Wharton - General Management Programme

Overview

As an established entrepreneur or a successful senior executive, you’ve already proven yourself through your business accomplishments and professional journey upward. But, you may be asking yourself, what’s next? The General Management Program (GMP) is a unique opportunity for successful executives to accelerate their potential by infusing new knowledge and to prepare for new challenges ahead. With the help of our professional executive coaches, the program allows you to tailor your learning journey to your specific needs.

At the completion of the program, you will acquire more than just management skills; you will possess a richer understanding of global business, relevant strategies for growth, and new ways to apply this knowledge to propel you and your organization to success.

Who Can Attend:

The General Management Program has been developed for business owners/entrepreneurs and senior business leaders whose professional success will be complemented by focused professional business development, and who recognize that a Wharton credential provides a powerful, competitive advantage in today’s global business world. Admission criteria include:

  • At least 10 years of managerial experience
  • Significant career achievement
  • Leadership responsibilities

The Admissions Committee may request that applicants also submit a professional letter of recommendation as part of the admission process. If requested, this letter must be written by someone who can attest to your professional achievements and provide additional information about your professional goals.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

Program Highlights & Benefits

  • The flexibility to select from a wide variety of open-enrollment programs
  • The ability to customize your education to your specific experience and career goals
  • The opportunity to build a global network through the many Wharton learning communities in which you will be immersed
  • One-to-one coaching and support from Wharton’s team of expert executive coaches
  • Wharton alumni status, becoming part of a global alumni network with more than 96,000 members
  • Earn a Wharton certification upon completion of the course
  • Earn a Wharton email id  (example, abc@wharton.edu) for lifetime.

Getting Started

The General Management Program consists of six open-enrollment programs, including two electives. GMP is designed to be completed over two years, but you may complete it in only two trips to Wharton’s Philadelphia campus by enrolling in multiple programs.

Once your application is accepted, you’ll have the flexibility to customize your education by choosing your four core programs from our wide selection of open-enrollment offerings. You may choose one program from each of the following functional business areas:

  • Finance & Wealth Management
  • Leadership
  • Marketing & Sales
  • Strategy & Innovation

Finance & Wealth Management

Technology, regulation, and competition have radically disrupted financial planning and the relationship between advisor and client. While fintech and quantitative forces may increasingly be involved in the selection of investments, clients still crave the human hand of a financial advisor who understands their unique needs and can develop strategies that are right for them. For planners, this shift requires new thinking that relies on better understanding a client’s psyche, improving communication, and focusing on stronger long-term relationships.

Client Psychology aims to help financial advisors develop a more effective client-centered practice by drawing heavily on advances in psychology, behavioral finance, evidence-based decision making, and the human sciences to better understand the biases, behaviors, and perceptions that impact client decision making and financial well-being.

Who Should Attend

This program is designed broadly for any professional who advises clients on investments, insurances, or other aspects of financial planning. Faculty looking to better prepare their students to enter the profession would benefit greatly from this new and growing interdisciplinary topic. The insights into understanding client psychology, improving communication with investors, planning subjects, and achieving better outcomes will be valuable for a wide range of potential attendees, including:

  • CFP® professionals and those on their way to obtaining CFP® certification
  • Financial planners working within a variety of client-centered business models
  • Investment advisors, brokers, and counselors
  • Any investment professional with a “Know Your Client” role
  • Professionals in accounting, insurance, or related fields
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Value creation is a core operating principle for many of today’s most successful and admired companies. But consistently achieving this outcome is not always simple or straightforward. To understand the potential sources of value for a corporation, a business leader needs an objective framework in order to analyze and evaluate the opportunities and risks that lie ahead.

Corporate Valuation provides that framework. This program helps leaders master the advanced financial tools needed to compute the impact of strategic decisions on the value of their organizations. Armed with this insight, participants in this program will increase their ability to confidently take action in ways that will produce superior financial performance and generate market-leading results for their companies.

Who Should Attend

Corporate Valuation is an advanced finance program designed for senior leaders already familiar with such concepts as net present value (NPV), internal rate of return (IRR), free cash flow, discounted cash flow analysis, return on investment, and cost of capital. Familiarity with Microsoft Excel is expected.

Participants include senior-level executives, as well as those executives moving into roles with greater responsibility who need to strengthen their financial acumen and improve their ability to make strategic, operational, and financial decisions that generate value. Executives who are responsible for acquisitions, mergers, buyouts, divestitures, restructuring, budgeting, and planning will find this program curriculum particularly relevant and beneficial.

Job titles or roles may include:

  • Strategic planning and/or business development executive
  • CEO, COO, or president of an entrepreneurial or fast-growing company
  • Controller or other corporate finance position
  • General manager, vice president, executive director
  • Investment analyst or investment manager
  • Leader of a privately owned business, especially one that is negotiating with lenders or investors
  • Lawyer or accountant

Fluency in English, written and spoken, is required for participation in Wharton executive education programs unless otherwise indicated.

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Emphasizing the importance of financial data on the decision-making process, Finance and Accounting for the Non-Financial Manager allows non-financial business executives to become better users of financial information so they can be more strategic contributors to their organization.

No matter what functional background you have — strategy, marketing, engineering, or operations — you’ll learn concepts around accounting in a straightforward, easy-to-grasp manner, enabling you to use finance instruments to add value when your company makes growth and strategic allocation decisions. The program concludes with a Capstone Case Discussion where you apply what you’ve learned to assess your company’s performance following a financial crisis.

Who Should Attend

Finance and Accounting for the Non-Financial Manager is designed for functional managers from across a company who do not have formal training in finance and accounting.

Participants in this program are managers from virtually every non-finance area. They work in multiple industries and geographies. Faculty tailor the program content to address these issues, so participants enjoy a learning experience that truly resonates with them and meets their learning needs.

