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COURSE EVALUATION
MEDITERRANEAN LEADERSHIP JOURNEY
SPRING&FALL EDITIONS 2018
SPRING EDITION 2018THE CLASS PROFILE CONTENT AND FORMAT
LECTURERS AND GUEST SPEAKERS
Raffaella Sadun
Harvard Business
School
Nicola Persico
Kellogg School of
Management
Giovanni Gavetti
Tuck School of
Business
Michael Tsur
Adv., Negotiation
Specialist.
Luigi de Vecchi
Chairman of Continental Europe, Citi
Lucrezia Reichlin
London Business
School
Francesco Caioformer of Poste Italiane
Filippo MazzeiCEO of Mazzeiwine company.
The course lasted three week-ends from March to May 2018. It was organized in 3 modules :
• Corporate Strategy & Psychology of Strategic Leadership, 22 - 24 March
• Leadership and Crisis Management, 19 - 20 April
• Negotiation and World Economy, 24 - 25 May
On a scale from 1 (min) to 5 (max) how would you rate the following?
MODULE 1, 22-24 March 2018Corporate Strategy and Psychology of Strategic Leadership
LECTURERS & GUEST SPEAKER
CONTENT
EVALUATION
Raffaella Sadun
Associate Professor of
Business Administration at
Harvard Business School
Giovanni Gavetti
Associate Professor of
Business Administration at
Tuck School of Business
Francesco CaioEconomic Advisor to the Italian Prime Minister on industrial policy and former of Poste Italiane
How well did this module meet your expectations?
1 (very little) – 5 (a great deal) 4,65
CORPORATE STRATEGY
Raffaella Sadun, Harvard Business SchoolThis session covers the basic elements of business unit and corporate level strategy, including
industry analysis, positioning, and competitive interaction. Central strategic challenges facing
senior managers and CEOs will be addressed by introducing a framework for making decisions in a
multi-business context in various arenas - from corporate change to business diversification. The
framework of this module is built around the idea that strategy is about integrated choices within
a firm (internal consistency), choices for positioning the firm in its industry (external consistency),
and choices for managing strategic interactions with other industry players over time (dynamic
consistency). Students will explore these topics through a mix of case study discussions and
lectures.
THE PSYCHOLOGY OF STRATEGIC LEADERSHIP
Giovanni Gavetti, Tuck School of Business - Dartmouth CollegeIn PSL, students learn how strategic leaders can lead their companies to attain superior returns
through superior management of their own and others’ select mental processes. The course thus
proposes a psychological conception of strategic leadership. The course starts with a deep dive
into some select human cognitive biases that are known to have a profound impact on strategic
decision-making. It then moves on to tackle the concept of strategic disruption from a behavioral
standpoint – what is a disruptive innovation, why it is important to grasp its fundamental nature,
and how disruption can be handled via an in-depth understanding of subtle cognitive
predispositions that often impede a proper response to it. The last part of the course focuses on
the psychology of persuasion: what do we need to know about human cognition in order to
approach persuasion challenges properly.
4.4
4.6
4.7
4.4
4.6
Dinner speech (Francesco Caio)
Usefulness of the discussion
Teaching methods
Usefulness of the contents
Effectiveness of the lecturer
On a scale from 1 (min) to 5 (max) how would you rate the following?
MODULE 2, 19-20 April 2018 Leadership and Crisis Management
EVALUATION
How well did this module meet your expectations?
1 (very little) – 5 (a great deal)
4,69
Nicola Persico
Professor of Managerial
Economics at
Kellogg School of Management
Luigi de VecchiChairman of Continental Europe for Corporate and Investment Banking, Citi
LECTURERS & GUEST SPEAKER
CONTENT
LEADERSHIP & CRISIS MANAGEMENT
Nicola Persico, Kellogg School of ManagementThis module focuses on crisis management emerging from aggressive legal action, media
coverage, and social pressure on issues such as environmental protection, global labour
standards, animal rights, privacy and security in e-commerce, corporate scandals, and
executive pay. These threats are particularly important because they do not arise from the
usual, contract-based interactions that characterize “normal” business interactions.
