Program Menu
Download a
Brochure

The Advanced Leadership Program for Asian-American Executives will accelerate development of global business leadership skills for senior executives working in U.S. companies. Stanford's Asian-American executive program is the first of its kind to address the apparent gap in effective executive training for high-achieving Asian executives—a gap substantiated by the surprising disparity between Asians in the corporate workforce and those in executive positions.

The program has been developed in partnership with Ascend and Asia Society.

Program tuition includes private accommodations, all meals, and course materials.
Cancellation Policy
Take the next step Apply now

Program Overview

For a growing number of companies, particularly in the U.S., Asian and Asian-American talent has been the fastest growing segment of the workforce in technical and managerial arenas. Simultaneously, as companies look to Asia for future growth, those that successfully build an executive leadership pipeline from this growing pool of talent will be best positioned to innovate and grow globally.

Today, Asians are high contributors to U.S. and global business. The Asian consumer base has increased rapidly through the past decade and is projected to continue to increase. The Asian community comprises 5% of the U.S. population and will triple in the next 50 years to 34 million. However, Asians have found it difficult to reach the highest levels of leadership in government, education, and business outside Asia. The resulting gap in the executive pipeline represents an opportunity for companies that successfully address it. The need for executive talent today and tomorrow is driven by the increased complexity of globalization, and few companies will be able to address tomorrow's challenges if they cannot leverage this key constituent/community in senior leadership roles.

SAMPLE SCHEDULE
Faculty Directors
Other Faculty
Hayagreeva Rao
Hayagreeva Rao

Atholl McBean Professor of Organizational Behavior and Human Resources; Director of the Managing Talent for Strategic Advantage Executive Program; Codirector of the Customer-Focused Innovation Executive Program; Morgan Stanley Director of the Center for Leadership Development and Research

Hayagreeva Rao has published widely in the fields of management and sociology and studies the social and cultural causes of organizational change. In his research, he studies three sub-processes of organizational change: a) creation of new social structures, b) the transformation of existing social structures, and c) the dissolution of existing social structures. His recent work investigates the role of social movements as motors of organizational change in professional and organizational fields.

Seungjin Whang
Seungjin Whang

Jagdeep and Roshni Singh Professor of Operations, Information and Technology; Codirector of the Stanford-National University of Singapore Executive Program in International Management

Whang's research interests are in supply chain management and the economics of information systems. He studied how demand information may be distorted in a supply chain, and what impacts a secondary market (where retailers exchange excess inventories) has on a supply chain. He has also addressed various pricing issues in a congestion-prone facility. For example, he studied the optimal priority prices in a queuing system where users have their private information about the benefit, time value, and service requirement. Also, he analyzed the menu of fixed-up-to-tariffs structure commonly used for mobile phone service.

Steven Callander

Associate Professor of Political Economy

Francis J. Flynn

Paul E. Holden Professor of Organizational Behavior; The Hank McKinnell-Pfizer Inc. Director of the Center for Leadership Development and Research

Margaret A. Neale

John G. McCoy-Banc One Corporation Professor of Organizations and Dispute Resolution; Director of the Managing Teams for Innovation and Success Executive Program; Director of the Influence and Negotiation Strategies Executive Program; Codirector of the Executive Program for Women Leaders

Charles A. O'Reilly III

Frank E. Buck Professor of Management; Director of the Leading Change and Organizational Renewal Executive Program

Joel C. Peterson

Consulting Professor of Management; Director of the Center for Leadership Development and Research

Jeffrey Pfeffer

Thomas D. Dee II Professor of Organizational Behavior

Carole Robin

Lecturer in Organizational Behavior; Director of the Arbuckle Leadership Fellows Program

Baba Shiv

Sanwa Bank, Limited, Professor of Marketing; Director of the Strategic Marketing Management Executive Program

Key Takeaways
  • Achieve results through more effective influence and communications
  • Lead in dynamic and uncertain competitive environments
  • Manage cross-functional teams to succeed on a global scale
 
 
 
 
 
 

The program will prepare executives to:

Lead cross-functional teams to compete for global assignments

  • Introducing concepts of global business strategy
  • Reviewing and understanding the criticality and impact of different functional roles in context of overall business strategies
  • Presenting challenges to global operations

Lead through more effective influence and communications

  • Building corporate power and influence to achieve results, handling general notions about Asian competence
  • Challenging influencing skills, styles, and limits, including Asian cultural bias
  • Understanding organizational intelligence and the impact of Western and Asian cultural influences and orientation
  • Learning about effective approaches from successful (Asian and non-Asian) C-suite executives and leading CEOs

Lead in dynamic and uncertain competitive environments

  • Knowing when to make decisions with incomplete information, recognizing potential Western and Asian cultural biases
  • Balancing risk of failure vs. failure of inaction
  • Understanding and responding to the CEO agenda

Who Should Attend?

The Stanford Advanced Leadership Program is targeting the developmental needs of high-performance Asian executives who will be advancing from functional management roles to broader leadership responsibilities in Fortune 1000 companies. For those Asian and Asian-American executives who have already shown excellence in leading large functional teams (e.g., engineering, development, manufacturing, marketing, finance, sales), the program will employ highly interactive classes to help participants become more effective in leading cross functional teams to compete for tomorrow's global assignments, leading through influence and communications, and leading in dynamic and uncertain competitive environments.

Participants should typically have 10 to 15 years of work experience and should be working in a Fortune 1000 corporation in functional management, whose next likely assignment could require broader business or general management skills. A typical job title for a participant might be a director-level role (e.g., director of engineering, director of finance, director of manufacturing) or vice president role (e.g., VP of engineering, VP of finance, VP of manufacturing, VP of sales).

The program participants will include mostly high-level Asians, but the program is open to any person who holds a position representing the highest 3-4% of the employee workforce, typically with job titles such as functional director, vice president, or partner.

SAMPLE Participant Mix
01
02
03
The class was one of the best I've been to in my career. It was good to brush up on some business skills, but the real value came from the connections I was able to build with Asian-American executives. I made some good friends and found a group of people who I can bounce ideas off of who share a similar background as I.
Managing Director,
GE Capital
 
 

Facilities

 
 
 
 
01
Stanford University
The Stanford campus is world renowned for its natural beauty, Spanish mission-style architecture, and temperate climate. With more than 8,180 acres (3,310 hectares), Stanford's campus ranks as one of the largest in the United States. Participants in Stanford's Executive Programs become part of a quintessential university setting, residing together, walking or biking to classes, and enjoying access to Stanford University facilities.
01
The Knight Management Center
Opened in spring 2011, the Knight Management Center has transformed the Stanford Graduate School of Business into a vibrant and unified indoor-outdoor, living and learning community. Participants will take classes at this new state-of-the-art campus, which features tiered classrooms with extensive floor-to-ceiling glass, the latest in audiovisual technology, numerous breakout and study rooms, outdoor seating areas to encourage informal discussion, and an open collaboration lab that employs hands-on and design thinking techniques.
01
Schwab Residential Center
Designed by renowned Mexican architect, Ricardo Legorreta, the Schwab Residential Center gives residents ample privacy while promoting collegial interaction through shared lounges, outdoor meeting areas, a library, and an exercise room.

CONTACT

Courri Brady
Associate Director, Programs and Marketing
Phone: 650.721.9471
Email: [email protected]