you don't fully understand or agree with the opposing viewpoints.
Micro-Behaviors Contribute to Organizational Climate
- Understand the impact of micro-behaviors (positive and negative) on team culture and climate
- Determine and practice effective strategies to address micro-aggressions, respond when you're offended, and deploy micro-affirmations.
Allyship and Language
- Learn to listen with empathy and convey concern in ways that are perceived as supportive.
- Determine what allyship means for you and develop strategies to signal you're an ally.
Program Objectives
Over three sessions as a participant in the program, you will take away the following:
- Learn techniques for facilitating dialogues about diversity
- Understand the complexity of conversations around culture
- Recognize a range of micro-behaviors that impact organizational climate
- Develop strategies for addressing micro-aggressions and deploying micro-affirmations
- Cultivate the skills to think critically about words and their meaning
- Be able to demonstrate communication skills required to lead inclusive teams
Sample Schedule
Session 1
Foundations for Inclusive Communication
- Establish ground rules for inclusive teams
- Understand our own experiences and world view
- Differentiate impact and intent
- Develop tools for dialogue rather than debate
Session Duration: 2:45 hours
Session 2
Micro-Behaviors Contribute to Organizational Climate
- Identify the role of micro-behaviors on team culture and climate
- Recognize Micro-aggressions, how the best intentions can sometimes go awry
- Determine and practice effective strategies to address micro-aggressions
- Deploy Micro-affirmations and understand their power and impact
Session Duration: 2:30 hours
Session 3
Allyship and Language
- Learn to listen with empathy
- Determine what allyship means for you
- Signal you're an ally
- Understand the impact of word choice, language, and pronouns
Session Duration: 2:45 hours
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Contact Details
Duke Executive Education
100 Fuqua Drive
Durham, NC 27708-0120 USA
Office Hours
Monday - Friday
8:30 am - 5:00 pm
Faculty
Daisy Lovelace
Daisy Lovelace is an Associate Professor of the Practice at Duke University's Fuqua School of Business. She teaches leadership and communication and is committed to creating inclusive teams and organizations. Her professional interests include leadership, inclusive excellence, interpersonal communication, crisis management, persuasion, and influence. In addition to live instruction, she teaches short courses on the LinkedIn Learning platform. She earned her doctorate from the University of Virginia. In addition to teaching at Duke, she has held faculty posts at Indiana University-Bloomington, Princeton University, Sungkyunkwan University in Seoul, Korea, the University of North Carolina-Chapel Hill, and the University of Virginia.
How to Register
For more information about how to register, please see our detailed instructions.
Frequently Asked Questions
For additional information about our Executive Education programming, please visit our FAQ page.
Be intentional. Be authentic. Be a change agent.
Diversity can be a great force for organizations. Academic research and corporate business reports are replete with studies that associate diversity with greater innovation, superior decision-making, better business strategies, and improved financial performances. Once viewed as tangential to the principal tenets of business operations, diversity, equity, and inclusion efforts are now publicly acclaimed as organizational priorities, as companies increasingly recognize that a diverse workforce can help them to facilitate a competitive advantage in their respective industries. However, despite the public declarations, social inequity persists across countless organizations and corporations. What is the disconnect?
The Leadership, Diversity, and Race (virtual) program critically examines the issues facing organizations who aspire to capitalize on the synergies of a diverse workforce, and how barriers such as implicit bias and systemic racism can sometimes prevent this from occurring. In our supportive virtual classroom environment, you'll gain an in-depth understanding of how focusing on diversity, equity, and inclusion can enhance your organization and team goals, and also gain insight into tools that can help dismantle any barriers that may prohibit your organization’s ability to do so. We will explore the latest research, discuss best practices, and reflect on how you can make a significant impact when navigating and leveraging diversity, equity, and inclusion in your organization.
Who Should Attend?
Business leaders at middle to senior organizational levels, HR management, and those initiating or expanding Diversity, Equity, and Inclusion efforts within an organization will benefit from Leadership, Diversity and Race (virtual). This program will assist managers who deal with team members, co-workers, or direct reports different from them racially and who want to create a more inclusive and equitable work environment. Others who observe barriers to career growth created by systemic racism in their own company but do not have direct responsibility for, or control of, these practices will gain tools to use in influencing a change in their firm. Being a racially-sensitive leader today requires that you are:
- Knowledgeable about the different experiences people from different races have in the workplace and how disparities are perpetuated in an organizational culture
- Understand the barriers to career growth that some employees have to overcome as a result of implicit bias, stereotypes, and prejudice
- Able to engage in authentic conversations about diversity, race, and systemic racism in the workplace
- Equipped to combat the adverse effects of racism in the workplace.
More about this program
If you are committed to establishing or elevating an inclusive work environment for your business unit, your teams, and your co-workers, this virtual course will provide you with tools to increase awareness of issues in your existing workplace, identify steps you can take to provide racial equity, and build a business case for implementing change.
This live, online course consists of:
- Four live-streamed virtual class sessions (held on consecutive days) lasting between 2:00 and up to 2:30 hours in duration
- Daily team exercises, which provide an opportunity to gain insights and perspectives from participants in other industries and functions
- Robust virtual class discussions with your instructor and your course-mates, who face similar challenges and work issues to yours
Classes will be held using widely available video-conferencing technology, which has become our virtual teaching platform. The technology creates a virtual classroom where you can see the professor and presentation screen, as well as see the other participants. Similarly, the professor can see all of the students who engage online during the group session. You’ll be able to communicate with both the professor and your peers through this platform. This technology is the same as the one we use in our executive MBA classes.
To participate in this course you will need to have a working webcam, built in or attached, and have downloaded the Zoom Cloud Meeting app onto your laptop.
If you have any questions about this requirement, call the Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
The curriculum for this program includes the following concepts and themes:
Respect and Mutual Understanding
Leadership is the process of influencing others to understand and agree about what needs to be done and how it can be done effectively, and the process of facilitating individual and collective efforts to accomplish the shared objectives. Thus, in order to lead effectively, a leader needs to be able to capitalize on the strengths of each of his or her followers and to understand their diverse perspectives. The purpose of this session is to assess shared and differing perceptions and values in organizations that shape how diverse groups of individuals make sense of each other, their work, achievements, and their environments.
Implicit Bias, Prejudice, and Discrimination
The popular press often discusses the idea of “implicit bias”. What is it? Is it a useful idea? This session will give you a deep understanding of the psychology of stereotypes and prejudice in organizations. It will review research on the pros and cons of relying on “implicit bias training” as a tool for fixing organizational problems. Ultimately, the goal of changing organizations requires an “And”: Awareness of implicit bias can be a useful motivation to change, and new structures are essential for real change.
