Business Case Studies, Executive Interviews, Amitava Chattopadhyay on Executive Development

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Executive Interviews: Interview with Amitava Chattopadhyay on Executive Development
October 2007 - By Dr. Nagendra V Chowdary


Prof. Amitava Chattopadhyay
The L'Oreal Chaired Professor in Marketing-Innovation,
Creativity-Professor of Marketing at INSEAD.


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  • When it comes to executive development, should companies be proactive or should that choice be individual dr iven? Can executive development programs be looked upon as a powerful talent retention tool?
    I am not sure what you mean by the first part of this question. To answer the second part, having a clear plan to develop talent through executive programs is a powerful talent retention tool.

  • What is the role of leadership in executive development?
    Like most aspects of an organization, the role of leadership is critical in this area as well.

    Does the leadership understand the importance of executive development and do they value it? Or, is it simply seen as one of those things that firms do? How the leadership views this, how well they support it, how visibly they do so, all matters hugely in the success of the broad initiative of executive development as well as that of specific programs. Thus, if a CEO takes the trouble to come to the opening of a company specific program to kick it off with an opening speech or perhaps even by attending it, affects how the participants see the program and thus the extent to which they engage with it.

  • Many executive development programs are structured to enhance very broadly, the knowledge, skills and attitudes. But we rarely come across executive education programs centered on inculcating in executives a sense of belonging the legacy they are treading and should leave, etc. It's primarily the software vs. hardware. The software does not seem to attract so much attention. Why is it that companies do not take their executives through a "history vision values" journey?
    Companies do use executive programs to create a sense of belongingness and the development of shared values. I have seen this in many of the programs I have been involved with.

  • How to make development a fundamental part of organizational design?
    This goes back to the leadership team. How important do they see this to be? Do they have the right people involved in managing this? How visible and important are the people responsible for this activity within the organization?

  • What do you think is the role of Business Schools in providing not only the required talent but also in equipping the managers and senior managers in ever increasing demands of knowledge, skills and attitude?
    As I have said, business schools play an important and as I see it, a growing role in this process.

  • It has always been a case of elite business schools (Ivey League business schools) leading all way in this space? Why do you think it's so much more difficult to break this barrier for other non elite business schools?
    First, I think you are wrong to equate top business schools with Ivy League business schools. Several of the Ivy League business schools may also be top business schools but this is not the case for all Ivy League business schools. More importantly, there are several top business schools that are not Ivy League schools. For instance, INSEAD is not an Ivy League school but is a top business school.

    The reason why it is difficult for new schools to break into the top league is because at the end of the day it depends on the faculty that you have. There is a huge demand for talented faculty, a limited resource pool, and it is easier for a top school to attract top faculty.

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