Participants have ranged from managers with no experience with financial concepts and finance techniques to executives who wish to update their knowledge of basic finance and accounting functions. The program frequently attracts managers from creative, scientific, or technical fields.

Participants leave the program with an expanded peer network, plus financial tools they can use to be more strategic leaders.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Investment managers are facing unprecedented change on many levels. The growing number and complexity of asset classes, disruptive worldwide economic and regulatory environments, emerging technologies, and shifts in investor behaviors and preferences make it challenging to keep knowledge and skills current.

Investment Strategies and Portfolio Management addresses all of these concerns, leveraging the research and theories of Wharton’s renowned finance faculty with practitioner experience and expertise. The program provides a solid understanding of today’s investment landscape and the tools and theories for developing and measuring the performance of portfolios. It then looks closely at specific asset classes. Participants will gain a solid foundation that will help them advance their careers and meet their clients’ objectives.

Who Should Attend

This program is designed for investment professionals and investment services providers, including:

  • Portfolio managers and analysts at mutual funds, pension funds, corporations, and institutions sponsoring and providing investment vehicles for their employees and beneficiaries
  • Corporate and individual retirement planners
  • Employees of insurance companies
  • Commercial bank employees with portfolio management responsibilities

The program also provides valuable insights to general managers, senior functional managers, and high-net-worth individual investors who want to manage their own investments or work more knowledgeably with professional managers. Cross-functional teams can also benefit from leveraging collective knowledge across a larger organizational footprint.

The faculty has expressly designed the program content to focus on the use of investment information, not its preparation, so even those with little or no experience in investment management will find the course content and its presentation comprehensible and practical.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Managing a merger or acquisition can be one of the greatest challenges faced by an organization. To reap maximum value, leaders must consider multiple factors, balance short- and long-term needs, and guide well-planned execution — often under the watchful eye of their boards and investors.

In Mergers and Acquisitions, an interdisciplinary team of Wharton professors makes sense of the complexities of this topic and helps you develop and implement successful strategies to support your company’s mergers and acquisitions activity.

Who Should Attend

Mergers and Acquisitions is designed for executives involved in devising and/or executing mergers and acquisitions, including business development officers, CFOs and executive directors of finance, senior business analysts, division and unit heads pursuing acquisitions, and lawyers seeking to better understand the business side of M&A activity.

The program attracts a diverse group of strategy leaders from varied industries, backgrounds, and geographies who share their biggest challenges with the class. Faculty tailor content to address these issues, so participants enjoy a unique learning experience that resonates with them and meets their real-world needs. They leave Mergers and Acquisitions with tools and frameworks they can use to make a meaningful strategic impact within their companies or organizations.

While this program assumes no previous experience in mergers and acquisitions, many participants have such experience and also come away with more extensive insights and strategies. requires a basic knowledge of accounting — i.e., familiarity with balance sheets, income and cash flow statements, and finance. A refresher on these topics is offered on the Sunday afternoon before the program begins.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Private equity is a critically important asset that investors cannot afford to exclude from their portfolios. With its potential for high returns that can outperform other asset classes — such as conventional stocks, bonds, and mutual funds — private equity offers a competitive edge to sophisticated investors.

Private Equity: Investing and Creating Value is designed for institutional investors as well as investment professionals aspiring to be better private equity managers. This private equity program, taught by renowned Wharton finance faculty, will deliver the latest information about the private equity sector, while teaching the latest concepts investors need to know to confidently evaluate investment opportunities in the private equity space and to build optimal investment processes.

Who Should Attend

Private Equity: Investing and Creating Value is designed for institutional investors as well as investment professionals aspiring to be better private equity managers. A minimum of three years of investment industry experience is recommended. This program will enable participants to better understand opportunities and strategies, and develop their toolkit to be effective in investing in private equities.

The roles and job titles of participants might include:

  • Chief investment officers and asset managers responsible for a firm’s portfolio
  • Institutional investors with an interest in private equity funds
  • Entrepreneurs in the process of receiving and/or structuring capital funds
  • Investment consultants, accountants, family office representatives, and private bankers
  • Risk managers, actuaries, and quantitative analysts
  • Investor relations and investment professionals in private equity
  • Principals who invest in private equity and venture capital firms

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Today, financial rigor and strategic insight must be tightly linked, since strategic financial leadership is in high demand. Increasingly, CFOs are being called upon not only to drive cost efficiencies but also to identify profitable sources of revenue growth. They work closely with CEOs to creatively design future growth opportunities. Successful CFO leadership requires a deeper understanding of strategy, increased leadership skills, and an ability to effectively communicate financial acumen and knowledge to nonfinancial colleagues. In The CFO: Becoming a Strategic Partner, you will not only learn and adopt those critical skills, but also use them to elevate your leadership role.

Who Should Attend

The CFO: Becoming a Strategic Partner is designed for senior financial executives responsible for developing and implementing strategy as part of their leadership roles. Participants may include chief financial officers, vice presidents, controllers, and other senior financial executives with strategic and financial responsibilities.

Participants in this program are a diverse group of finance leaders from varied industries, backgrounds, and geographies who share their biggest challenges with the class. Faculty tailor the program content to address these issues, so participants enjoy a learning experience that truly resonates with them and meets their learning needs.

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to make a meaningful strategic impact within their companies or organizations.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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In today’s global economy, identifying and responding to fast-moving financial developments requires an objective framework to analyze and evaluate the opportunities and risks. Senior-level finance executives need a firm grounding in issues like capital structure, real options, risk management, and financial technologies to remain competitively relevant.