Maximizing Workforce Diversity
Different people and different workgroups start with different assumptions about the importance of diversity efforts and the nature of diversity. To successfully navigate these varying perspectives, this session will help you better understand varying dimensions of diversity with a focus on cognitive diversity (e.g., areas of training, experience, and expertise) and demographic diversity (e.g., race, ethnicity, age, and gender) and their overlap. Emphasizing the dual importance of diversity to foster new ideas and to motivate employees, customers, and investors by having a workforce that represents society, this session will help prepare you to identify and define the diversity advantage in your workplace.
Deconstructing Systemic Racism in the Workplace
Leaders can be quick to condemn racism, but they are frequently ill-equipped to lead authentic discussions about racism in society and in their organizations. Racism is one of the most difficult topics to discuss. To successfully tackle such a thorny topic, business leaders first need to turn inward and assess how prepared they are to lead these conversations. Through personal commitment, education, equitable policies, and targeted investments, leaders can enhance academic excellence by creating environments that reduce - rather than perpetuate - racial disparities. This session will help to prepare you to lead authentic discussions about race, racism, and systemic racism in organizational settings.
Learning Outcomes or Benefits to Individuals who participate:
- Learn how to enhance interpersonal relationships with diverse group members through mutual understanding and respect
- Develop an understanding of strategies that have been successfully implemented to help successfully lead diverse groups
- Attain a better understanding of the social underpinnings that can give rise to barriers that undermine diversity efforts, such as implicit bias, stereotypes, and prejudice
- Understand proven strategies on how to combat the adverse effects of stereotypes and implicit bias in your organization
- Gain a better understanding of the business case for diversity
- Learn how to clearly articulate why diversity is an important organizational goal
- Learn how to engage in authentic conversations about diversity, race and systemic racism in the workplace
- Gain an in depth understanding of systemic racism, how it can perpuate organizational disparities, and strategies that can help minimize it in organizational settings
Sample Schedule
Session 1
Leading Diversity: Levering the Power of Respect and Mutual Understanding
Learning Objectives:
- Learn how to enhance interpersonal relationships with diverse group members through mutual understanding and respect
- Develop an understanding of strategies that have been successfully implemented to help successfully lead diverse groups
Session Duration: 2:30 hours
Faculty: Ashleigh Shelby Rosette
Session 2
Foundational Diversity Competencies: Understanding Implicit Bias, Prejudice, and Discrimination
Learning Objectives:
- Attain a better understanding of the psychology of stereotypes and prejudice
- Understand the strengths and limits of implicit bias training
Session Duration: 2 hours
Faculty: Ashleigh Shelby Rosette
Session 3
The Diversity Advantage: Maximizing Workforce Diversity
Learning Objectives:
- Gain a better understanding of the business case for diversity
- Learn how to clearly articulate why diversity is an important organizational goal
Session Duration: 2.30 hours
Faculty: Jeremy Petranka
Session 4
Challenges to Diversity: Deconstructing Systemic Racism in the Workplace
Learning Objectives:
- Learn how to engage in authentic conversations about race and systemic racism in the workplace
- Gain an in depth understanding of systemic racism, how it can perpetuate organizational disparities, and strategies that can help minimize it in organizational settings
Session Duration: 2:15 hours
Faculty: Jeremy Petranka
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Contact Details
Duke Executive Education
100 Fuqua Drive
Durham, NC 27708-0120 USA
Office Hours
Monday - Friday
8:30 am - 5:00 pm
Faculty
Ashleigh Rosette
Ashleigh Rosette is a Professor of Management and Organizations and a Center of Leadership and Ethics scholar at Fuqua. She is also a Fellow at the Center for the Study of Race, Ethnicity and Gender in the Social Sciences. Dr. Rosette studies diversity and negotiations in organizational settings. In her research, she examines the influence of affect and culture on the negotiation process and negotiated outcomes and explores social and contextual factors that influence diversity-related perceptions. Her research has been featured in media outlets such as Forbes, the Wall Street Journal, Time Magazine, and Business Week. She has received the Excellence in Teaching Award of the Year in the Executive MBA programs at Fuqua eleven times. She also received the Outstanding Faculty Teaching Award at the Kellogg School at Northwestern University. In addition, she has provided consulting services on topics such as diversity, decision-making, leadership, and negotiations to an array of clients in varied industries, such as banking, auditing services, automobile manufacturing, medical services, and the social/non-profit sector.
Jeremy Petranka
Dr. Jeremy Petranka is the Senior Associate Dean for Executive MBA and Quantitative Management programs and an Associate Professor of the Practice in the Fuqua School of Business. He received his Ph.D. in Economics from UNC Chapel Hill in 2009, and has since taught undergraduates and MBA students at Indiana University’s Kelley School of Business and UNC Chapel Hill. Prior to his career in academia, Jeremy worked as a management consultant, working with multiple Fortune 100 companies to align their information technology with their business strategies, focusing heavily on the role of data within the organizations. His work now focuses on the intersection of business and academics, specifically targeting how economics informs managerial decision-making and business strategy.
How to Register
For more information about how to register, please see our detailed instructions.
Frequently Asked Questions
For additional information about our Executive Education programming, please visit our FAQ page.
Open the doors to advancement
Despite advancements in workplace diversity and inclusion, one of the most enduring challenges is the underrepresentation of women (and, by definition, the overrepresentation of men) in leadership positions, especially at the top ranks of an organization. Differences in leadership styles and unconscious biases often affect the opportunities and roles available to women. Navigating this environment requires an understanding of the dynamics at the top levels of the workplace and developing strategies to address any misalignments.
In this program, you will critically examine the issues facing women who aspire to hold leadership positions. You’ll also explore the strategies employed by those who have successfully navigated to top organizational roles. In a supportive, live-virtual environment, you will explore the latest research on women in business, discuss best practices, and reflect on how you can be a more effective leader when managing and navigating the corporate landscape.
To participate in this course you will need to have a working webcam, built in or attached, and have downloaded the Zoom Cloud Meeting app onto your laptop.
If you have any questions about this requirement, call Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
Who Should Attend?
- Women and men with 5 or more years of professional experience directing people and/or projects
- Any business leader who aspires to have greater influence and impact in his/her organization
- Anyone invested in the advancement of women executives into the senior ranks of an organization's leadership
- Leader or members of a women's employee resource group who want inspiration about future workshops, training, coaching, or activities for your company
More about this program
In four live-virtual and highly stimulating sessions, held on consecutive days, you will learn through case studies, research reviews, experiential exercises, and rich discussion how to navigate the challenges of managing or influencing people who are different from you, and improve your overall effectiveness. Attending with several people from your organization is highly recommended.
