Program Experience

Highlights and Key Outcomes

In Global Strategic Leadership, you will:

  • Increase your capacity to formulate and execute global strategy
  • Build capabilities for leading and serving customers across national and international boundaries
  • Generate counterintuitive ideas around changing geopolitical realities
  • Engage in best-case/worst-case scenario planning to map out future situations that could affect your industry or organization

Experience & Impact

Executives today need to know how to prime themselves early to pick up on early signals of change — in their businesses, in their industries, and in their geographies. Only then can they begin to connect the dots. Global Strategic Leadership is designed to help you evaluate your current strategy and provide you with the tools to create and implement new strategies.

Wharton faculty — led by Harbir Singh, co-director of the William and Phyllis Mack Institute for Innovation Management — apply their latest strategic insights to help you broaden your perspective on how to make your organization more competitive.

Emphasizing the importance of strategic leadership in a global setting, this program presents a comprehensive approach to strategy development that stresses the importance of scenario planning for the future, enhancing your ability to develop and execute a global strategy. Scenario planning significantly increases the chances of developing a fuller picture of what the future might bring. This proven methodology requires open-mindedness, agility, and creativity — all qualities critical to growing your visionary abilities.

In sum, this program provides senior executives with well-tested tools and frameworks that will clarify and enhance their strategic thinking and ability to create and communicate a sustainable vision of the future for their company.

Global Strategic Leadership will examine how companies have created competitive advantage in a global context. Overall, you will learn how to:

  • Gain deeper insight into the global business environment and how to lead your organization across geographic boundaries
  • Understand the economic, business, and other drivers that create and sustain competitive advantage
  • Scenario plan to anticipate the future and develop a compelling vision to drive your organization forward

Wharton LIVE Programming

Real-time, synchronous peer learning

The live, virtual version of Global Strategic Leadership is a five-day program that will be delivered online and taught by the same Wharton faculty who teach in the on-campus program. The virtual sessions are structured to allow for extensive Q&A so that participants can discuss their respective business challenges.

Participants will have direct access to Wharton faculty throughout the program and engage in dynamic class discussion that help reinforce the learning and enable networking among the peer community.

This virtual program is a fully immersive and structured learning experience that culminates with a new set of knowledge and tools that can be put to immediate use.

Program Duration:

  • March 8 – 12, 2021

Building Your Network

Global Strategic Leadership will also include multiple opportunities for you to get to know the other participants and build your professional network. These sessions include:

  • Q&A Networking Forum
    During these sessions, faculty will examine and discuss the most promising opportunities and most significant challenges participants' organizations are facing. Participants act as a sounding board while simultaneously identifying the commonalities that connect the issues across organizations.

Convince Your Supervisor

Here’s a justification letter you can edit and send to your supervisor to help you make the case for attending this Wharton program.

Who Should Attend

Global Strategic Leadership is designed for highly accomplished senior executives who cross a variety of industry verticals and business disciplines and are regionally and culturally diverse. They have included presidents, chief executive officers, and other senior executives, as well as entrepreneurs, media executives, and leaders of nonprofit organizations.

Participants leave the program with an expanded peer network, plus specific tools and frameworks they can use to make a meaningful strategic impact within their companies or organizations.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs unless otherwise indicated.

Participant Profile

Participants by Industry

Global Strategic Leadership participants by industry

Participants by Job Function

Global Strategic Leadership participants by job function

Participants by Region

Global Strategic Leadership participants by region

Plan your stay in Philadelphia

Plan Your Stay

This program is held at the Steinberg Conference Center located on the University of Pennsylvania campus in Philadelphia. Meals and accommodations are included in the program fees. Learn more about planning your stay at Wharton’s Philadelphia campus.

Group Enrollment

To further leverage the value and impact of this program, we encourage companies to send cross-functional teams of executives to Wharton. We offer group enrollment benefits to companies sending four or more participants.


Harbir Singh

Harbir Singh, PhDSee Faculty Bio

Academic Director

Mack Professor; Professor of Management; Co-Director, Mack Institute for Innovation Management; Wharton School Faculty Director for the Huntsman Program in International Studies and Business, The Wharton School

Research Interests: Corporate governance, corporate restructuring, management buyouts, strategies for corporate acquisitions

Sigal Barsade

Sigal Barsade, PhDSee Faculty Bio

Joseph Frank Bernstein Professor; Professor of Management, The Wharton School

Research Interests: Organizational culture, emotional intelligence, unconscious bias, organizational change, teamwork and leadership

George Day

George Day, PhDSee Faculty Bio

Geoffrey T. Boisi Professor Emeritus, The Wharton School

Research Interests: Competitive strategies in global markets, strategic planning processes