Value Creation and Growth through Innovative Corporate Finance offers a deep dive into the areas of corporate finance required for senior finance executives to make informed decisions and mitigate financial risk, including a macroeconomic view of today’s global economy. Led by Wharton’s renowned faculty, this program brings finance executives up-to-date on issues such as fintech and financial regulations, which are currently changing and disrupting the corporate landscape. Finance executives who must be out in front of such disruptions will benefit from this program.

Who Should Attend

Value Creation and Growth through Innovative Corporate Finance is a fast-paced, comprehensive program designed for senior leaders in banking as well as executives in other industries who have strategic financial oversight of their company/division and wish to strengthen or broaden their understanding of corporate finance.

Potential participants can come from various industries (including the banking and financial services industries) and should have a finance-related job or be in a finance track. Job titles or roles include:

  • CEO, CFO, President
  • Controller, Treasurer
  • Senior Vice President, Vice President

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Venture capital is the fuel that drives emerging companies and ambitious entrepreneurs worldwide. But for every successful, disruptive, trailblazing start-up, there are dozens of other businesses that fail, even after receiving multiple infusions of capital.

Venture Capital, a program from Wharton Executive Education, will lift the veil on one of the most exciting and perhaps least transparent areas in finance. Designed for investors and entrepreneurs alike, participants will come away with a greater understanding of how venture capital (VC) works; how the best venture capitalists source, screen, and value deals; and how to design contracts that protect both investors and founders.

Who Should Attend

Venture Capital is designed for those who invest capital, such as angel investors as well as institutional investors and their advisors; entrepreneurs seeking funding for their companies in their early stages of growth; and government leaders looking to encourage entrepreneurship in local markets.

Participants may include:

  • Venture capitalists
  • Entrepreneurs who may seek VC funding
  • Investment managers and finance industry professionals who are responsible for finding and selecting VC funds in which to invest
  • Professional services providers, such as CPAs and attorneys, who work frequently with VC firms
  • Angel investors
  • Executives leading corporate M&A and business development
  • Economic development and other government officials responsible for attracting VC activity to a municipality or state

Some of the job functions and roles include:

  • Asset managers for large public and private institutions such as pension funds, university endowments, foundations, and corporations
  • International economic development officials
  • Sovereign wealth fund professionals
  • Family office representatives and other private wealth advisors to ultra-high-net-worth individuals and families

Additionally, the program provides an excellent opportunity for ultra-high-net-worth investors who are looking to make investments in venture capital funds.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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With financial factors of risk and value underpinning every business decision today, the days of finance operating as a stand-alone corporate function are long gone. Yet senior-level executives from non-finance areas — such as legal, operations, engineering, and sales and marketing — often lack the requisite finance skills to identify and effectively communicate the financial implications of their strategic initiatives.

Wharton Finance for Executives fills this need, providing participants with highly relevant, actionable, and practical tools to understand the financial implications of their decisions, create sustained value for their company, and communicate the rationale for their decisions to finance colleagues. Participants leave the five-day program with a solid understanding of corporate finance and its role as a critical business skill set.

Who Should Attend

Wharton Finance for Executives is designed for a broad range of non-financial leaders whose primary job responsibilities do not include corporate finance, as well as functional finance leaders. It appeals to professionals in every area — general management, operations, marketing, law, and operations as well as management consulting. The ideal participants in this program will already have a basic knowledge and understanding of corporate finance, but are finding that more of their job responsibilities intersect with corporate financial decision makers. These are executives who are rising within an organization and are now finding that having a deeper understanding of the role corporate finance can play in the growth of the company will be invaluable.

Additionally, mid-level to senior executives with a finance background who have not worked in finance recently or those who want to deepen their understanding of corporate finance as it pertains to strategic decision making will also benefit from attending this program.

If you have little to no background in corporate finance, we suggest taking Finance and Accounting for the Non-Financial Manager first to lay the foundation. While it is not a prerequisite to take Finance and Accounting for the Non-Financial Manager, it is ideal for participants in Wharton Finance for Executivesto be already familiar with how to use and interpret financial statements.

This program attracts a diverse group of leaders from multiple industries, backgrounds, and geographies who share their biggest challenges with the class. Faculty tailor the program content to address these issues, so participants enjoy a learning experience that truly resonates with them and meets their learning needs.

Participants leave the program with an expanded peer network, plus specific finance tools and frameworks they can use to make a meaningful strategic impact within their companies or organizations.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Strategy & Innovation

Companies today — no matter their size, history, or industry — are constantly looking over their shoulder. Facing hyper-competition and increasing demands for growth, they see innovation as their best hope, typically focusing on new products, services, and technologies. But the cost of those innovations is significant, in terms of money, time, and risk. What these companies are missing is a systematic framework for creating and implementing profit-generating ideas that leverage existing products, markets, and infrastructure.

That opportunity can be seized by innovating your business model. Less risky and less costly than other forms of innovation, it can also add powerful competitive advantages. Success, though, requires a structured process that eliminates guesswork and subjectivity and can be duplicated across all areas of the organization. Business Model Innovation in the Digital Age enables business leaders to learn and adopt this process — and uncover potential innovations that range from simple but highly effective adjustments to industry-disrupting changes that are difficult or even impossible to copy.

Who Should Attend

This program is designed for executives who are experiencing significant changes in their markets, anticipating more nimble and robust competition, and/or facing profit margins that are under pressure. The curriculum is particularly relevant for business unit leaders who have been tasked with finding new avenues for growth within an existing product line, service, or geographic territory. C-suite-level executives, and board members seeking to maintain their organizations’ relevance and standing in their industry will also benefit. Job titles may include:

  • CEO, COO, CMO, CIO, CTO
  • Managing Director, Regional Director, Country Manager
  • Senior Vice President, Vice President
  • Director of Business Development
  • Innovation, R&D Manager
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Emphasizing the importance of strategic leadership, Creating and Implementing Strategy for Competitive Advantage presents a comprehensive approach to strategy development that stresses the importance of trade-offs and fit in achieving and sustaining a competitive advantage.
Participants of this strategy program will discuss a variety of options for growth — including alliances, acquisitions, and internal corporate ventures — and leave with well-tested tools and frameworks to clarify and enhance their strategic thinking.