Course Topics
- Understanding Influence: Stereotypes, Bias, and The Leadership Gap
- Communicating Influence: Buy-in, Feedback, and Linguistics
- Navigating Influence: Leaning In, leaning Back, and Systemic Change
- Knowing Your Own Influence: Success, Careers, and Life Stories
Program Objectives
At the end of the program, you will:
- Gain a broad intellectual understanding of why the gender leadership gap persists in organizational settings
- Understand the barriers and obstacles that women (and men) sometimes face when pursuing and occupying leader roles
- Improve your ability to analyze gender stereotypes, biases, and discrimination – be it implicit, subtle, explicit, or blatant – that can persist in organizations
- Learn how to actively manage social perceptions and impressions to help improve work relationships
- Discover how to negotiate influence to help attain parity and equity in the workplace
- Recognize the extent to which intersecting social identities inform a better and more accurate depiction of leadership experiences and disparities
- Develop an understanding of strategies that have been successfully implemented to help close the gender leadership gap
- Learn the meaning of success to you and understand how it can change over time
Benefits to Organizations
By sponsoring employees’ attendance, you will:
- Learn how to make diversity your organization’s strategic advantage by maximizing the strengths of high performers
- Learn why some corporate cultures tend to facilitate or hinder equity and how to empower positive change agents
- Equip a few of your “culture influencers” with ideas for starting new or developing current employee resource groups
Sample Schedule
Session 1
2-4p ET
Pre-work: Complete Implicit Association Test
Optional Readings
Topic: Understanding Influence: Stereotypes, Bias, and The Leadership Gap
Learning Objectives:
- Gain a broad intellectual understanding of gender issues in organizational settings
- Understand the gender-related barriers and obstacles that can occur when pursuing and occupying leader roles
- Improve your ability to analyze gender stereotypes, bias, and discrimination that can persist in organizations
Time: 2 hours
Speaker: Ashleigh Shelby Rosette
Session 2
2-4p ET
Pre-work: Optional Reading
Topic: Communicating Influence: Buy-in, Feedback, and Linguistics
Learning Objectives:
- Recognize ineffective communication habits
- Understand how to better assert your ideas and gain buy-in
- Give actionable feedback and ensure you’re receiving it as well
Time: 2 hours
Speaker: Daisy Lovelace
Session 3
2-4p ET
Pre-work: Optional Reading
Topic: Navigating Influence: Leaning In, Leaning Back, and Systemic Change
Learning Objectives:
- Understand the pros and cons of leaning in
- Consider how best to advise women about how to traverse a path when leading
- Learn which gender-related structural and policy changes have been found to be most effective
Time: 2 hours
Speaker: Grainne Fitzsimons
Session 4
2-4p ET
Pre-work: Complete the Career Journey Exercise
Optional Readings
Topic: Understanding Influence: Stereotypes, Bias, and The Leadership Gap
Learning Objective:
- Reflect upon whether gender differences have impacted your previous work experiences or how they may impact your impending careers
Time: 2 hours
Speaker: Ashleigh Shelby Rosette
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Faculty
Ashleigh Rosette
Ashleigh Rosette is a Professor of Management and Organizations and a Center of Leadership and Ethics scholar at Fuqua. She is also a Fellow at the Center for the Study of Race, Ethnicity and Gender in the Social Sciences. Dr. Rosette studies diversity and negotiations in organizational settings. In her research, she examines the influence of affect and culture on the negotiation process and negotiated outcomes and explores social and contextual factors that influence diversity-related perceptions. Her research has been featured in media outlets such as Forbes, the Wall Street Journal, Time Magazine, and Business Week. She has received the Excellence in Teaching Award of the Year in the Executive MBA programs at Fuqua eleven times. She also received the Outstanding Faculty Teaching Award at the Kellogg School at Northwestern University. In addition, she has provided consulting services on topics such as diversity, decision-making, leadership, and negotiations to an array of clients in varied industries, such as banking, auditing services, automobile manufacturing, medical services, and the social/non-profit sector.
How to Register
For more information about how to register, please see our detailed instructions.
Frequently Asked Questions
For additional information about our Executive Education programming, please visit our FAQ page.
Great leaders are made
When you understand your own leadership style you help your team—and the entire organization—become more effective. Designed for professionals at all levels, the Duke Leadership Program (virtual) draws on research in organizational behavior, sociology, psychology, and political science to support your individual development.
After going through a proprietary 360-degree assessment, administered by our executive coaching partner, you’ll explore the different ways you lead and identify individual challenges and opportunities. Throughout the program you’ll work one-on-one with an executive coach to interpret feedback and develop a customized plan to achieve your goals.
“I learned a lot from the 360 leadership survey comparing my perception of my leadership skills with what my colleagues think. Strengths that I was confident about years ago weren’t recognized as strengths anymore. The trust that my teams had in me prior to recent organizational changes had waned. As a result, I have resolved to spend more time with my staff in formal and informal ways to help them interpret what the organizational changes mean to them. I also include my staff in more prioritization decisions, and problem-solving that impacts their work.” — Walt Foley, Managing Director, Global Tungsten & Powders Corporation
Who Should Attend?
The program is appropriate for anyone who leads and influences others in their work. Professionals who currently have or anticipate having leadership responsibilities, as either an executive or a manager, will gain the most from this curriculum.
More About the Program
Over four half-day, live-streamed virtual sessions, you will engage in team-based case discussions, cohort case assessments, and virtual exercises about different leadership types and when they are most effective. Drawing insights from participants in different industries and functions, the faculty will engage you in lively debate, analysis, and application. A combination of individual and team assignments ensure you can put what you’re learning into practice. Innovative exercises help you understand different concepts in a visceral way and create new dimensions in your learning. You’ll also spend significant one-on-one time with your leadership coach, working through feedback in your 360-degree personal assessment and developing an action plan.
To participate in this course you will need to have a working webcam, built in or attached, and have downloaded the Zoom Cloud Meeting app onto your laptop.
If you have any questions about this requirement, call the Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
Individual Action Planning
Before starting the program, you’ll identify a set of colleagues to complete a proprietary survey which informs our 360-degree assessment of your leadership style. Along with information gathered directly from you, this data will become the foundation of your program experience, providing a framework to discuss your leadership style and identify your unique challenges and opportunities. Prior to the program and each day of the program, you’ll meet with your assigned coach, a specialist in executive planning as well as the 360-degree leadership assessment. Together you will:
- Build a personalized action plan with short- and long-term objectives
- Create strategies for specific work situations, such as a new assignment or change initiative
- Establish a behavioral plan for your long term leadership performance
Six Domains of Leadership
The program’s intellectual foundation is the Six Domains of Leadership model, developed by professors Sim Sitkin and Allan Lind. This framework begins with your innate strengths, helps you understand how you are performing in different dimensions, and provides guidance on developing solid and enduring leadership behaviors. As you engage with each element, you’ll start to see the interplay between different domains and how you can build on them to become a more effective leader. The model addresses the full range of skills that are needed to exercise strong leadership and covers the breadth of different leadership scenarios, including:
- Personal Leadership – Building a leadership persona from your personality and values
- Relational Leadership – Forging sound relationships with those you lead
- Contextual Leadership – Providing coherence and team identity
- Inspirational Leadership – Motivating exceptional effort
- Supportive Leadership – Protecting your people to enable them to act
- Responsible Leadership – Ensuring your leadership is balanced and ethical
- Configurational Leadership – Matching leader strengths to situational needs
- Co-leadership – Effectively sharing leadership with others
Program Objectives
The curriculum breaks down the act of leadership into easily digestible scenarios. Over 4 days you’ll learn how to:
- Create and project your vision, values, and expertise
- Make your leadership more intentional and strategic—don’t rely on intuition alone
- Build coherence by clarifying roles, rules, and processes
- Serve as a source of optimism and enthusiasm while eliciting excellence and innovation
- Provide the resources and support to encourage savvy risk-taking
- Infuse responsibility, ethical actions, and balance in an organizational setting
- Recognize ways to lead effectively under a variety of conditions/circumstances
- Create an effective leadership team
Sample Schedule
A one and half hour cohort introduction will be held during the week prior to the program. You will be required to prepare roughly one hour of pre-work for the orientation session. This session will be conducted by the program faculty, Sim Sitkin and Allan Lind, and the Duke Executive Education team.
