Program Experience

Highlights and Key Outcomes

In Leveraging Neuroscience for Business Impact, you will:

  • Discover how neuroscience reveals what consumers really think and pay attention to and what motivates them
  • Learn how neuroscience can enhance talent identification, improve team selection, monitor training, enhance on boarding and cultural fit, enrich marketing and communication strategies, and improve client relationships
  • Improve leadership capabilities by understanding the science of decision-making, including how neural constraints can lead to poor decisions and how to overcome them
  • Apply brain training and cognitive enhancement within your organization to improve productivity, cultural fit, and job satisfaction
  • Gain hands-on experience designing choice sets that shape consumer and investor decisions

Businesses as People: Academic Director Michael Platt on how consumers build empathy with companies

Experience & Impact

This highly interactive program begins with an overview of contemporary brain science. You will learn the basics of neuroscience and become familiar with important techniques for measuring and manipulating brain function. An interdisciplinary team of Wharton faculty will share major findings in neuroscience with applications to business, including selective attention and advertising; valuation and marketing; decision-making and the tyranny of choice; learning, innovation, and creativity; user experience and product design; and social influence, team building, and leadership.

A blend of lectures, case studies, experiential sessions, and small-group work will help you begin to apply the latest insights from neuroscience to your organizational challenges. Participants will also work closely with one other and with faculty on a project to develop new ideas for neuroscience applications. The project culminates in a pitch session on the final day that will be critiqued by the group. You will leave the program with an actionable plan and a new network of highly experienced peers and faculty experts that you can access into the future.

Wharton LIVE Programming

Real-time, synchronous peer learning

The live, virtual version of Leveraging Neuroscience for Business Impact is a four-day program led by the same Wharton faculty who teach in the on-campus version. The program's academic director is Professor Michael Platt, who is director of Wharton's Neuroscience Initiative and the author of the forthcoming book The Leader's Brain.

Faculty who teach in this program will not only share their research and insights, but also facilitate daily forums that include exercises, teamwork, and demonstrations of the latest neuroscience technology. The program requires a high level of engagement, including interactive discussions, small group work, and a group project.

Program Duration:

  • Jan. 11 – 14, 2021
    8:00 a.m. to 1:00 p.m. EDT (most days)

Building Your Network

Leveraging Neuroscience for Business Impact includes multiple opportunities to get to know the other participants and build your professional network. These include:

  • Innovation Project
    Small groups work together to develop and pitch a new application of neuroscience research and addresses a perceived challenge or business idea. This is not just an academic exercise: some groups have continued to work together to develop their ideas months or years after the program end.
  • Wharton After Hours
    A discussion board will be open both during and after the program ends. Continue the conversation with faculty and participants, get your questions answered, and explore potential solutions to your business challenges.

Session topics include:

  • Tools of the Trade: How to Measure and Manipulate Brain Function
  • The Neuroscience of Decision-Making: Tools for the C-Suite
  • Vision and Attention for Design and Advertising
  • The Social Brain: Cultivating Leadership and Building Team Chemistry
  • The Neuroscience of Motivation and Engagement: Beyond the Focus Group
  • Managing Innovation through Brain Science
  • Brain Training and Performance Enhancement

audio icon

Listen to Faculty Interview:

Professor Michael Platt talks about Leveraging Neuroscience for Business Impact on Wharton Business Radio, SiriusXM.

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

Under the Hood: Professor Michael Platt says this program goes beyond scientific theory to understanding human behavior.

Participants in this program are executives responsible for driving top-line growth, managing portfolios, leading innovation, or creating new business models. Specific industries that will benefit from program content include but are not limited to pharmaceuticals and health care, marketing, manufacturing and consumer products, and financial services.

Potential job titles and roles include:

  • Director, senior director, vice president of large corporations
  • CEO, president, senior vice president, general manager of mid-size enterprises
  • Founders or CEOs of rapidly growing, successful entrepreneurial ventures
  • Government and military professionals
  • Managers in strategy, marketing, and R&D

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

Participant Profile

Participants by Industry

Leveraging Neuroscience for Business Impact participants by industry

Participants by Job Function

Leveraging Neuroscience for Business Impact participants by job function

Participants by Region

Leveraging Neuroscience for Business Impact 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.


Michael Platt

Michael Platt, PhDSee Faculty Bio

Academic Director

Director, the Wharton Neuroscience Initiative; James S. Riepe University Professor, Professor of Marketing, The Wharton School; Professor of Psychology, Professor of Neuroscience, University of Pennsylvania

Emily Falk

Emily Falk, PhDSee Faculty Bio

Associate Professor of Communication, Associate Professor of Psychology, The University of Pennsylvania; Associate Professor of Marketing, The Wharton School

Elizabeth Johnson

Elizabeth Johnson, PhDSee Faculty Bio

Executive Director & Senior Fellow, Wharton Neuroscience Initiative, The Wharton School

Joseph Kable

Joe Kable, PhDSee Faculty Bio

Baird Term Associate Professor of Psychology, University of Pennsylvania

Gideon Nave

Gideon Nave, PhDSee Faculty Bio

Assistant Professor of Marketing, The Wharton School

Research Interests: Computational neuroscience, cognitive psychology, game theory, machine learning


What part of the brain is responsible for decision making?

