LEADER 03285nam 2200517 450 001 9910554247703321 005 20230118220840.0 010 $a1-5036-2981-3 024 7 $a10.1515/9781503629813 035 $a(CKB)5680000000010205 035 $a(DE-B1597)613617 035 $a(DE-B1597)9781503629813 035 $aEBL7012545 035 $a(AU-PeEL)EBL7012545 035 $a(MiAaPQ)EBC7012545 035 $a(PPN)263622304 035 $a(EXLCZ)995680000000010205 100 $a20230118d2022 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 14$aThe future of executive development /$fMihnea C. Moldoveanu and Das Narayandas 210 1$aStanford, California :$cStanford Business Books,$d[2022] 210 4$dİ2022 215 $a1 online resource (224 p.) 300 $aDescription based upon print version of record. 311 $a1-5036-2872-8 320 $aIncludes bibliographical references and index. 327 $aThe skills gap and the skills transfer gap -- Executive development programs enter the digital matrix -- Disrupting the landscape of suppliers of executive development programs -- What is to be done? : the chief learning officer's compass and the program designers guide -- From know it all's to learn it all's : executive development in the era of self-refining algorithms and ubiquitous measurement and connectedness. 330 $aExecutive development programs have entered a period of rapid transformation, driven by digital disruption and a widening gap between the skills that participants and their organizations demand and those provided by their executive programs. This work delves into the objective functions of the executive development space, analyzes the demand characteristics of the learners and the organizations that pay for the programs, and the ways in which business schools and other providers deliver (or not) on the promises they make regarding skill development and the continued value of learning to the organization. They show how a trio of disruptive forces (disintermediation, disaggregation and decoupling) which have figured prominently in industries disrupted by digitalization,are reshaping the structure of demand for executive development. The authors look at the future of executive development in the era of self-refining algorithms (aka machine learning) and wearable sensors and computers, and offer a compass for making the right choice for CEOs and CLOs who are guiding executive program design. Ultimately, they offer a guide for to optimize the learning production function for both skill acquisition and skill transfer ? the two charges that the new skills economy has laid out for any educational enterprise. 606 $aManagement$xStudy and teaching 606 $aExecutives$xTraining of 615 0$aManagement$xStudy and teaching. 615 0$aExecutives$xTraining of. 676 $a658.407124 700 $aMoldoveanu$b Mihnea C.$01107238 702 $aNarayandas$b Das 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910554247703321 996 $aThe Future of Executive Development$92836229 997 $aUNINA LEADER 01572oam 2200481 450 001 9910701969203321 005 20140224094947.0 035 $a(CKB)5470000002422424 035 $a(OCoLC)784958239 035 $a(EXLCZ)995470000002422424 100 $a20120409d2012 ua 0 101 0 $aeng 135 $aurmn||||a|||| 181 $2rdacontent 182 $2rdamedia 183 $2rdacarrier 200 10$aHigh seas buffer $ethe Taiwan Patrol Force, 1950-1979 /$fBruce A. Elleman 210 1$aNewport, Rhode Island :$cNaval War College Press,$d2012. 215 $a1 online resource (xiv, 171 pages) $cillustrations, maps 225 1 $aNewport paper ;$v38 320 $aIncludes bibliographical references (pages [149]-154) and index. 517 $aHigh seas buffer 606 $aArmed Forces$xOperations other than war$2fast 606 $aStrategic aspects of individual places$2fast 607 $aTaiwan Strait$xStrategic aspects 607 $aSouth China Sea$zTaiwan Strait$2fast 608 $aHistory.$2fast 615 7$aArmed Forces$xOperations other than war. 615 7$aStrategic aspects of individual places. 700 $aElleman$b Bruce A.$f1959-$01115555 712 02$aNaval War College (U.S.).$bPress, 712 02$aNaval War College (U.S.).$bCenter for Naval Warfare Studies, 801 0$bAWC 801 1$bAWC 801 2$bGPO 801 2$bWNC 801 2$bGPO 801 2$bOCLCF 801 2$bGPO 906 $aBOOK 912 $a9910701969203321 996 $aHigh seas buffer$93485744 997 $aUNINA