HSEP aims to give executives the ability to assess management factors (strategy, money, people, and organizations and systems) and the overall judgment to evaluate the balance among these factors, both of which are needed to successfully manage a corporation. One of the main features of the program is an independent research project in which participants examine the minds and philosophical concepts used by well-known executives and corporate leaders of their choice to develop their own personal framework for making overall executive judgments.
Executive officers or equivalent-level personnel, particularly those at major corporations.
C. Two Fundamental Components
- Sessions: The program is composed of five retreat-format sessions. Participants are expected to prepare readings in advance and to listen to lectures and participate in classes and discussions during the sessions. Various methods are employed to ensure that the sessions provide opportunities for intellectual stimulation and independent reflection.
- Independent Research on an Executive: Each participant will conduct research on an executive or a leader of their choice, as an independent project over the five months of the program. Participants will carefully examine and reflect on the major management decisions that the executive made as well as on that person’s life and abilities as an executive. As a capstone to the research, each participant will write a report on the executive they have chosen and engage in a group discussion among all participants based on that research at the last session.
２．Emphases and Features
A. Content Emphases
- Conceptual Frameworks: That View Management in Its Entirety Session themes (listed below) are set with an eye on overarching conceptual frameworks. The exact content and methods used in the curriculum are also based on this thinking.
- History, Management Philosophy, and International Perspectives: History and philosophy are featured in the lectures at each session, and international perspectives are incorporated in the program materials so that all three aspects are solid undercurrents to the entire program.
B. Session Themes and Descriptions
- Session 1: Assessing Corporations
- Learn how to assess corporate activities from a broad perspective and how to view corporate governance.
- Session 2: Assessing Strategies
- What is strategic thinking? We will play a diplomacy game to experience strategic thinking firsthand and to promote team building.
- Session 3: Assessing Strategies and Organizations
- How do organizations become rigid and decline? Learn how to design good business models. We will thoroughly discuss these matters drawing on the major cases of failures of participating companies.
- Session 4: Assessing Money and People
- Learn how to measure and control the movement of money and gain the management perspectives for developing human resources.
- Session 5: Comprehensive Management Judgment
- Being a top executive means having comprehensive judgment on all management matters. At this last session, we will discuss comprehensive management judgment and the abilities of executives based on participants’ independent research reports.
C. Structural and Methodological Features of the Curriculum
- An appropriate mix of theoretical reasoning and real-world thinking based on work experience.
- Emphasis on deep theoretical discussions and not simply the transmission of know-how.
- Centered on the discussion of real cases. Lectures make up about twenty to thirty percent of program hours.
- The majority of instructors are from the Hitotsubashi University Graduate School of Commerce and Management, but faculty members from some other Hitotsubashi graduate programs also lecture. A variety of instructors from outside the university are also invited.
3．Design of the HSEP: Our Core Views on Executive Development
(1) Three Qualities Required of Executives
A. Broad perspective B. Solid analytical skills C. Consistent decisions
(2) Three Factors for People with the Above Qualities to Develop into Executives
A. High aspiration B. Wide spectrum of work experience C. Broad range of opportunities for analytical thinking and intellectual stimulation
(3) Executives Are Not Developed; Executives Develop Themselves
The core of executive development is on-the-job training, but the development process can be stimulated and supported.
(4) Hitotsubashi’s Special Role in the Executive Development Process: Provision of a Forum for Intellectual Stimulation
Intellectual stimulation comes from the university professors as well as from the program materials and insights that draw on research findings. The greatest stimulation, however, comes from the other program participants. Our program aims to create and guide a forum that facilitates effective intellectual stimulation.