Through a rich set of case studies and crisis simulation exercises, the students will learn
how to respond to such threats and turn them into opportunities for their companies. The
students will improve their strategic thinking as well as team management and
communication skills in high-stress situations and will learn how to integrate crisis
management into their overall business strategy.
4.7
4.5
4.4
4.7
4.6
Dinner speech (Luigi DeVecchi)
Usefulness of the discussion
Teaching methods
Usefulness of the contents
Effectiveness of the lecturer
On a scale from 1 (min) to 5 (max) how would you rate the following?
MODULE 3, 9-10 June 2017 Negotiation and World Economy
EVALUATION
How well did this module meet your expectations?
1 (very little) – 5 (a great deal)
4,58
Michael Tsur
Adv., Negotiation
Specialist
Lucrezia Reichlin
Professors of Economics
at London Business
School
Filippo MazzeiCEO of Mazzei winecompany.
LECTURERS & GUEST SPEAKER
CONTENT
WORLD ECONOMY - THE FUTURE OF EUROPE
Lucrezia Reichlin, London Business SchoolThis session focuses on the role of Europe in the world scenario. Starting from the historical
facts that led to the rise of Europe and how it led to the creation of a new world power able to
compete with the US and take world economic and political leadership, it deepen the
subsequent crisis in order to provide a better understanding on what the future of Europe will
be.
NEGOTIATION IN A CHALLENGING REALITY
Michael Tsur, Adv., Negotiation SpecialistProfessionals in today’s chaotic world must develop the skills necessary to handle those
inevitable situations in which external events intrude upon, and interfere with, the
professionals’ abilities to make clear and appropriate decisions. These situations of uncertainly
can easily deteriorate into crises. Negotiation in a Challenging Reality course focuses on the
process to reach better outcomes, taking into account the levels of stress and anxiety without
forgetting the investment of assets and the “day after”. Learning, observing and experiencing a
variety of approaches and strategies for negotiation enrich our knowledge and toolbox for
different situations and circumstances.
4.4
4.6
4.5
4.6
4.6
Dinner speech (Filippo Mazzei)
Usefulness of the discussion
Teaching methods
Usefulness of the contents
Effectiveness of the lecturer
FALL EDITION 2018
The course lasted three week-ends from September to November 2018.
It was organized in 3 modules:
• Strategy in Changing Industry Contexts, 27 - 28 September
• Leadership in the Age Of Disruption, 19 - 20 October
• Negotiation in a Challenging Reality , 15 - 17 November
THE CLASS PROFILE CONTENT AND FORMAT
LECTURERS AND GUEST SPEAKERS
Michael Jacobides
Associate Professor of
Strategy and
Entrepreneurship at
London Business School
Michael Tsur
Expert in negotiation,
conflict resolution,
crisis management and
mediation.
Sidney Finkelstein
Professor of Strategy and LeadershipTuck School of Business at Dartmouth College
Daniela Baglieri
SAC spa Catania
International Airport (Italy)
– Chairman of Board
Roberto cingolani
Scientific Director of
Italian Institute of
Technology (IIT)
EVALUATION
On a scale from 1 (min) to 5 (max) how would you rate the following?
MODULE 1, 27-28 September, 2018 Strategy in Changing Industry Contexts
LECTURERS & GUEST SPEAKER
CONTENT
How well did this module meet your expectations?
1 (very little) – 5 (a great deal) 4,40
STRATEGY IN CHANGING INDUSTRY CONTEXTS
Michael Jacobides , London Business School This Strategy course focuses on understanding the competitive context and its challenges, and on
understanding the firm and the dynamics of its resources. Given that this is an executive MBA,
our focus isn’t primarily on the tools of strategic analysis, but rather on the application of these
tools in real world situations. We will briefly cover the basics, consider how value is created by
firms and the role strategy can play, and shift to applying tools to help us come up with, and then
evaluate new business models, as well as consider how to diagnose and then revert strategic
disarray in established organizations. We will also look at more recent thinking on how to
compete in quickly changing industry contexts, and how to overcome our individual and collective
biases that can lead us astray when it comes to strategic decisions and managerial action.
