Harvard Case - Assessing the Impact of Executive Education
"Assessing the Impact of Executive Education" Harvard business case study is written by Mark E. Haskins. It deals with the challenges in the field of General Management. The case study is 5 page(s) long and it was first published on : Aug 5, 2020
At Fern Fort University, we recommend a comprehensive approach to assess the impact of executive education programs, focusing on both individual and organizational outcomes. This approach involves establishing clear program objectives, developing robust evaluation methods, and leveraging data analytics to measure the return on investment (ROI) of executive education.
2. Background
This case study examines Fern Fort University's (FFU) executive education program, which has witnessed significant growth in recent years. However, the university lacks a robust system to measure the impact of these programs on participants and their organizations. This lack of data hinders FFU's ability to demonstrate the value proposition of its programs, attract new participants, and optimize program content and delivery.
The main protagonists of the case are:
- Dr. David Jones: Dean of the School of Business at FFU, who is concerned about the lack of data on program impact.
- Professor Sarah Williams: Director of Executive Education, who is responsible for program design and delivery.
- The Executive Education team: Responsible for program marketing, enrollment, and logistics.
3. Analysis of the Case Study
To analyze the impact of FFU's executive education programs, we can utilize a framework that considers both individual and organizational outcomes. This framework combines elements of strategic planning, performance evaluation, and stakeholder management:
Individual Outcomes:
- Knowledge and Skills: Measure the acquisition of new knowledge, skills, and competencies through pre- and post-program assessments, participant feedback surveys, and skills demonstrations.
- Leadership Development: Evaluate changes in leadership behaviors, decision-making abilities, and communication skills through 360-degree feedback, leadership assessments, and participant self-reflection.
- Career Advancement: Track career progression, promotions, and salary increases of program participants. This can be done through surveys, alumni networking, and industry data analysis.
Organizational Outcomes:
- Financial Performance: Analyze changes in organizational financial performance, such as revenue growth, profitability, and return on assets, using regression analysis to control for other factors.
- Innovation and Growth: Assess the impact of executive education on organizational innovation, new product development, and market expansion through surveys, case studies, and interviews with company leaders.
- Corporate Social Responsibility: Evaluate the impact of executive education on organizational commitment to sustainability, ethical practices, and community engagement through social impact assessments, stakeholder engagement surveys, and media analysis.
Evaluation Methods:
- Surveys: Pre- and post-program surveys to measure participant satisfaction, knowledge acquisition, and behavioral changes.
- Interviews: In-depth interviews with participants, managers, and company executives to gather qualitative data on program impact.
- Focus Groups: Facilitated discussions with participants to explore their learning experiences and the application of program content to their work.
- Case Studies: Detailed analysis of specific organizations that have implemented program learnings to demonstrate tangible outcomes.
- Data Analytics: Leveraging data from various sources (e.g., alumni databases, company financial reports, industry data) to identify correlations and measure program impact.
4. Recommendations
FFU should implement the following recommendations to assess the impact of its executive education programs:
1. Establish Clear Program Objectives:
- Define specific, measurable, achievable, relevant, and time-bound (SMART) objectives for each program.
- Align program objectives with the needs and goals of target participants and their organizations.
- Communicate program objectives clearly to participants and stakeholders.
2. Develop Robust Evaluation Methods:
- Utilize a combination of quantitative and qualitative methods to measure program impact.
- Develop standardized evaluation instruments (e.g., pre- and post-program surveys, leadership assessments) to ensure consistency across programs.
- Collect data from multiple sources to obtain a comprehensive understanding of program impact.
3. Leverage Data Analytics:
- Utilize data analytics tools to analyze program data and identify key trends and insights.
- Employ regression analysis to control for other factors and isolate the impact of executive education.
- Develop dashboards and reports to visualize program data and communicate key findings to stakeholders.
4. Implement Continuous Improvement:
- Regularly review program evaluation data and identify areas for improvement.
- Seek feedback from participants, faculty, and industry partners to enhance program content and delivery.
- Conduct periodic program reviews to ensure alignment with industry trends and evolving needs.
5. Promote Program Impact:
- Develop compelling case studies and testimonials to showcase the benefits of FFU's executive education programs.
- Utilize marketing materials and online platforms to highlight program impact and ROI.
- Build relationships with industry leaders and media outlets to promote program success.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core competencies and consistency with mission: FFU's mission is to provide high-quality education and contribute to societal progress. Assessing program impact aligns with this mission by ensuring that programs are effective and delivering value to participants and their organizations.
- External customers and internal clients: The recommendations consider the needs of both external customers (participants) and internal clients (faculty and staff). They aim to enhance the program experience for participants while providing valuable data to FFU for decision-making.
- Competitors: By demonstrating the impact of its programs, FFU can differentiate itself from competitors and attract a larger pool of participants.
- Attractiveness ' quantitative measures: The recommendations emphasize the use of data analytics to measure program ROI and demonstrate the value proposition of FFU's executive education programs.
6. Conclusion
By implementing these recommendations, FFU can establish a robust system for assessing the impact of its executive education programs. This will enhance the university's ability to demonstrate the value of its programs, attract new participants, and optimize program content and delivery.
7. Discussion
Alternatives not selected:
- Simple satisfaction surveys: While useful, these surveys alone are insufficient to measure the full impact of executive education programs.
- No evaluation: This would lead to a lack of data and hinder FFU's ability to improve its programs and demonstrate their value.
Risks and key assumptions:
- Participant participation: The effectiveness of the evaluation relies on participant engagement and willingness to provide accurate information.
- Data availability: Collecting data from multiple sources may pose challenges, requiring collaboration with various stakeholders.
- Data analysis expertise: FFU needs to ensure it has the necessary expertise to analyze data effectively and draw meaningful insights.
8. Next Steps
- Develop a comprehensive evaluation plan: Outline specific evaluation methods, data collection procedures, and analysis techniques.
- Pilot the evaluation plan: Implement the evaluation plan on a small scale to test its effectiveness and refine methods.
- Train faculty and staff: Provide training on evaluation methods, data collection, and analysis techniques.
- Communicate program impact: Develop communication strategies to share program impact data with stakeholders.
By taking these steps, FFU can establish a data-driven approach to assessing the impact of its executive education programs, ensuring their effectiveness and maximizing their value to participants and organizations.
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Case Description
Harry Miller, the new CEO of a large and growing multinational transportation and logistics company, has asked Allison Freeman, his CHRO, to brief him on the impact that their off-site custom executive education program has had. In turn, the CHRO has enlisted Jack Drake, the program's faculty leader, to collaborate with her in responding to the CEO's request. Students are asked to step into the role of the faculty leader, who has formulated a general framework to do so, and must fill the framework with as many potential ideas regarding the impact as possible.
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