Blended and Action Learning Investigated

Issue 20

In the second decade of the 21st century, with the internet now an integral part of all executives lives, it would seem entirely reasonable that executive education providers and customers would have fully embraced online learning. However, the truth is somewhat different, especially for the most senior levels. Giuseppe Auricchio, Director of Learning Innovation at IESE Business School researched this issue as part of his recent doctoral thesis at Wharton, and we explore his findings in this issue.

Key Articles

Innovation in DC: Exploring the Possible

Roddy Millar

A conversation with Paul Almeida, Senior Associate Dean for Executive Education, Georgetown University’s McDonough School of Business

Rethinking Blended Learning for Leadership Development

Roddy Millar on Giuseppe Auricchio’s Research

The ability to reach a mass audience cheaply is often seen as online learning’s principal benefit – but leadership development is more about creating significant change, and less about cost. 

Training the Guardians: Barclays Bank and Judge Business School

Dan Lentell

Creating a better compliance culture

VIEWPOINT

Innovation in DC: Exploring the Possible

Business Model Innovation

Connecting Thought-Leadership to Business Practice

EXECUTIVE DEVELOPMENT

Rethinking Blended Learning for Leadership Development

Why MOOC’s and Executives Don’t Mix

Orchestrating Leadership

Leadership Journeys – Pope Francis

LEADERSHIP RESEARCH DATA FOCUS

CORPORATE PRACTICE

Training the Guardians: Barclays Bank and Judge Business School

Innovating Strategies for Success from Crisis – BMB and Fundacao Dom Cabral, Brazil

BOOK REVIEWS

Return on Character: The Real Reason Leaders and their Companies Win – Fred Kiel

Changing Your Company from the Inside Out: A Guide for Social Intrapreneurs – Gerald F Davis & Christopher J White

Capitalism’s Toxic Assumptions – Eve Poole

EXEC ED NEWS

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