Session 1
Pre-work Requirement
1.5 hours
Introduction & Configurational Leadership
Team-based & cohort case discussion
Faculty: Sim Sitkin
9:00 am - 10:30 am
Personal Leadership
Team-based case discussion & virtual exercise
Faculty: Allan Lind
10:45 am - 12:15 pm
Session 2
Pre-work Requirement
1.5 hours
Relational Leadership
Team-based case discussion & virtual exercise)
Faculty: Allan Lind
9:00 am - 10:30 am
Contextual Leadership
Team-based case discussion & virtual exercise
Faculty: Sim Sitkin
10:45 am - 12:15 pm
Individual Coaching
Scheduled between 7:00 - 9:00 am or 1:00 - 5:00 pm
Duration--90 minutes
Session 3
Pre-work Requirement
1.5 hours
Inspirational Leadership
Team-based case discussion & virtual exercise
Faculty: Allan Lind
9:00 am - 10:30 am
Supportive Leadership
Team-based case discussion & virtual exercise
Faculty: Allan Lind
10:45 am - 12:15 pm
Individual Coaching
Scheduled between 7:00 - 9:00 am or 1:00 - 5:00 pm
Duration--90 minutes
Session 4
Pre-work Requirement
1.5 hours
Responsible Leadership
Team-based case discussion
Faculty: Sim Sitkin
9:00 am - 10:30 am
Co-Leadership & Closing
Team-based case discussion & virtual exercise
Faculty: Sim Sitkin
10:45 am - 12:15 pm
Group Coaching (3-4 participants per coach)
Scheduled between 7:00 - 9:00 am or 1:00 - 5:00 pm
Duration--2 hours
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Client Success Stories
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How one COO improved performance and communication on his leadership team with the help of the Duke Leadership Program.
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Duke Leadership Program vs. Duke Management Program
Which program is right for you?
Faculty
Sim Sitkin
Sim B. Sitkin is Michael W. Krzyzewski University Professor, Professor of Management and Public Policy, Faculty Director of the Fuqua/Coach K Center on Leadership and Ethics, and Director of the Behavioral Science and Policy Center at Duke University. Professor Sitkin has extensive, worldwide consulting and executive education experience with many corporations, nonprofit, and government organizations, including Alcoa, American Airlines, Cisco Systems, Deutschbank, Ericsson, PwC, Siemens, and the U.S. Department of Justice. His research focuses on leadership and control systems, their influence on risk taking, accountability, trust, learning, and innovation, and how they empower organizational members to become more capable of change and innovation. His most recent books are Organizational Control, The Six Domains of Leadership, and The Routledge Companion to Trust.
Allan Lind
Allan Lind is the James L. Vincent Professor of Leadership at Fuqua. His teaching interests center on leadership and global management issues, while his research agenda includes the study of leadership, organizational fairness, business relationships, organizational behavior, and conflict management. Professor Lind’s consulting and professional experiences include work with Siemens, bioMerieux, Areva, URS-Washington Division, Deutsche Bank, Glaxo Smith Kline, Micron Technologies, and the U.S. Federal Judiciary.
How to Register
For more information about how to register, please see our detailed instructions.
Frequently Asked Questions
For additional information about our Executive Education programming, please visit our FAQ page.
Harness diverse perspectives for success
Any business’s knowledge is divided across people – IT, finance, marketing, operations. These diverse perspectives are what allow a company to achieve much more than any one individual. The focus of the Duke Management Program (virtual) is to help you put the diverse expertise of others into action—to motivate and coordinate it. The goal of this program is to give you core insights about how best to organize people.
The Duke Management Program was truly a phenomenal opportunity to engage in thoughtful discussions around topics that affect all professionals within the workplace, not just managers. The professors were incredibly thought-provoking and made me completely change the way I approach situations. I know that I will refer back to the tactics I learned in the program throughout my entire career.
- Alex Bauer, Account Executive, Merchant Sales & Solutions - Americas, Visa.
The Duke Management Program (virtual) will accomplish this goal by focusing on the basic principles you can draw on to analyze and improve performance in organizations. Effective leaders understand the importance of systems for coordinating and motivating people, and organizing and distributing work. We will examine basic principles for designing effective systems.
Who Should Attend?
Professionals of any level whose work is accomplished by guiding and supporting teams and departments in managing projects, processes or cross-functional initiatives.
More About this Program
Through interesting live-virtual class discussions around business case studies, you'll learn to analyze problems from multiple perspectives, evaluate business issues with incomplete data, and present actionable recommendations. You'll gain new insights from the academic concepts presented in virtual interactive exercises, and assignments allow you to practice management principles that you can use immediately at work.
This live-streaming virtual course consists of:
- Four live-virtual sessions lasting 2 hours each
- Sessions held within the span of one work week
- Pre-session readings and questions to address to familiarize yourself with the session topic(s)
- A one-hour orientation session held the week prior to the start of the program
Classes will be held using Zoom video-conferencing, which creates a virtual classroom where you can see the professor and presentation screen, as well as seeing the other participants. Similarly, the professor can see all of the students who engage online during the group session. You’ll be able to communicate with both the professor and your peers through this platform.
To participate in this course you must have a working webcam and microphone, and have downloaded the Zoom Cloud Meeting app onto your laptop.
Before each class session, you will need to do the following:
- View the videos
- Read the case
These pre-class activities take about 2 to 3 hours per session. We ask that these be done before the class session in order to facilitate a richer discussion.
We’ll send you an access link to the Canvas learning platform before the orientation session. You’ll create a OneLink account, after which you’ll link to Fuqua. You'll then have access to the Canvas learning platform. The learning platform supports Google Chrome, Safari and Firefox, but not Internet Explorer.