Who Should Attend

Creating and Implementing Strategy for Competitive Advantage is designed for mid-level to senior-level executives responsible for strategy planning, implementation, and business development. Executives who are moving into this role and wish to get a head start on the process will also benefit.

Participants in this program are a diverse group of strategy leaders from varied industries, backgrounds, and geographies who share their biggest challenges with the class. Faculty tailor the program content to address these issues, so participants enjoy a learning experience that truly resonates with them and meets their learning needs.

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to make a meaningful strategic impact within their companies or organizations.

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Today’s leaders face continued pressure to sustain competitive advantage while also pursuing new initiatives. Options for growth have always included innovation, consolidation, and geographical expansion or diversifying into new businesses. However, with disruptive shifts in the external and competitive environment, the growth of technology-based industries, the rise of activist investors, and the blurring of industry boundaries, companies need to increasingly look at strategic partnerships as their primary mode of growth.

Those partnerships, however, are easier said than created. Many fail to achieve the desired growth objectives, even destroying value instead of creating it. In Driving Growth through Strategic Partnerships, participants will learn how to enhance their capabilities for both identifying the best partnering opportunities and designing and managing them in ways that create maximum value for all partners

Who Should Attend

Executives with responsibilities for growth initiatives, whether introducing innovations, finding new markets, or looking at new technologies will benefit from this program. Additionally, those who manage alliances and work in business or corporate development (including general managers, strategic planning managers and marketing managers) and financial officers involved with financing new ventures or mergers and acquisitions can also benefit.

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Research shows that a large number of organizations fail to execute their strategies successfully, and even smaller initiatives aren’t immune. The problem often isn’t with planning — many strategies are well developed — but with execution.

Effective Execution of Organizational Strategy focuses on the most important factors involved in implementation, including leadership, culture, organizational design, capabilities, and incentives. This program explores those factors as they apply at every level, from individual to team to organization. It provides a well-structured approach to implementation for managers who face execution challenges. Participants will leave with an actionable plan for executing a specific strategy or initiative, and a new set of tools and approaches for overcoming even their most challenging execution obstacles.

Who Should Attend

Effective Execution attracts a diverse group of participants, including global executives in manufacturing, medicine, financial services, and law. The program is best suited for individuals involved with implementing strategies and strategic initiatives. Some experience in formulating strategy is helpful, but individuals moving into a position that requires strategic planning may also benefit because they will have the opportunity to consider the full process of formulating and executing strategy through this program.

Participants leave the program with an expanded network of global peers, a set of actionable goals, and specific tools and skills they can use to better execute strategies within their organizations.

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Innovation is at the heart of all great companies. It’s what propelled them to where they are and the reason they continue to grow and thrive. For others, internal processes, thin margins, and a focus on the short-term keep them from putting an emphasis on innovation—even as they recognize the often urgent need for it.

Innovation for Growth: Strategies for Creating Value will help you jumpstart your company’s innovation process, providing a full-spectrum, strategic view of innovation and organic growth. You will learn rigorous methods and fresh approaches for identifying new and different growth opportunities, and leave with a roadmap for building innovation capabilities, fostering a culture of continuous innovation, securing resources, and mobilizing to grow faster.

Who Should Attend

Innovation for Growth is designed for business leaders or leaders who are responsible for driving top-line growth and promoting market innovation — including strategy leaders, managers of new businesses, chief innovation officers, chief technology officers, and product development leaders.

Participants in this program are a diverse group of strategy leaders from varied industries, backgrounds, and geographies who share their biggest challenges with the class. Faculty tailor the program content to address these issues, so participants enjoy a learning experience that truly resonates with them and meets their learning needs.

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to make a meaningful impact on the way they approach innovation within their companies or organizations.

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Innovation is at the heart of all great companies. It’s what propelled them to where they are and the reason they continue to grow and thrive. For others, internal processes, thin margins, and a focus on the short-term keep them from putting an emphasis on innovation—even as they recognize the often urgent need for it.

Innovation for Growth: Strategies for Creating Value will help you jumpstart your company’s innovation process, providing a full-spectrum, strategic view of innovation and organic growth. You will learn rigorous methods and fresh approaches for identifying new and different growth opportunities, and leave with a roadmap for building innovation capabilities, fostering a culture of continuous innovation, securing resources, and mobilizing to grow faster.

Who Should Attend

Innovation for Growth is designed for business leaders or leaders who are responsible for driving top-line growth and promoting market innovation — including strategy leaders, managers of new businesses, chief innovation officers, chief technology officers, and product development leaders.

Participants in this program are a diverse group of strategy leaders from varied industries, backgrounds, and geographies who share their biggest challenges with the class. Faculty tailor the program content to address these issues, so participants enjoy a learning experience that truly resonates with them and meets their learning needs.

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to make a meaningful impact on the way they approach innovation within their companies or organizations.

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Amazon, Netflix, and Uber are a small sampling of companies that have completely reshaped the landscape of their respective industries within a short period of time. They entered markets with new technologies or radically different approaches to doing business, leading to the demise or decline of industry incumbents.

The good news is that such disruptive innovations are not random acts of nature; there is a pattern to the phenomena, and Mastering Innovation: From Idea to Value Creation will show you how. From the radical innovations that shake up entire industries to the many small innovations that perfect the execution of already successful organizations, this program will show you how to treat innovation as a process, one to be managed and turned into a driver of profits and growth.

