The Health Care CEO: Talent Development in Practice

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Johnson & Johnson / Wharton

Funding for this program is sponsored by an educational grant from Johnson & Johnson. The tuition fee of $1,500 will cover lodging and materials. Participants are responsible for their travel and incidental expenses. For more information, please contact a Program Consultant at +1.215.898.1776 or by e-mail at execed@wharton.upenn.edu.

As a health care CEO and leader in your organization, you know the importance of grooming those who will succeed you as the next generation of leadership. But given your busy schedule, finding the time to develop your future leaders can present a significant challenge. The Health Care CEO: Talent Development in Practice offers you and up to three of your selected executives three and a half days to plan for your organization’s continued success.

This program provides an intimate setting in which to examine leadership, finance, strategy, mentoring, and organizational change with your team as well as with CEOs from other leading health care systems. You'll explore current challenges and innovative solutions with Wharton faculty and health care experts, including Kathy Kram, arguably the world's leading authority on mentoring at work; Sean Nicholson, a nationally recognized expert in health care finance; and Bruce Gresh, accomplished creator of computer simulations for the health care industry. Space is limited to 30 participants, so we encourage you to register promptly. Please note, each member of your team must complete a separate application.


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The Health Care CEO SESSION TOPICS

  • Change leadership: Explore the implications of leading in a world of change and discover how to lead purposeful organization-wide change.
  • Finance: Examine the role of finance in organizational success, including assessing capital in the bond market and using financial statements to evaluate performance.
  • Strategic planning: Study the path to comprehensive and effective strategic planning.
  • Computer-simulated scenario planning: Develop and test strategies to address future scenarios that may be faced by health care in general and your provider organization in particular.
  • Total leadership: View your role as a leader holistically, and develop innovative implementation plans for concrete gains back at work.
  • Mentoring revisited: Survey the most current thinking on mentoring, and apply it to your organization and your own mentoring relationships.

The Health Care CEO: Talent Development in Practice is designed for health care CEOs and two or three of their top candidates for succession to the C-suite.

This program prepares you to:

  • Make progress in securing the future of your organization — progress that will not go unnoticed by your board.
  • Develop future leaders for your organization.
  • Advance your skills, your mentoring connections with key future leadership, and your network with other leaders of health care organizations.
  • Revitalize your thinking about leadership, change, finance, strategy, and mentoring.

Greg Shea GREGORY SHEA
Academic Director
Adjunct Professor of Management
Faculty Associate, Center for Leadership and Change Management
The Wharton School

Greg Shea consults, researches, writes, and teaches in the areas of group effectiveness, organizational and individual change, and conflict management. In addition to his affiliations at Wharton, he is a partner in the Coxe Group, an international consulting firm serving the design profession; adjunct senior fellow at the Leonard Davis Institute of Health Economics; and senior consultant at the Center for Applied Research. He is a contributing editor to the Journal of Applied Behavioral Science.
Stewart D. Friedman, PhD STEWART D. FRIEDMAN, PhD
Practice Professor of Management
Director, Wharton Work/Life Integration Project
The Wharton School

A member of the Wharton School faculty since 1984, Stew is the founding director of the Wharton Leadership Program. He also initiated and leads the Wharton Work/Life Integration Project. While on leave from Wharton, Stew was a senior executive at Ford Motor Company, where he served as director of the Leadership Development Center. He worked for five years in the health care industry before joining Wharton. His latest book is Total Leadership: Be a Better Leader, Have a Richer Life (Harvard Business School Press, 2008).
KATHY KRAM
Professor of Organizational Behavior at the Boston University School of Management, Kathy has done groundbreaking research in the areas of mentoring, developmental networks, and leadership development. In addition to her book, Mentoring at Work, her publications include articles in the Academy of Management Journal, Academy of Management Review, Harvard Business Review, Leaders in Action, Qualitative Sociology, Journal of Management Inquiry, and Organizational Dynamics. Her research, consulting, and writing are aimed at understanding the role of a variety of developmental relationships in enhancing leadership effectiveness and individual development throughout the life course.
Dr. Sean Nicholson SEAN NICHOLSON, PhD
Associate Professor, Department of Policy Analysis and Management (PAM), Cornell University
Faculty Research Fellow, National Bureau of Economic Research

Sean is currently conducting research in three areas: incentives to innovate in the biotech and pharmaceutical industry; how physicians develop their treatment styles and whether patients choose physicians based on treatment styles; and measuring the financial benefit to an employer of investing in the health of its workers.

Specific research projects include: the effect of financing constraints on biotech and pharmaceutical drug development; estimating a quality-adjusted price index for colon cancer drugs; examining whether physicians’ treatment decisions are influenced by where they train and how their peers treat patients; the welfare effects of variation in physician treatment styles; and measuring the cost to employers of absences and on-the-job productivity losses due to poor health.

Prior to joining the PAM Department in 2004, Sean was a faculty member in the Health Care Systems Department at The Wharton School of the University of Pennsylvania. He received a BA from Dartmouth College in 1986 and a PhD in economics from the University of Wisconsin-Madison in 1997.
Harbir Singh HARBIR SINGH, PhD
The Mack Professor
Professor of Management
Co-Director, Mack Center for Technological Innovations
The Wharton School

Harbir Singh is a leading researcher on strategic alliances and strategies for corporate renewal, including path-breaking projects on managing acquisitions and alliances and post-acquisition management. He has consulted for companies such as Bell Atlantic, IBM, Merck, and AT&T. His current research includes strategies for corporate alliances and acquisitions, corporate governance, joint ventures, management buyouts, and corporate restructuring. He serves on the editorial boards of several prestigious publications and has extensive experience in working with senior executive audiences in the U.S. and India.