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Forbes India Advanced Management Programme Clinic

We invite two distinguished academicians — Robert Burgelman and Adam Kingl — to answer all your queries related to an advanced management programme

Published: Jul 6, 2010 02:10:24 PM IST
Updated: Jul 9, 2010 08:23:17 AM IST

Are you poised to enter the C-suite? Or perhaps you climbed the corporate ladder in a narrow domain, and now you’re slated to take on a larger leadership role? The vastly greater expectations and the sometimes radically different skill set required can be, to put it mildly, intimidating.
An Advanced Management Programme (AMP) might be just the thing you need to help you make the transition into your new role.
But.
How does one get into an AMP? Does an AMP make sense for you given your organisational and career context? How will an AMP help you? How do you choose between the various options available?
That’s where the Forbes India AMP Clinic comes in.

To help you make this crucial decision, we have invited two very distinguished academicians — Robert Burgelman and Adam Kingl — to answer all your AMP-related queries.

To participate, send us your queries via email to forbesindia.amp@network18online.com (or post them in the comments section below). We will then pass on the best queries to Professors Burgelman and Kingl, and later we will post their answers here on our site. Your deadline to send queries is 15th July, 2010.


Robert Burgelman
Edmund W. Littlefield Professor of Management & Executive Director, Stanford Executive Program
Professor Burgelman carries out longitudinal field-based research on the role of strategy in a firm’s evolution. He examines how companies enter into new businesses (through corporate entrepreneurship and internal corporate venturing as well as through acquisition) and leave others (through strategic business exit), and how success may lead to co-evolutionary lock-in with the environment. His research has focused on organisations where strategic action is distributed among multiple levels of management. He has written around 100 case studies of companies in many different technology-based industries.

Adam Kingl
Director, Emerging Leaders and Accelerated Development Programmes, Corporate Executive Education, London Business School; Associate, Management Lab (MLAB): www.managementlab.org.
Professor Kingl’s areas of research and teaching include leadership, experiential learning, organisational culture, creativity and innovation, virtual teamwork, and high performing teams. He has previously consulted with companies such as the BBC, Burson Marsteller, BP, De Beers, Disney, the LVMH Group, Pixar Animation Studios, Tesco and Zurich Financial Services, and has worked in the media and entertainment industries in both the USA and UK. He holds degrees from London Business School, UCLA and Yale University. He is American and has lived in the UK for eleven years.


Robert Burgelman and Adam Kingl will guide you on various issues related to choosing the right AMP and address the concerns you might have on how it will help your career growth.

Mail us your queries now!

 

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  • Kalyani Srinath

    In a CXO's life, much of the learning happens experientially (hands on) rather than through scholastic knowledge. Given that MBAs do prop up these knowledge matrices reasonably, how important is an AMP (in terms of value add) for a CXO level aspirant (and also a non MBA) for both his career progression as well as increasing his knowledge levels? Also, is the astronomical sum of some AMPs justified ?

    on Jul 13, 2010
  • Amulya Pokhrel

    Well, my question is - If you look at most of the AMP sessions - that's based on very strategy, per se. The "How" and "What" of it. That is strategy for the sake of strategy-making. By and large, strategy gurus in AMPs do not immerse strategy i.e organization and firm-wide to drive both bottom-line and top-line results. Simply put, strategy needs to be taught from a practitioner's point of view that is managerial-wide. I think, this is where AMPs lack and follows is the import of Porter-Kaplan gifts to strategy framework. This is why organizations face Strategy-Execution dilemma. I think, strategy gurus should focus their research on "Why" of "How" and "What" of strategy. This is how we can contribute a unique approach to strategy research and its practice. I would like to pass my question to Mr. Robert Burgelman. What does your experience say about that?

    on Jul 6, 2010