Who Should Attend

The ideal participant is an executive who is responsible for leading innovation, regardless of these efforts being internal (improving business processes) or external (developing new products, services, and lines of business). Beyond those who have innovation in their job title, executives who are responsible for driving top-line growth, managing portfolios, or tasked with creating new business models will also benefit.
Potential job titles and roles include:

  • Director, senior director, vice president in large corporations
  • CEO, president, senior vice president, general manager in mid-size enterprises
  • Founders or CEOs of rapidly growing, successful entrepreneurial ventures

The program’s content is relevant across industries. Executives in the following industries will find the program’s content particularly valuable:

  • Financial services
  • Pharmaceuticals and health care
  • Manufacturing and consumer products
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Talent is the most important asset in many businesses, yet people-related issues are often addressed informally, with a strong reliance on instinct. Analytics instead relies on objective data and deep analysis to remove subjectivity from decisions.

In People Analytics: HR Transformation through Data, you will learn how data can and should be collected, analyzed, and used as a basis for decisions. Wharton faculty will demonstrate how analytics techniques are being applied to create an employee-centric approach to talent management. As the workforce continues to undergo radical changes — and management across generations, geographies, and worker expectations becomes increasingly more complex — data helps build practices that lead to better individual and organizational performance. The companies that can best harness the power of their data will continue to reap the benefits, and the advantages over their competition, well into the future.

Who Should Attend

People Analytics was designed for executives responsible for hiring and managing talent. Those who want to build analytics capabilities, improve the quality of talent, and learn better tools for managing and leading organizations will also benefit. In particular, the program attracts HR professionals, business unit and general managers, and leaders of mid-size to large companies.

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Growing a business can be a complex challenge that touches every area of the firm, presenting obstacles that test even highly experienced leaders. Scaling Ventures: Developing the Playbook for Profitable Growth takes a holistic view of the process, incorporating strategy, finance, and leadership. These three pivotal elements, and how they work together to create a viable plan for growth, form the foundation of the program.

Scaling Ventures offers solutions to the critical challenges faced by growing companies, and will show you how to put your learning directly into practice. By the end of the program, you will know how to determine which approach to growth is most viable for your organization, transition for that growth, and be able to communicate an action plan that addresses strategic, financial, and leadership concerns.

Who Should Attend

This program is ideally suited for company founders, C-suite executives, and other senior leaders who are responsible for accelerating growth. Participants may come from:

  • Entrepreneurial startups about to receive a massive infusion of investment capital
  • Large publicly traded companies looking to expand the operations of a new or revamped division
  • Privately held firms that previously moderated their growth but are now looking to significantly expand operations geographically or product-wise in order to attract new investment
    Potential job titles and roles include:

  • Managing Director, Senior Director, Senior Vice President in large corporations
  • CEO, CFO, COO, president, general manager in mid-size enterprises
  • Founders or CEOs of rapidly growing, successful entrepreneurial ventures

The program’s content is relevant across numerous industries. Executives in the following industries will find the program’s content particularly valuable:

  • Banking and financial services
  • Information technology
  • Logistics and transportation
  • Manufacturing and consumer products
  • Pharmaceuticals and health care
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The path to success in a highly competitive and fast-growing global market is filled with obstacles. The challenge for leaders is to identify, create, and sustain a competitive advantage in a global environment. Strategic Thinking and Leadership — Middle East provides you with grounding in business frameworks to enable you to drive change, moving strategy from concept to reality. This program reflects Wharton’s deep commitment to global strategy research and will enhance your ability to create and lead strategies that will achieve your organization’s desired outcomes.

Strategic Thinking and Leadership — Middle East may be attended on its own or as part of Wharton’s Accelerated Development Program (ADP). This certificate program consists of three separate educational experiences and professional assessments, going beyond the classroom to help participants become more reflective and proactive in managing their careers.

Who Should Attend

High-potential business executives with at least 10 years of work experience and a proven record of advancement are ideal candidates for this program. Executives who are moving into strategic planning or more general management roles may also benefit.

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Emphasizing the importance of long-term strategic decision-making, The Strategic Decision-Making Mindset is designed to improve managers’ judgment and critical thinking skills using proven approaches, cutting-edge research, and behavioral economics.

Participants will understand the decision-making process from start to finish, with the ability to recognize cognitive biases that inhibit good decisions. This strategic decision-making program enhances participants’ capacity to make well-thought-out individual, group, and organizational decisions.

Who Should Attend

The Strategic Decision-Making Mindset is designed for executives who are moving from tactical to strategic roles and for those involved in cross-functional decisions. It is of particular benefit to organizations and industries whose decision-making approaches are shifting as a result of high levels of uncertainty, including telecommunications, financial services, and health care.

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to enhance how they approach decisions across their organization.

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Marketing & Sales

Companies spend millions of dollars on data-gathering initiatives, but few are successfully capitalizing on this data. Moving from data collection to profitable results requires an understanding of the new metrics of customer data, the ability to forecast and develop a business rationale based on identified data patterns, the skills to formulate concrete recommendations, and the expertise to articulate a strategic business vision based on customer data.

Customer Analytics brings data to life, going beyond the numbers to show you how to link them to your strategic initiatives. Instead of taking a deep dive into the math, you will learn how to convert numbers into actionable insights. You will also discover how best to convey your data-driven recommendations, effectively become the translator between the data analytics team and the C-suite.

Who Should Attend

Senior-level managers in both B-to-C and B-to-B organizations who are responsible for influencing business decisions across marketing, finance, operations, and strategy will benefit from Customer Analytics. Specific job titles include CEO, CMO, CTO, COO, and digital officers. Additionally, executives who are responsible for data science and the teams that collect data, those who are beginning to use available data to inform strategy and operating decisions, and those who are new to analytics will benefit from the program.

