As the world becomes increasingly digitized and interconnected, there’s more reason than ever to develop yourself as a digital leader.
October, 2020 - February 2021 | Hybrid Virtual and On-Site Program | $15,250
You’ve seen it at your own company. Everything is changing. Digitization is not slowing down and data is increasingly being used for strategic decision making across departments. Analytics and technology are becoming more important, not only in meeting the demands of your organization, but in staying agile and responsive to your customers and constituents. Carnegie Mellon's Digital Leadership Executive Education Program (Digital LEEP) provides you with the tools you need for next generation leadership in any sector.
There’s a lot to know. From privacy and security breaches to ethics and cultural issues, there’s a lot of complexity involved in the management of digital teams, assets, communications, products, and services. Where digital transformation goes, huge benefits can follow, as can major risks.
CMU’s Heinz College of Information Systems and Public Policy and the Tepper School of Business have joined up to develop this visionary executive education program. Over five months, you will complete cross-disciplinary coursework that you can only find at CMU, delivered in a hybrid format blending synchronous distance learning with on-campus sessions to form deeper connections with your cohort. The Digital LEEP program follows a team-based project/case study approach to prepare you to develop and implement a strategic digital roadmap for your home organization.
- Learn to create star performers, including maximizing the role of leadership and followership.
- Develop effective change management tools for complex organizational environments.
- Master informal organizational networks in order to effectively manage beyond hierarchy.
- Build negotiation strategies and managing conflict in diverse teams.
Who should attend?
Digital LEEP is designed for directors and senior managers tasked with oversight, management, and implementation of digital transformation initiatives. The program is also relevant for professionals across functions who want to rise to the challenges of a rapidly digitizing society and marketplace. If your department/role is seeing increased digital visibility, responsibility, or exposure — or if you’re looking to build your digital leadership portfolio to evolve into the next phase of your career — then this is the right program for you.
Program Schedule & Location Details
- Carnegie Mellon University, Pittsburgh, PA
- October 6-8, 2020
All virtual modules take place on Monday from 4 to 7 p.m. EST.
- October 19, 2020
- November 2, 2020
- November 16, 2020
- December 7, 2020
- December 14, 2020
- December 21, 2020 (mid-session virtual project check-in, one hour per team)
- January 11, 2021
- January 18, 2021
- February 1, 2021
- February 8, 2021
- Carnegie Mellon University, Pittsburgh, PA
- February 23-25, 2021
Digital drives new efficiencies, new modes of work, and creates data to develop new experiences, products, and services. However, it also opens up an organization to issues associated with culture, organization, security, and privacy when not introduced effectively. How do organizations strike a balance while keeping up with market dynamics, hyper competition, and increasingly stringent consumer-facing legislation?
Managing Disruptive Technologies
What organizational shifts need to occur? How do managers best position themselves? What skillsets are needed to thrive in an increasingly digital organization? How do platform business models help organizations acquire data, foster community growth, and scale to meet the demands of an evolving digital ecosystem?
Empowering Digital Teams
Teams are fundamental to collective intelligence and organizational function. However, digital collaboration and communications results in different work modalities. How are high-performance teams designed and managed in an increasingly digital organization?
Digital Product Management
Digital accelerates timing associated with research, development, delivery, and obsolescence. In a dynamic, fast-paced environment, how do organizations implement processes to engender an ongoing stream of new products and services? Knowing that most products fail due to mismatch of what companies produce and the market needs, what kind of data are useful to for a rich understanding of customer needs, and how can those data be readily translated into viable products and product features?
Data is increasingly important for organizations to identify new markets, products and services, streamline processes, create unique consumer experiences, etc. How do organizations build a culture focusing on data collection, exploration, and analysis? What are ways to interpret data and use it as a competitive advantage? What should organizations pay careful attention to and try to avoid as analytics become more fundamental in their day to day operations?
Securing the Extended Enterprise
As companies delve deeper into data laden processes and operations, how do you make sure that your organization and your partners are secure? How do you evaluate security risk associated with processes and interactions predicated on data? How do new digital technologies, like IoT, widen the potential attack surface and how do you mitigate potential threats?
Artificial intelligence has been around for a long time but organizations are flocking to deploy AI in droves. What should the next generation understand about what AI can and cannot provide? How should they look at AI in practical terms to intelligently deploy AI within their departments and across their organizations?
As information becomes more complex and data rich, how do digital leaders communicate to a diverse audience so that they understand the imperative and nuances associated with new initiatives? How can different audiences engage in narratives to process complex information with a greater level of acuity?
As organizations look to automate process and glean insights from data, how do digital leaders ensure groups are using and acting on information in an ethical fashion? How do we understand and assess development of bias within data analytics as well as the human toll associated with an increasingly digitized society?
Digital Innovation and Culture
Becoming digitized and digital requires new ways of working as well as a mindset shift. Failing fast through a culture of experimentation is a necessity but how can this be done in a risk adverse organization or a company that is not equipped for rapid experimentation. Understanding what an organization wants to achieve, assessing incremental change and mapping that back to culture, processes, and capabilities is essential for growth.
Privacy in the Digital Age
Collecting and sharing personal information raises opportunities and creates challenges for organizations. Understanding how consumers think about their data, value their privacy, and what are the individual, organizational, and societal economic consequences of data collection/protection decisions can help digital leaders navigate these complex trade-offs.
Executive Education at Carnegie Mellon
Contact a program director at 412-268-2304 or email@example.com to learn more.