Mauro Guillen

Mauro Guillén, PhDSee Faculty Bio

Dr. Felix Zandman Professor of International Management; Professor of Management, The Wharton School

Research Interests: Globalization, international political economy, multinational management

Joseph Ryan

Joseph Ryan, PhDSee Faculty Bio

Founder and President, True North Advisory Group

Richard Shell

G. Richard Shell, JDSee Faculty Bio

Thomas Gerrity Professor; Professor of Legal Studies & Business Ethics; Professor of Management; Chairperson, Legal Studies & Business Ethics Department, The Wharton School

Nicolaj Siggelkow

Nicolaj Siggelkow, PhDSee Faculty Bio

David M. Knott Professor; Professor of Management; Co-Director, Mack Institute for Innovation Management, The Wharton School

Research Interests: Competitive strategy, firms as systems of interconnected choices

Michael Useem

Michael Useem, PhDSee Faculty Bio

William and Jacalyn Egan Professor of Management; Professor of Management; Director, Center for Leadership and Change Management; Editor, Wharton Leadership Digest

Research Interests: Catastrophic and enterprise risk management, corporate change and restructuring, leadership, decision making, governance


Lisa LarsonAssociate Vice President, HDR Inc.

I’ve worked in the power sector my entire career. When I joined Cuestamoras in 2014, it was to establish an energy company and grow the business regionally in Central America and Mexico. I’m now faced with putting together a leadership team that will be able to rethink how we are going to compete over the next five to 10 years. We’ve doubled in size in the last 12 months and will double in size again in the next 12 months. We are bringing in a lot of new people across multiple countries in Latin America. We need to provide a clear vision of where we’re going and provide opportunities to empower people.

Key takeaways from Wharton Global Strategic Leadership were the discussions around emotional intelligence and persuasion and influencing. As a senior manager and a team leader, my work is much more that of facilitator and motivator than somebody doing all the number crunching. The emotional intelligence and influencing teachings were helpful because of the cross-cultural and international dynamics I deal with on my team. For me, focusing on how to get people in each country to come together and stay focused and motivated even though we often don’t have face-to-face contact is a challenge.

Executives who would be ideal for this program include people at higher management levels who manage multiple locations, or established executives in large companies where their incumbent status is not making them compete effectively. There are some major leadership challenges in trying to refocus management teams to give the organization more vitality and vigilance, so they can compete better.”

Alden KitsonManaging Director, Cuestamoras Energía, Guatemala

As a senior officer at the National Academy of Medicine, I help develop, launch and oversee programs out of the president’s office and ensure resources of the Academy are there to support new programmatic efforts. I took Global Strategic Leadership to get a handle on how to run a global initiative — which at the time was a $3.5 million, three-year project that looked at how nine different countries were investing in young children.

I got much more from Wharton than insights to help me in this one program. I was surrounded by really smart leaders from many different types of organizations who inspired me to embrace a whole different level of thinking at the organizational level. Six months after returning from Wharton, the Academy launched our Innovation to Incubation program. The idea for this program came from my time at Wharton. Our organization puts out consensus reports with authoritative recommendations, but once the science is out there, the consensus committees disband, and the staff moves on to the next project. I thought that there was so much more we could do. As an independent, neutral convening body, I realized that the Academy could ‘incubate’ the recommendations — that is, work with key stakeholders on the ground to pull in new voices who could take the recommendations forward.

The incubation idea was integral from my experience at Wharton. If I was just at the Academy doing my [day-to-day] roles, I wouldn’t have had the time, the space, or the intellectual energy to think outside my own box.”

Kimber BogardSenior Vice President of Strategy and Programs, The New York Academy of Medicine

Wharton’s Global Strategic Leadership program helped me think through some of the dynamics of leading both emerging and established countries. It was very relevant to my job since I’m responsible for both Canada and Latin America countries for Zoetis. Wharton shared a great example of what global automaker Ford went through when it produced the Ford Focus for the India market. I learned the importance of staying with your core but adapting to a global culture.”

Joyce LeeExecutive Vice President, Area President, Zoetis, Inc., world's largest producer of medicine and vaccinations for pets and livestock

My biggest take-away from Global Strategic Leadership was learning about my position as a promoter and how to leverage this aspect of my personality for the benefit of my organization and building my own social capital.”

Shelly ReinagelProgram Director, United Soybean Board

Date, Location, & Fees

March 8 – 12, 2021LIVE Virtual$5,500

Download the program schedule, including session details.

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Hotel Information

Fees for the on-campus program include accommodations and meals. Prices are subject to change.

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