Participants are not required to have a strong math or technical background. Customer Analytics focuses instead on the managerial issues that intersect with analytics, including how best to convey insights from data to decision-makers.

Industries that are currently exploiting business analytics include, but are not limited to, consumer packaged goods, financial services, health care/pharmaceuticals, manufacturing, media/communications technology, hardware/software technology, transportation, and logistics.

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Strong competition and the accelerating pace of change in the marketplace are creating formidable challenges for businesses in the Middle East. Getting the right products and services to market is essential for success in this environment.

Customer-Driven Marketing — Middle East gives you an in-depth understanding of core marketing concepts to gain a deeper understanding of your customers. Learning who they are, how they make decisions, and which ones will provide the best value to the organization will have a profound impact on your bottom line.

Who Should Attend

Customer-Driven Marketing — Middle East is designed for high-potential business leaders across the organization (in areas such as R&D, operations, finance, and product development). No formal marketing experience is necessary, although participants should have significant work experience and a proven record of advancement.

Participants in this program are a diverse group of marketing leaders from varied industries and backgrounds in the Middle East who share their biggest challenges with the class. Faculty tailor the program content to address these issues, so participants enjoy a learning experience that truly resonates with them and meets their learning needs.

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to make a meaningful strategic impact within their companies or organizations.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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The marketing playbook has been rewritten. As consumers and businesses alike buy products and services differently, the skills and tools you need to reach them are continuously evolving. This new playbook presents both a challenge and an exciting opportunity.

Digital Marketing Strategies for the Digital Economy explores the latest emerging commerce and social media technologies, helping you understand and embrace current disruptive innovations in marketing. We focus first on the fundamentals of digital marketing — the behaviors we aim to shape — and then on the strategies and tactics required. Our faculty will distill this knowledge into actionable strategies you can start using immediately to engage your customers and gain substantial returns.

Who Should Attend

Digital Marketing Strategies for the Digital Economy is for marketing executives and non-marketers alike who need a deeper understanding of how digital marketing can effectively target customers and activate buying behavior. It is designed to help executives advance their abilities to develop, plan, and execute marketing strategy within the digital economy.

This program will be particularly beneficial to executives in legacy or traditional industries and companies born before the advent of the digital economy, such as those in pharmaceuticals, financial services, retail, consumer packaged goods, manufacturing, and heavy industry, that need to find effective ways to market their goods and services online.

Executives in marketing roles as well as entrepreneurs and start-up founders who are seeking to integrate their business into the digital economy will gain a better understanding of the digital marketing space and hone their e-commerce and social media proficiencies. Additionally, for executives who work in companies or organizations that have not yet made a strong commitment to or investment in digital marketing but wish to do so, this program will provide an excellent immersion in the relevant marketing tools and tactics that are deployed in effective digital marketing campaigns.

Job titles may include director, VP, SVP, managing director, CMO, and related executive titles in the following roles:

  • Web strategy or online strategy development
  • Marketing, new media, digital marketing
  • Content strategy, content development
  • Online marketing
  • Social media

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Studies show that pricing is the most critical profit driver in business, but it is also one of the least understood. Many executives with pricing responsibilities rely on instinct or a simple cost-plus model to set prices, ignoring the complexities inherent in price strategies — and they fail to capture maximum value.

Pricing Strategies: Measuring, Capturing, and Retaining Value is the price strategy program that will change the way you think about pricing. It demonstrates step-by-step processes for developing various strategies and how these approaches can be applied to specific business challenges. It gives participants the confidence to choose the right pricing strategy (and not the one “right price”) and to make a strong case for their decision within the organization.

Who Should Attend
  • Executives charged with ensuring overall company profitability
  • Mid- to senior-level executives in product development, marketing, or accounting and finance
  • Those who are responsible for designing, evaluating, and implementing pricing strategies
  • Entrepreneurs who are working to develop a business model and calculate the value of their product or service

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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In today’s highly competitive business environment, marketing is everyone’s business. No matter your work experience, if your role increasingly involves marketing responsibilities, you need a solid understanding of its core concepts, methods, and strategic perspectives.

Strategic Marketing for Competitive Advantage is based on Wharton’s popular MBA marketing management program, and unlike executive education programs offered elsewhere, it is taught by MBA faculty. Without distracting you with trends, they distill the latest in marketing research, thinking, tools, and techniques into five intense days. You will come away with a strong knowledge of the data-driven, fact-based science of marketing and know what it takes to understand customers.

Who Should Attend

Executives from across your organization will benefit from this program, particularly non-marketers who have been given increased responsibility for marketing and planning and need to learn how to evaluate the performance of their marketing functions. Also, managers in any area involved in the development and management of new products will benefit, including those from divisions such as engineering, operations, research and development, finance, accounting, sales, and public relations.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Leadership Programs

Intensifying demands for high-performance leadership are pressing teams and organizations everywhere to become more flexible and proactive. Senior-level executives at the helm of an organization are finding that effective leadership requires a skill set and capacity to lead that is both like and unlike what they have already experienced and learned. Today’s senior leaders need to think more strategically, communicate more persuasively, and act more decisively — all while developing the leadership of those around them.

Becoming a Leader of Leaders: Pathways for Success draws on new research and insights — as well as on challenging times and pivotal leadership moments in history — to provide you with strategies to strengthen your leadership and build a highly effective team for getting the job done, both today and tomorrow.

Who Should Attend

Becoming a Leader of Leaders: Pathways for Success is designed for senior managers who want to strengthen, advance, and hone their leadership skills to meet their organization’s current and future challenges. With a results-oriented, intensive, hands-on learning experience, the curriculum is intended for professionals seeking to broaden their skills for leading other leaders.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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For executives who have moved into general management or taken on greater leadership responsibility in their current roles, Wharton’s Business Essentials for Executives will develop the skills needed to make key business decisions with confidence and position their companies for long-term success.

