Case Studies and Testimonials

Columbia Business School Executive Education has many case studies and success stories. Here are three examples that exemplify the depth of our custom programming:
Deutsche Bank
Ericsson
Swiss Reinsurance Company

Deutsche Bank

Faculty Director: Professor Paul Ingram, Columbia Business School
Goal: To create a program for Deutsche Bank analysts and associates that provides them with the education and skills necessary to move from their current position into a more sophisticated and strategic role within the company.
Results: In its first run, more than 100 Deutsche Bank employees, from offices around the world, completed the intense two-week program, which was held in residence on the Columbia University campus. The sessions on strategy and “soft skills,” such as conflict management and negotiation, received particularly high marks from the participants. Many also appreciated the exposure to MBA-type coursework taught by Columbia Business School professors. The program is currently ongoing.
Program Description:
The program was designed to assist third-year analysts and associates in making the transition from a technical position to one in which they can create greater value in their career with Deutsche Bank. With a balanced mix of session topics, the program helps the participants achieve a new perspective: understanding how their clients do business, as well as how their clients view Deutsche Bank’s role within their business.

The program covers four main areas: strategy from the client's perspective, advanced financial analysis, macro and capital markets, and managing internal and external clients. In their upcoming roles with Deutsche Bank, the participants will need to be equipped to offer strategic advice to clients, and they also will assume management responsibilities—both of which are major transitions for them. To that end, the program also covered broader topics related to leadership, strategy and management.

Each session demands preparation by the Deutsche Bank analysts and associates—i.e., reading cases and reviewing background materials—as well as active participation in class. The schedule also allows participants time for networking among their international colleagues, as well as one day of leisure to explore New York City.

Sample session titles:
• Fitting Services to Strategy: Mergers and Acquisitions
• Advanced Valuation: Methods and Applications
• Communicating and Innovating in Teams
• Building Social Capital Inside and Outside the Bank

 “The Columbia Business School faculty are involved during the process of their modules and have been extremely accommodating, working with us to refine content so that we have an end product that completely meets our needs.”
Emma Smith, Graduate Training & Development:
Global Banking Deutsche Bank AG Human Resources

Ericsson

Faculty Director: Professor Willie Pietersen, Columbia Business School
Goal: To align Ericsson’s top executives in a new business approach that can adapt to a newly competitive environment, related to both the changing telecommunications industry and the challenge of attracting superb young talent to the company.
Results: To date, more than 200 senior executives from Ericsson’s divisions around the world have attended the program. Participants have noted that the program has helped to define a common base for strategy creation and leadership. The program is ongoing.
Program Description:
The program consists of two modules (totaling 10 days) that build the strategic leadership capabilities necessary for Ericsson to achieve market leadership in this competitive environment. In addition, the program provides a powerful forum to develop the insights, practical frameworks and personal capabilities required to address key strategic challenges.

This program is designed to strengthen participants’ strategic leadership capabilities in the following areas:
• Gain insight into the forces that are shaping the global telecommunications industry; learn how to identify and exploit market discontinuities and emerging growth opportunities earlier and better than the competition.
• Use Strategic Learning to create and implement breakthrough strategies that strengthen the core business and take full advantage of emerging opportunities.
• Develop customer competence; learn methodologies for generating deep insight into customer needs.
• Build an ambidextrous organization that is able to maximize today while creating tomorrow simultaneously.
• Lead organizational change and renewal; build the capability for innovation-led growth; foster a culture of innovation.
The curriculum includes small-group work, assignments and case studies, as well as field visits to locations throughout New York City.

Sample session titles:
• Building an Innovative Organization
• Developing Deep Customer Insight
• Strategic Innovation
• Driving Financial Performance

“Our association with Columbia Business School Executive Education is moving into its 9th year. The Ericsson Executive program is designed for our most senior executives, and the idea has been to get the best faculty from Columbia to design and deliver the program. The executives have been extremely pleased with the program, which has had a positive impact on the culture of the company. For example, we have been able to look at strategy from a much more integrated and focused perspective, and many executives from around the world have attended—more than 200. It has been the most influential executive development program we have ever run.”
Stephen Newman, Executive Development, Group Function Human Resources and Organization, Ericsson

Swiss Reinsurance Company (Swiss Re)

Faculty Director: Professor Rita Gunther McGrath, Columbia Business School
Goal: To create a common understanding and commitment to Swiss Re’s strategic priorities as they apply to participants’ business units.
Results: More than 160 high-level executives from Swiss Re have attended the program, many of whom reported that focusing solely on strategic priorities was beneficial.
Program Description:
Participants were asked to complete assignments before the four-day program began, most importantly to choose a topic for a personal case and prepare the case for presentation—with opportunities during the program to develop it further. In this pre-program period, participants were grouped into virtual teams to gain input from colleagues before arriving at the program.

Structured around the Strategic Learning Cycle, the program allowed participants to focus on their personal case during individual work sessions and group sessions. For example, individually, participants were asked to conduct a situation analysis using tools provided to them, thereby synthesizing key insights related to the case. In the teamwork sessions, the groups initially were asked to meet three goals: facilitate the group discussion successfully, provide updates on the case since the groups met virtually (pre-program), and share the situation analysis and key insights in a way that would elicit deeper ideas and strategies.

These sessions were followed by additional individual and teamwork periods, in which participants took the next steps related to their case: i.e., finding alternative solutions, writing a winning proposition, and then taking that winning proposition to execution.

The Strategic Learning Cycle, around which the program was based, took participants from defining key insights in their personal case to developing an action plan. The curriculum includes small-group work, assignments and case studies, as well as field visits to locations throughout New York City.

Sample session titles:
• Strategic Learning Cycle: Dynamic Competition & Strategic Learning
• Strategic Learning Cycle: Organizational Integration
• External Perspective on Swiss Re
• Six Key Principles to Executing Strategy & Application to Focal Cases

“We partnered with Columbia on a senior level strategy program.
In addition to the thought leadership in key content areas, I am impressed with Columbia’s focus on our real business objectives and their team’s adaptability. This is truly a custom program that embeds Swiss Re’s language, culture and goals.”
Ms. Rosemarie Dissler, Head of Strategy Development, Swiss Reinsurance Company