If you have questions about any of these requirements, call the Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
Topics
Designing and implementing effective management systems enables you to organize your work, distribute assignments across groups or individuals, coordinate interdependent tasks, and to continue to communicate with and motivate your team in a manner that improves performance. Understanding and drawing from key organizational principles will help this improvement become a reality.
- Incentives and Motivation: We discuss how to facilitate superior performance through the use of pay-for-performance, bonuses, goals, and non-contingent pay systems. Topics include the limitations of pay as a motivator and the fit between compensation and culture.
- Organizational Design and Culture: We focus on diagnosing internal and external issues that confront organizations, and identifying principles for selecting the organizational structure most appropriate for that situation. We then consider how shared values and norms in organizations shape how individuals make sense of each other, work, achievements, and other factors. We discuss the challenges of creating shared culture when people are located in disparate geographies.
- Decision Making and Teams: We consider the effectiveness of individuals and groups in making organizational decisions. We identify group processes that foster diversity of knowledge, avoid disruptive conflict, and harness constructive social influence to achieve superior group outcomes across a range of group tasks. We consider the challenges created by working virtually in teams that are distributed in different locations.
Program Objectives
At the conclusion of the program, you will be able to:
- Identify weak links in a system that tries to use pay-for-performance
- Understand the nature of decision biases and tools to make better individual and team decisions
- Add new tools for building cohesion in a team to you skills toolbox
- Know the basic tradeoffs that underlie organizational design decisions
- Decide when and where to "empower" people to make their own decisions
- Draw on culture as a systematic part of organizational success (instead of a source of cynicism)
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How to Register
For more information about how to register, please see our detailed instructions.
Sample Schedule
Pre-Class Preparation
Pre-class assignments need to be completed before the class session in order to facilitate active participation and a richer discussion of business strategy and policy. Pre-class preparation should take about 2 to 3 hours per session and will consist of:
- Viewing professors' video lectures
- Reading assigned materials
The slides for class will be available 30 minutes before class and the assessment answers will be available a few hours after the class discussion.
Session 1
Motivation and Incentives
11am - 1:30pm
Topics:
- Pay-for-performance
- The use of goals and targets
- Job design and intrinsic motivation
Session 2
Decision Traps and Decision Tools
11am - 1:30pm
Topics:
- Common traps in decision-making
- Overcoming decision biases through best practices and "nudges"
Session 3
Effective Teams
11am - 1:30pm
Topics:
- The sources of cognitive diversity
- The wisdom of crowds
- Effective processes to harness diversity in teams
Session 4
Organizational Design and Culture
11am - 1:30pm
Topics:
- Tradeoffs in organizational design
- The underpinnings of organizational culture
- Managing virtual teams
Faculty
Aaron C. Kay
Aaron C. Kay is a Professor of Management at Fuqua, and a Professor of Psychology & Neuroscience at Duke University. His research focuses on the relation between motivation, implicit social cognition, and social issues and has received numerous awards. Professor Kay has been named a Fellow of the American Psychological Society as well as the Society of Experimental Social Psychology, and his research is widely covered in national and international news and media outlets.
Jack B. Soll
Jack B. Soll is the Gregory Mario & Jeremy Mario Distinguished Professor of management and organizations at Duke University's Fuqua School of Business. Professor Soll’s research focuses on the psychology of judgment and decision making. His current research interests include group decision making, and also the implications of behavioral decision research for public policy. He has published in a number of scholarly journals, including Science, Management Science, Organizational Behavior and Human Decision Processes, and the Journal of Experimental Psychology.
Frequently Asked Questions
For additional information about our Executive Education programming, please visit our FAQ page.
Chart a new course
The health sector is intricate, dynamic, and far-reaching—a global network of entities that impacts people and economies like no other industry. Legislation, public and private exchanges, and new technologies offer incredible opportunities to improve the experience of care, reduce costs, and improve the health of patients. Navigating Health Care Trends (virtual) gives you the opportunity to delve into emerging issues with leaders across multiple industry domains. You’ll gain a broader perspective on emerging issues and new approaches to problem-solving.
"As a physician with a background in both the academic and private practice settings, I have been directly impacted by the fractured healthcare system in the US. This course provided me valuable insights into both the current state of the healthcare industry from the vantage point of its various constituents and the innovative factors disrupting the status quo. I found the faculty to be informative and engaging. I also benefitted greatly from hearing the viewpoints of fellow attendees. I have no doubt that this course will inform my decisions as I consider a career transition within this industry." —Dr. Vashali Mankad, Navigating Health Care Trends Participant, March 2018
Hear faculty member and course instructor David Ridley describe how he approaches the program:
New Feature!
Our Navigating Health Care Trends (virtual) program now features an opportunity to touch base with your faculty and fellow participants once you've returned to your work routine. You'll have the ability, through a virtual " live class," to discuss any changes in the health care industry subsequent to the course, address challenges you may have applying some of the course concepts in your own organization, or share opportunities you've been able to realize by applying your new skills and capabilities.
This virtual engagement, held one to two months after the conclusion of the scheduled program, is at no additional cost to you. You'll have the benefit of getting additional perspectives on issues or situations not addressed in class, as well as reconnecting with your cohort of participants.
Who Should Attend?
Professionals and executives in health care strategy, sales, marketing, IT, finance, patient care, or administration will gain the most from the curriculum, but the program is valuable for anyone who needs to understand how health care organizations prosper in the industry’s evolving landscape. If you need to understand how to perform your role more effectively as your organization seeks to leverage the industry dynamics, but you're too busy to take time away from the office, or you're unable to travel to Durham, NC for the in-person program, this is the ideal program for you.
- The virtual format allows you to work at a pace that suits your learning style, no matter how familiar or unfamiliar you are with the health care industry.
- Virtual classes are recorded and available to participants online, so you may review them as frequently as you choose in order to master the material.
More About the Program
Get ready for four sessions of intensive learning from faculty and industry peers. Engaging in lectures and case-study discussions, you'll explore how rapid shifts in the health care landscape affect sectors beyond your own and discover how peers in the industry navigate the challenges and opportunities that result.
This virtual learning course consists of:
- Four 90-minute live-streamed online class sessions (held on consecutive days) and a 60-minute orientation
- Daily team exercises, which provide an opportunity to gain insights and perspectives from other participants in other industries and functions
- Robust class discussions with your instructor and your course-mates, who face similar challenges and work dynamics to yours
Classes will be held using widely available video-conferencing technology, which has become our virtual teaching platform. The technology creates a virtual classroom where you can see the professor and presentation screen, as well as seeing the other participants. Similarly, the professor can see all of the students who engage online during the group session. You’ll be able to communicate with both the professor and your peers through this platform. This technology is the same as the one we use in our executive MBA classes.
To participate in this course you will need to have a working webcam, built in or attached, and have downloaded the Zoom Cloud Meeting app onto your laptop.