Core curriculum covers traditional management disciplines with an emphasis on analytical rigor, including marketing, operations, accounting, finance, strategy, negotiations, and leadership. This essential knowledge is particularly beneficial for executives with a non-business background and those who have extensive experience within one functional area.

Who Should Attend
  • Executives seeking to develop wider general management skills outside their traditional area of expertise
  • Managers and technical leaders who have been promoted to a role with significant responsibility
  • Executives who build and lead multi-functional teams
  • HR professionals who need to build on their business acumen and develop an enterprise mindset
  • Managers of family-run businesses
  • Entrepreneurs who need to extend their core business knowledge

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Teams drive organizational progress, yet forming and leading high-performance teams is one of the most complex challenges facing any leader. Creating and Leading High-Performing Teams is a unique leadership program for executives that combines the best insights from research and case studies, tested in the context of hands-on, experiential learning.

Through cross-functional team building and helping participants develop an enhanced ability to lead high-performing teams, this program places executives in settings and contexts that will change the way they experience leadership.

Who Should Attend

Creating and Leading High-Performing Teams is designed primarily for managers of small to mid-sized teams, specifically middle and senior managers from the private, public, and nonprofit sectors. Participants leave the program with an expanded peer network, plus specific tools and frameworks to better understand team dynamics and drive better team performance.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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The Executive Negotiation Workshop: Negotiate with Confidence is in a class by itself within the category of negotiations seminars. It will provide you with individualized, personality-based insights as well as a detailed map of the hidden psychology underlying negotiation moves and tactics. You will come away with both enhanced negotiation capabilities and the confidence you need to apply these skills effectively in every aspect of your life.

The workshop attracts seasoned negotiation professionals as well as executives making transitions to leadership roles that require negotiation skills. In addition to corporate executives, past participants have also included scientists, entrepreneurs, diplomats, Navy SEALs, and FBI crisis negotiators. No matter your role or level of experience, you will learn how to build collaborative relationships as you successfully negotiate deals, disputes, and new initiatives.

Who Should Attend

Executives, entrepreneurs, government officials, and those in the military or medical professions who currently conduct negotiations will benefit from this workshop. Because the focus is on identifying your own negotiating strategies, strengths, and weaknesses, those who are transitioning into a role in which they will have to conduct negotiations and those with extensive negotiating experience are encouraged to attend.

All candidates must be able to understand written and spoken English, and to participate actively in intensive discussions and negotiations in the English language.

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The rapid changes reshaping business today require leaders who stay ahead of the speed of change. Global Strategic Leadership helps executives understand global leadership dynamics and gain a new mindset and tools to create a clear global business strategy.

Wharton faculty help participants anticipate the future and stay ahead of the economic forces shaping global business with strategic thinking and leadership skills. The program enables you to identify early signals of change in your business, industry, and geography and to connect the dots. You gain greater agility to transform your current international business strategy and vision into a compelling story that inspires growth in your organization.

Who Should Attend

Global Strategic Leadership is designed for highly accomplished senior executives who cross a variety of industry verticals and business disciplines and are regionally and culturally diverse. They have included presidents, chief executive officers, and other senior executives, as well as entrepreneurs, media executives, and leaders of nonprofit organizations.

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to make a meaningful strategic impact within their companies or organizations.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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You have the potential to be among your organization’s greatest assets — but capitalizing on your abilities requires new knowledge and skills. High-Potential Leaders: Accelerating Your Impact provides you with both, building your leadership strengths and preparing you for greater challenges.

In this highly personalized program, you will work closely with Wharton’s leadership experts and other high potentials from around the world in a dynamic, interactive environment. Each day you will test new strategies and practical tools through hands-on experiences with instant feedback, and participate in integration sessions that connect program content to your real world issues. High-Potential Leaders will prepare you to return to your organization ready to make an immediate impact.

Who Should Attend

High-Potential Leaders: Accelerating Your Impact is designed for those with at least 10 years of experience and whose fast-track career has involved consistently increasing levels of responsibility. Participants have an ultimate goal of reaching senior management.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Moving from a technically focused mindset to an effective, motivational leadership role requires in-depth introspection of your management style. Who are you, as a leader? How does your behavior affect the dynamics around you?

Leading and Managing People is an executive leadership program that provides the lens through which you can accurately assess your influence and the impact you have on your current environment. You will understand with a 360? view the effect you have on the social undercurrents of your team, as well as the overall flow of power through your organization.

Who Should Attend

Leading and Managing People was specifically created for executives transitioning from a technically based management position into a leadership role involving greater spans of control and cross-unit collaboration.

The results-oriented curriculum is specifically designed for professionals who require a better understanding of political undercurrents and power flow, and wish to improve their overall ability to communicate and influence within varying perspectives.

Participants must be fluent in English. Specifically, they should be comfortable with metaphoric speech. If this presents a problem, the University of Pennsylvania offers one- and two-week intensive English Language Programs (ELPs) to prepare for a productive week at Wharton.

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Change used to be episodic. Something you reacted to when it occurred. But in today’s turbulent business environment, change is a constant. You could argue, in fact, that change is your real job. And when it’s part of your daily routine, you need to be prepared with multiple approaches.

Leading Organizational Change is an executive leadership program led by world-renowned experts who have been at the forefront of major organizational change for decades. You will learn that real change management requires more than just changing behavior — it is dependent upon the critical process of changing the work environment to foster this behavior.

Who Should Attend

Leading Organizational Change is targeted to upper-middle to senior managers who are preparing for — or already engaged in — change initiatives.

Participants must be fluent in English. Specifically, they should be comfortable with metaphoric speech.