Michael Jacobides
Associate Professor of
Strategy and Entrepreneurship
at London Business School
Daniela Baglieri
SAC spa Catania
International Airport (Italy)
– Chairman of Board
4.0
4.4
4.8
4.6
4.7
Dinner speech (Daniela Baglieri)
Usefulness of the discussion
Teaching methods
Usefulness of the contents
Effectiveness of the lecturer
EVALUATION
On a scale from 1 (min) to 5 (max) how would you rate the following?
MODULE 2, October 19-20, 2018Leadership in the Age Of Disruption
LECTURERS & GUEST SPEAKER
CONTENT
How well did this module meet your expectations?
1 (very little) – 5 (a great deal) 4,56
LEADERSHIP IN THE AGE OF DISRUPTION
Sydney Finkelstein, Tuck School of Business at Dartmouth CollegeThe Leadership session aims to build the skills to successfully lead people in an organization. A
good leader has a vision, is able to share it with the team and to influence strategies, building
competitive advantage in its organization. You will learn: why do “smart” executives fail? How
superbosses think about talent? How superboss leaders create a high-performance culture. The
key to delegating effectively. How to Make Better Decisions. How superboss leaders leverage
talent to generate long-term value.
Sidney Finkelstein
Professor of Strategy and LeadershipTuck School of Business at Dartmouth College
Roberto Cingolani
Scientific Director of Italian
Institute of Technology (IIT)
5.0
4.6
4.6
4.6
4.7
Dinner speech (Roberto Cingolani)
Usefulness of the discussion
Teaching methods
Usefulness of the contents
Effectiveness of the lecturer
EVALUATION
On a scale from 1 (min) to 5 (max) how would you rate the following?
MODULE 3, November 15-16-17, 2018Negotiation in a Challenging Reality
LECTURERS & GUEST SPEAKER
CONTENT
How well did this module meet your expectations?
1 (very little) – 5 (a great deal) 4,56
NEGOTIATION IN A CHALLENGING REALITY
Michael Tsur, Adv., Negotiation SpecialistProfessionals in today’s chaotic world must develop the skills necessary to handle those inevitable
situations in which external events intrude upon, and interfere with, the professionals’ abilities to
make clear and appropriate decisions. These situations of uncertainly can easily deteriorate into
crises. Negotiation in a Challenging Reality course focuses on the process to reach better
outcomes, taking into account the levels of stress and anxiety without forgetting the investment
of assets and the “day after”. Learning, observing and experiencing a variety of approaches and
strategies for negotiation enrich our knowledge and toolbox for different situations and
circumstances.
Michael Tsur
Expert in negotiation, conflict
resolution, crisis management
and mediation.
4.7
4.6
4.6
4.8
Usefulness of the discussion
Teaching methods
Usefulness of the contents
Effectiveness of the lecturer
THE CONTENTS
“Contents absolutely over the high expectations.”
“Practical Impact on job activity.”
“Linked to the industry main challenges.”
“Topics out of ordinary and very interesting .”
“The psychology of strategic leadership was so powerful.”
“Contents and potential application to various and different contexts.”
“I've got many principles to apply.”
Contents and topics Relevance of contents for job
EVALUATIONWhat did you like best about the programme?
LECTURERS AND GUEST SPEAKERS
“Outstanding lecturers.”
“Quality of the dinner speakers.”
“I liked very much the approach used by professor, really impressive.”
“Teaching and professors’ background.”
“The Professor was very engaging and effective.”
“The lecturer was excellent.”
Lecturers & Guest Speakers
NETWORK AND ORGANIZATION
“Networking.”
“Interaction with lecturers.”
“ Climate of class.”
“Quality of staff.”
“Well organized.”
“Logistics and support of OrtygiaBS staff.”
“Organization overall.”
Networking Organization overall and OBS Staff
What did you like best about the programme?
EVALUATION
TEACHING METHODClass Interaction and real cases discussion Simulations, role playing and team exercises
“Discuss cases in groups.”
“Simulations and case study.”
“Practical examples coming from real companies.”
“Teaching method absolutely over the high expectations.”
“Practical sessions (tools and methods to be adopted) .”
“Examples of application.”
“ Interaction with the professor was very lively, open and effective.”
of MLJ participants would recommend the participation to the Ortygia Business School Leadership programme.
100% How was your overall satisfaction for the participation to the Mediterranean Leadership Journey programme?1 (not satisfied) – 5 (very satisfied)
4,57