If you have any questions about this requirement, call the Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
New technologies, new competitors, and new policies create continuous change, and this virtual course is structured to show how these dynamics upend business models and cause players to re-evaluate their approaches.
Topics
Disruption for Providers
- Disruptive Innovation in Health Care
- Affordable Care Act
- Value-Based Payment
- Medical Value Travel
- Innovation in Emerging Markets
Disruption for Payers
- Bundling
- Capitation
- Accountable Care Organizations
- Consumer Perspective
Current Events in Health Care
Program Objectives
At the conclusion of the program you’ll be able to understand:
- The perspectives of your partners and competitors in the health care ecosystem.
- Your customers' needs to improve the value of your health care product or service.
- Changes in the way providers and manufacturers are paid.
- The workings of alternative payment mechanisms, including accountable care organizations.
- Insurance economics including adverse selection, moral hazard, and risk pooling.
- Which disruptive forces can succeed in the constrained health care space where government plays an important role in regulation and reimbursement.
- How to reallocate resources based on shifting paradigms.
- How to be health care leaders who understand current health care institutions and economics, and the implications of health care strategy for profits and social well-being.
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Duke Executive Education Program Calendar
Explore our upcoming program offerings.
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Duke Executive Education White Paper
Empowering High-Potential STEM Talent to Lead
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Client Success Stories
Leadership Development
Skills gained in the Duke Leadership Program and other Duke Executive Ed programs helped this manufacturing senior executive lead his team through unprecedented pandemic challenges—and continue to pay off long after.
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Sample Schedule
Introduction
Cohort Introduction
Session Duration: 1 hour
Session 1
Topic
Consumer-Driven Care
Pre-session Preparation (allow for
3-6 hours of preparation for each session)
1. Watch Professor Ridley's Video Lectures:
- Healthcare Spending (10:42)
- Health Insurance (4:14)
- Insurance Economics (8:21)
- High-deductible Health Insurance (6:07)
- Medicare and Medicaid (4:51)
2. Read the case assigned for this session (TBA)
3. Submit answers to the assessment
Session Duration: 1:30 hours
Faculty
David Ridley
Session 2
Topic
Accountable Care Organizations
Pre-session Preparation (allow for
3-6 hours of preparation per session)
1. Watch Professor Ridley's Video Lectures:
- Managed Care (10:46)
- Medicare and Medicare Managed Care (5:40)
2. Read the case assigned for this session (TBA)
3. Submit answers to the assessment
Session Duration: 1:30 hours
Faculty
David Ridley
Session 3
Topic
Health Care Disruption
Pre-session Preparation (allow for
3-6 hours of preparation per session)
1. Watch Professor Ridley's Video Lectures:
- Medical Value Travel (13:38)
- Retail Clinics (6:12)
2. Read the case assigned for this session (TBA)
3. Submit answers to the assessment
Session Duration: 1:30 hours
Faculty
David Ridley
Session 4
Topic
Conversation with a Health Care Executive
Pre-session Preparation
Email Professor Ridley with recommendations for topics we should discuss with Dr. Caveny, who has been a C-suite executive for a major insurer and diagnostic manufacturer. No video or reading requirements.
Session Duration: 1:45 hours
Faculty
David Ridley and Brian Caveney
Included in this program is an additional virtual session that will be held one to two months after the completion of the course. This live engagement will be an opportunity to revisit concepts from the program, discuss challenges and successes implementing new ideas in your organization, or explore new events in the health care industry with your faculty and your program cohort.
Bonus Virtual Session
Topic
Follow-up and Current Events
Pre-session Preparation
Email Professor Ridley with recommendations for current events the class should discuss
Faculty
David Ridley and Brian Caveney
Faculty
David Ridley
David Ridley is a professor of business and economics and the faculty director of the Health Sector Management program at Fuqua. Professor Ridley’s research examines innovation and pricing in health care; he was the lead author of the paper proposing the Priority Review Voucher program that became law in 2007, and created a market of more than a billion dollars for drug development for neglected diseases. Professor Ridley was the principal investigator on a grant from the Bill & Melinda Gates Foundation for 2018 to 2020. He has taught health care management to more than 3,000 graduate business students, and has consulted for life sciences companies including Amgen, Eli Lilly, Genentech, GlaxoSmithKline, Novartis, and Pfizer.
Brian J. Caveney MD, JD, MPH
Brian Caveney is president of diagnostics and chief medical officer of LabCorp. Previously, he was chief medical officer of Blue Cross Blue Shield where he directed the development and implementation of strategies to help employers control health care costs while improving the health of their employees. Earlier in his career, Dr. Caveney served as a physician and assistant professor at Duke University Medical Center and co-directed the preventive medicine course in the Duke University School of Medicine.
How to Register
For more information about how to register, please see our detailed instructions.
Frequently Asked Questions
For additional information about our Executive Education programming, please visit our FAQ page.
Adapt to the changing landscape
The biotechnology and pharmaceutical industry is complex, not just because of the science, but also because of changing reimbursement practices and regulatory policies. If your organization engages with drug discovery or development at any stage of commercialization, you need to be aware of and understand changes to reimbursement or regulation and their implications for your firm.
Given the industry’s complexity and interdependencies, familiarity with only part of the biotech and pharma industry is not enough for success. Managers involved with drug discovery need to understand what comes after drug development, including whether payers will cover the product and whether providers will adopt the product. Drug makers, payers, providers, regulators, investors, and consultants in this space will find that gaining perspective on interlinkages across the industry enables you to add more value to your stakeholders, and ultimately to your bottom line, through your strategic plans, your drug development operations, your new opportunity identification, etc.
Gain a Broad Perspective
Whether you are inside the biotechnology and pharmaceutical industry or someone who interacts with the industry (for example, a payer, provider, consultant, or investor) Drug Development, Reimbursement, and Regulation (virtual) will broaden your perspective of the fundamentals and changes in the industry. The live-streamed course consists of virtual discussion-based class sessions on key trends in biotechnology and pharmaceuticals, such as:
- Increasing pressure on prices
- Some government factions look to tie U.S. drug prices to foreign prices, while others want to negotiate drug prices. How will these policies affect which drug development and launch strategies you choose?
- Drug makers are exploring alternate pricing, including an outcomes-based pricing model in which they are paid only if the drug works. Under what conditions should payers and drug makers sign outcomes-based contracts?
- Smaller patient populations
- Diagnostics are becoming better at identifying which patients respond best to which medicines. Should your organization partner or merge with diagnostic organizations in your vertical? How does the availability of a diagnostic affect your launch price?
- Many companies are focusing on rare diseases, moving away from the old mass-market model. Will there still be mass-market drugs? If all drugs are for rare diseases, what does this mean for regulation, prices and spending?