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Today’s globally connected business environment places new demands on its leaders, and current challenges may require many new skills and approaches. Leading People in Organizations — Middle East provides a unique opportunity to elevate your leadership skills by helping you identify your current strengths and enhance them with the latest tools and approaches. Managers and business leaders will gain invaluable insights into current issues in talent, conflict, and performance management, and learn ways to more effectively develop leadership in others.

Leading People in Organizations — Middle East may be attended on its own or as part of Wharton’s Accelerated Development Program (ADP). This certificate program consists of three separate executive education experiences and professional assessments, going beyond the classroom to help participants become more reflective and proactive in managing their careers.

Who Should Attend

Participants in Leading People in Organizations — Middle East exhibit a rich breadth of experience across various sectors in business, government, and non-profits. They represent a broad range of functions, years of work experience, and varied international exposure. While all of our participants have a minimum of 10 years of managerial experience, many have significantly more. All participants are expected to highlight fast-track career progress and demonstrate prior leadership achievements.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Inside organizations, soft skills are the hardest skills. Relationships and credibility are on the line in every interaction, and your power to positively influence others is one of your most important assets. Even if you have brilliant ideas, they can’t change the world unless you can sell them to others.

The Strategic Persuasion Workshop is Wharton’s premier experience for enhancing these key skills. Based on Richard Shell’s co-authored book The Art of Woo, this program teaches a structured, actionable process for selling your ideas. You will learn easy-to-remember tools to guide you each step of the way. Join us for this intensive, interactive workshop and become a master of relationship-based persuasion.

Who Should Attend

Persuasion and influence inside organizations are core skills for everyone who has to get things done in a complex work environment. These include executives who are moving from a functional to a general management role, as well as managers at every level. This program also attracts participants who work in government, health care, international agencies, and nonprofit groups.

All candidates must be able to understand written and spoken English and participate actively in intensive discussions and teamwork in English.

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Leadership is a journey, not a destination. It is a journey that requires continuously building and refining a set of skills that allow you to guide, inspire, and work with others. The Leadership Edge: Strategies for the New Leader provides the tools you need to lead effectively.

As part of a diverse learning community, you will receive individualized feedback while building and learning from a new peer network of fellow participants. Taught by faculty who teach the core content in Wharton’s MBA program and experts who work with high-performing teams such as NASA astronauts and U.S. Naval Academy officers, the program will help you develop the personal leadership skills that will make a positive impact now and throughout your career.

Who Should Attend

The Leadership Edge: Strategies for the New Leader is designed for those who have recently transitioned into the broader responsibilities of a leadership role, and for those who anticipate such a transition. This includes newly promoted managers, executives with a technical or scientific background, and entrepreneurs leading their organizations into new phases of growth. Participants represent a wide range of organizations, from multinationals to startups, and include for-profit, governmental, and non-profit organizations. Their areas of expertise are diverse, and they come from a variety of industries, regions, and cultures.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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From glass ceilings and “leaning in” to office politics and work-life balance, female executive leaders face numerous challenges. As they ascend the corporate ladder and take on greater management responsibilities, women executives need a full understanding of how to navigate the dynamics involved.

Women’s Executive Leadership: Business Strategies for Success is an executive leadership program for women that features the latest Wharton faculty research in work motivation and engagement, career development, internal coaching, emotional intelligence, and women in leadership roles. Participants will gain invaluable insight into their personal leadership styles and career strengths, and master the building blocks of business acumen.

Who Should Attend

Women’s Executive Leadership: Business Strategies for Success is best suited for executives and high-potential women who are transitioning into senior management roles within a large corporation or women entrepreneurs who are taking on a broader leadership role as their company grows.

The program is designed for women executives who:

  • Have 10 or more years of experience
  • Have titles ranging from manager or director to vice president, and also consultant and business owner
  • Work in a wide range of industries
  • Aspire to more senior levels of management
  • Seek to enhance their professional influence

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to enhance their leadership impact within their organization.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

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Faculty

  • Jagmohan Raju, PhD

    Joseph J. Aresty Professor; Professor of Marketing; Vice Dean, Wharton Executive Education

  • Richard Lambert, PhD

    Miller-Sherrerd Professor; Professor of Accounting

  • Nicolaj Siggelkow, PhD

    David M. Knott Professor; Professor of Management; Co-Director, Mack Institute for Innovation Management

  • Harbir Singh, PhD

    Mack Professor of Management; Co-Director, Mack Institute for Innovation Management; Vice Dean for Global Initiatives

  • Nancy Rothbard, PhD

    David Pottruck Professor; Chairperson, Management Department, The Wharton School

  • G. Richard Shell, JD

    Thomas Gerrity Professor; Professor of Legal Studies and Business Ethics; Professor of Management; Chairperson, Legal Studies & Business Ethics Department

  • Michael Roberts, PhD

    William H. Lawrence Professor, Professor of Finance

  • Christian Terwiesch, PhD

    Andrew M. Heller Professor; Senior Fellow, Leonard Davis Institute for Health Economics; Co-Director, William and Phyllis Mack Institute for Innovation Management; Professor of Operations, Information and Decisions, The Wharton School

  • Karl Ulrich, ScD

    CIBC Endowed Professor; Professor of Operations, Information and Decisions; Professor of Management; Vice Dean of Entrepreneurship and Innovation, The Wharton School

  • Michael Useem, PhD

    William and Jacaly Egan Professor of Management; Editor, Wharton Leadership Digest; Director, Center for Leadership and Change Management

  • Jeff Klein

    Executive Director, McNulty Leadership Program; Lecturer, The Wharton School and the School of Social Policy and Practice, University of Pennsylvania

  • David Bell, PhD

    Xinmei Zhang and Yongge Dai Professor; Professor of Marketing, The Wharton School

Course Duration

2 Years (Flexible)

Application Start Date

Rolling Intake

Wharton General Management Program