- Lifecycle of a drug from innovation to generic competition
- Drug makers rely on patents and exclusivity, including exclusivity for orphan drugs, for pediatric testing, and for data. Even generic drug makers receive exclusivity protections from other generics. When do these exclusivities apply and how do they change behavior?
- Faced with patent expiration, drug makers experiment with ways to extend revenue, including launching follow on products, authorized generics, and over-the-counter products. Given increasing pressure from payers to choose cost-effective drugs, can these strategies succeed?
Who Should Attend?
This live, online program offers a broad perspective of the issues surrounding the identification and introduction of new drugs, which will be useful to:
- Mid to senior-level health care leaders who either work in biotechnology and pharmaceuticals or interact with those who do.
- Within biotech and pharma, those occupying roles in strategy, marketing, R&D, product development, sales, government affairs, and business development.
- Leaders who have recently switched careers into health care, consultants with health care clients, scientists and MDs who want to commercialize a drug, and health care investors.
NOTE: This virtual program will dive deeper into drug development strategies and challenges, making it a valuable complement to our Virtual Navigating Health Care Trends program.
"Professor David Ridley successfully harnessed the power of core academic modeling blended with real-life business cases to deliver extremely relevant training. The complex and in-depth content was presented in an easily digestible format. Moreover, the supporting materials that were provided will continue to be valuable references for all attendees to lean on when making critical decisions. In a marketplace full of claims of “domain expertise,” it was refreshing to learn from an instructor who has directly impacted the pharmaceutical industry in significant ways."
Christopher KennedyPresident of Elixell Therapeutics
Recent Drug Development, Reimbursement, and Regulation (virtual) participant
More About this Program
Are you ready to gain substantial insights into how the drug development industry works from a range of industry player perspectives? Enhance your contributions to your organization and increase value for your stakeholders by understanding the opportunities and challenges in creating and executing new drug products.
This virtual course consists of:
- Three 90-minute live-streamed class sessions (held weekly over the three-week period)
- Twelve supplementary 15-minute videos, which you should review at your convenience prior to the 90-minute faculty-led class
- Robust live, online class discussions with your instructor and other participants, who come from across the health care industry
Classes will be held using Zoom video-conferencing, which has been extended into a virtual teaching system. This system creates a virtual classroom where you can see the professor and presentation screen, as well as seeing the other participants. Similarly, the professor can see all of the students who engage online during the group session. You’ll be able to communicate with both the professor and your peers through this platform. The professor uses the same technology to teach executive MBA students.
To participate in this course you will need to have a working webcam, built in or attached, and have downloaded the Zoom Cloud Meeting app onto your laptop.
If you have any questions about this requirement, call Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
Understand the economics behind different business strategies
Course Topics
Innovation
- The cost of R&D
- The stages of drug development
- Tradeoffs between orphan and blockbuster development
- Government incentive to devise new drugs
Reimbursement
- Netflix model
- Outcomes-based pricing
- Cost effectiveness analysis
- Rebates, formularies & pharmacy benefit managers
- 340B program
- Medicaid Best Price
Competition
- Lifecycle management strategies
- Biosimilars
- Generics
Program Objectives
At the conclusion of the program, you will understand:
- How researchers estimate the average industry cost of research and development for an approved drug.
- How to estimate the value of a drug in development in order to make better decisions about which drugs to advance and which drugs to stop.
- What incentives governments create to reward developers of drugs for rare and neglected diseases.
- How governments regulate drug makers and the steps drug makers must take to avoid penalties, fines, lost revenue, and embarrassment.
- How to estimate the cost effectiveness of a drug in order to secure reimbursement.
- What price regulations have been proposed and which are likely to be implemented.
- What are the new approaches to pricing, including the “Netflix Model” and outcomes-based pricing, and under what conditions drug makers and payers should adopt them.
- How to estimate a drug’s peak market share in order to forecast sales.
- What role intermediaries such as pharmacy benefit managers play in drug access and reimbursement.
- What ten strategies drug makers use to extend sales of a drug approaching patent expiration.
- How generic drug makers compete with brand name drug makers.
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Client Success Stories
Drug Development, Reimbursement, and Regulation
A biotech CEO used skills gained at Duke Executive Education to leverage industry insights and best practices to more effectively move new technologies from the research lab to patient bedside.
Course Credit for Certificate of Leadership and Management
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Executive Education Certificate Credit
The Drug Development, Reimbursement, and Regulation (virtual) program, because of its short duration, accounts for a one-half credit (0.5) toward earning the Certificate of Leadership and Management. In order to earn this half-credit, you must:
Participate via webcam in a minimum of two of the three group discussion sessions
Complete the online portion of the curriculum each week
Score a passing grade on the final course assessment
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Executive Education
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Sample Schedule
Week 1 Session
11:30 - 1:00 p.m. EST
Drug Discovery and Innovation
- Research and development
- Make or buy
- Incentives for innovation
- Priority Review Voucher
Week 2 Session
11:30 - 1:00 p.m. EST
Drug Development and Reimbursement
- Flow of funds
- Medicare drug reimbursement
- Medicaid drug reimbursement
- Patient cost sharing
- Global drug reimbursement
Week 3 Session
11:30 - 1:00 p.m. EST
Biotech / Pharma Industry Competition
- Forecasting market share
- Drug prices
- Lifecycle management
- Generic drugs and biosimilars
Each week participants will spend an average of 2 hours supplementing the class-time learning by watching professionally produced videos of Professor Ridley and reading relevant articles on the health care industry.
Faculty
David Ridley
David Ridley is the Dr. and Mrs. Frank A. Riddick Professor of the Practice of Business. He is also the Faculty Director of Duke's Health Sector Management program. In his research, David examines innovation and pricing, especially in health care. He was the lead author of the paper proposing the priority review voucher program to encourage development of drugs for neglected diseases. The voucher program became law in the U.S. in 2007. Voucher sales total more than a billion dollars and the program has encouraged development of many drugs for neglected and rare diseases. David has published in economics journals, medical journals, and scientific journals. David teaches in the daytime MBA, executive MBA, and health analytics programs. He is the principal investigator on a grant from the Gates Foundation for 2018 to 2020 to examine incentives for drug development. He received a PhD in economics from Duke University in 2001.
Frequently Asked Questions
For additional information about our Executive Education programming, please visit our FAQ page.
Learn the language of business
Financial literacy is a fundamental component of management and leadership. Regardless of your role in your organization, you should understand how different decisions impact your organization’s bottom line today, and in the future. Financial Analysis for Non-Finance Leaders (virtual) introduces you to the essential elements of financial reporting, including managerial and financial accounting. You’ll learn to interpret financial statements, develop a greater understanding of the ways financial information is used as a strategic tool for decision making, and develop the capability to communicate operating, marketing, sales, and growth strategies in financial terms.
Accounting faculty member, Bill Mayew, who instructs this program, offers his perspective on the virtual program format.
“The blended format was a better experience than an online class. Seeing the professor in real time during the virtual class was critical to my level of engagement and movitation. Also, being able to see the other students in the class pulls you into a group learning experience. You learn from each other and you build camaraderie with the others in the class."--Michael Gutierez, National Account Manager, Chiesi USA
"For me, the blended learning format made learning outside work more accessible and efficient. The pre-reading of case studies, working through the textbook, and watching the well-produced videos helped me prepare for class. The professor's energy and engagement with students was amazing."--Eric Hermans, Director of National Accounts, Chiesi, USA
Who Should Attend?
This live, online program is ideal for self-motivated, ambitious professionals looking to fit classroom development into your already-hectic schedule. Regardless of your level, your functional role, your industry, and your geography, if you find being away from the office for four days in a row challenging, if not daunting, Financial Analysis for Non-Finance Leaders (virtual) delivered in this format is the ideal program for you.
- The virtual format allows you to work at a pace that suits your learning style, whether you have little to no exposure to financial statements or you regularly invest as a hobby.
- The live-streamed classes are recorded and available to participants online, so you may review them as frequently as you choose in order to master the material.
The Financial Analysis for Non-Finance Leaders (virtual) course is the optimal choice for professionals who will benefit from increased familiarity with financial concepts and fundaments in their decision-making, but who are unable to travel to Durham, NC, for the in-person program.
More About the Program
Our virtual program format consists of six weekly live, online class sessions, held on Wednesdays, starting at 11:00 a.m. EST, and varying from 90 to 150 minutes in duration. The same course content as the in-person program will be delivered in a format that consists of live-streamed class sessions (see schedule below) with individual or team assignments to be completed outside of class meetings, and online resources to assist with your learning. You’ll engage in robust virtual class discussions with your instructor and interesting individual and team assignments and exercises with your classmates.
The class sessions and group discussions will be held using Zoom video-conferencing, which has been extended into a virtual teaching system. This technology creates a virtual classroom where:
- You can see the faculty member and any presentation material he/she may be sharing
- You will be able to see the other participants in the classroom for that live-streamed virtual session
- The faculty instructor will be able to see all of the students engaged online during the group session
- You will be able to communicate with both the faculty member and your classmates through the Zoom platform
| Live Teaching Schedule | |
| Date | Topic |
| Sept. 1 | Introducing Financial Statements (Part 1) |
| Sept. 8 | Understanding Financial Statements (Part 2) --understanding balance sheets, income statements, and cash flow statements |
| Sept. 15 | Profitability and Efficiency--analyzing financial statements |
| Sept. 22 | Credit Risk |
| Online quiz completed by September 29 | |
| Sept. 29 | Inventory Management |
| Oct. 6 | Budgeting and Forecasting |
| Final exam week of October 6 | |
Ensure that you're all set to participate before the program starts. We will be hosting a cohort introduction prior to the first class:
| Date | Duration | Cohort Introduction |
| August 25 | 1.0 hour | 11:00 am - 12:00 noon ET |
For more information about our new format, please send us an email at execed-info@duke.edu.
To participate in this course you must have a working webcam, and have downloaded the Zoom Cloud Meeting app onto your laptop.
To earn a certificate credit for this course, which will count as a course toward the elective requirements for the Certificate of Leadership and Management, you must:
- Be present at a minimum of five of the six live-streamed class sessions
- Score a passing grade on the quiz and final exam for the course.
If you have questions about any of these requirements, call the Duke Executive Education team at +1.919.660.8011 or Toll Free +1.800.372.3932, or email us at execed-info@duke.edu.
Discussion topics are designed to provide an overview in financial management by introducing you to real-world financial reports and discussing the interpretation of financial information. Combined with basic practices and assessments of an organization’s financial stability, you’ll gain insight on how to leverage financial information to evaluate performance.
Discussion Topics
Financial Statements
- Learn to read the 3 most common financial statements for product and service industries.
- Analyze a company's financial health, including efficiency and profitability drivers, using DuPont decompositions.
- Use key financial ratios to analyze customer credit risk.
Costs of Goods & Cost of Services Sold
- Examine inventory costing and contribution analysis for specific products/services.
Budgeting & Forecasting
- Develop division level income statements including direct, variable and "soft" costs and utilize for project selection.
- Compare an actual P&L to budget variances; incorporate budget variance feedback into investment decisions, employee incentives and control systems to maximize division profitability.
Program Objectives
At the conclusion of the program you’ll be able to:
- Read and understand financial statements to evaluate financial performance.
- Design control systems and incentives that align objectives with profitability.
- Build budgets that monitor and evaluate business performance.
- Determine the cost and profit of business decisions.
- Identify relevant costs, including overhead, when adjusting a mix of products and services.
- Forecast division finances with a comprehensive treatment of costs and expenses beyond inventory.
- Understand key deviations from forecasts and assess the impact of potential changes to business processes.
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Faculty
Bill Mayew
Bill Mayew is a Professor of Accounting at Fuqua. He received his Ph.D. in Business Administration (Accounting) from the University of Texas at Austin. He previously worked in accounting and financial reporting assurance at Ernst & Young. Professor Mayew studies the managerial communication of firm performance, including voluntary and mandatory financial disclosures in financial reports, and has received multiple awards for teaching excellence.
Rahul Vishishtha
Rahul Vashishtha is an Associate Professor in the Accounting area. He received his PhD in Accounting from the University of Pennsylvania in 2012 and has been on the Fuqua faculty since graduation. Professor Vashishtha’s research focuses on the determinants of disclosure and its economic consequences. His recent work examines how mandated disclosure of public information affects corporate investment choices. He teaches financial accounting in the Daytime MBA program.
John Heater
John Heater is an Assistant Professor in the Accounting area. His research interests include disclosure, regulation, corporate governance, and financial intermediaries. Professor Heater’s current work on disclosure and managerial incentives investigates how increased performance disclosure requirements affect firm stakeholders and how the CEO and CFO roles affect financial reporting. Professor Heater teaches Financial Accounting.
Mohan Venkatachalam
Mohan Venkatachalam is the R.J. Reynolds Professor of Business Administration at Duke University’s Fuqua School of Business. Professor Venkatachalam received his Ph.D. from the University of Iowa in 1996 and is a Chartered Accountant from India. He has worked as an Accountant and Internal Auditor in India and the Middle East.
Prior to joining Duke, Professor Venkatachalam was a faculty member at Stanford University, and has taught several courses including Financial Accounting, Financial Analysis and Executive Compensation. He has published research papers on a wide range of topics in valuation, nonfinancial performance measures, accounting disclosures, derivatives and corporate governance. His most recent work involves the role of verbal and nonverbal managerial communication in financial markets. He was an Editor of the Accounting Review and serves on the Editorial Boards of The Accounting Review, Review of Accounting Studies and Contemporary Accounting Research.
How to Register
For more information about how to register, please see our detailed instructions.
Frequently Asked Questions
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