When we are confronted with a choice, the cerebral cortex first decodes the perceptual properties of the options available. By comparing current options with our memories, as well as our current internal state, our brains assign value to the options, which are represented in the ventromedial prefrontal cortex and ventral striatum. The options with the highest value are then typically selected for choice by the prefrontal cortex. To aid these processes, the parietal cortex uses prior experience to focus attention on the most relevant and valuable options. All of this takes place across distributed networks connecting sensory input to motor output. Consequently, disorders involving different parts of the brain can produce distinct kinds of impairments in decision making, from impulsivity to problem gambling and other forms of addiction.

What is the reward center of the brain called?

There isn’t one reward center of the brain. Instead, there is a network of reward areas. One of these, the ventral tegmental area, is a part of the midbrain that produces dopamine, an important neurotransmitter needed to predict rewards and learn how to acquire them. Dopamine is transmitted to many different areas of the brain — in particular, the prefrontal cortex and striatum — to motivate behavior, guide learning, and make decisions. Remarkably, most parts of the brain are sensitive to reward, so processes from perception, attention, and memory to emotion can be focused on making decisions that acquire rewards and avoid punishments.

Which part of the brain is responsible for motivation?

The mesolimbic pathway, originating in the ventral tegmental area of the brain, is key to motivation. This pathway uses the neurotransmitter dopamine to motivate goal-directed behavior. Motivation is different from pleasure and also different from reward. Motivation is the internal drive to achieve a goal or obtain a reward. Dopamine increases during anticipation and provides the drive to obtain a desired goal. There is another part of the frontal lobe, the anterior cingulate cortex, that drives the extreme motivation necessary to do the difficult or impossible — like climb a mountain or run a marathon.

What does neuroscience have to do with leadership development and business management?

Neuroscience has a lot of relevance for leading and managing companies and teams. Neuroscience can help inform how we work best with others, build effective teams, and overcome bias, just to name a few leadership traits. The social brain network is specialized for managing our connections with others, and activation in this network underlies attention to others, empathy, and cooperation.

Neuroscience also provides an alternative way of looking at traditional leadership hierarchy within business settings. In fact, high status within a social hierarchy is associated with less activity in the social brain network, impairing the development of good working relationships. Using these kinds of observations, neuroscience can help inform the mechanisms that lead to better business decision making and optimized business practices that improve productivity, reduce stress, and lower employee turnover.

Why do business leaders need to know about neuroscience?

All human behaviors — from what consumers choose to buy, to how they invest, to how they respond to advertising, to how they relate to team members or clients — arise from how their brains work. And we now know that people are not very good at reporting their brain states. Today business leaders can measure those brain states directly. Neuroscience gives business leaders the objective, scientific tools they need to understand both consumers and employees and use that information to make better business decisions.

Why is neuroscience relevant to business leaders today?

Today’s dynamic, hyper-connected, global business world makes every decision count more than ever. Neuroscience provides a science-based toolkit that can help business leaders make better decisions. Today we are at an inflection point where neuroscience and neurotechnology provide a scalable, objective way to improve all aspects of business decisions, from marketing, to human resources, to innovation, to finance, to entrepreneurship.

Which companies are leading the charge on neuroscience?

Marketing is the most mature area of business being disrupted by neuroscience and the clear leader in this space is Nielsen. All the major tech companies, like Facebook and Google, are now using neuroscience to understand people with ever greater precision. Wealth management companies like Vanguard are beginning to apply neuroscience to develop better models of investors. And there are multiple companies, like CTRL-labs, Halo, Muse, and Neuralink, that stand poised to bring brain-computer interface technology into everyday use.

Which industries are being disrupted by neuroscience?

We are at the dawn of a revolution in which many if not most industries will be disrupted by neuroscience. As our understanding of the relationships between brain states and decision making and human performance become more precise, this will change the way employees are selected, on-boarded, and trained; shift work is scheduled and monitored; and investment decisions are personalized for individuals. We believe human resources will be the next big area of disruption for neuroscience.

How does neuroscience impact decision making?

Brain physiology limits the number of items we can usefully consider, so decision making seems likely to depend on individual biology. People also differ in how sensitive they are to negative outcomes, uncertainty, risk, and volatility, and these individual sensitivities strongly shape the way they make decisions. In large measure, these limitations are both strongly rooted in each person’s individual biology and can be measured using neuroscience techniques. These facts mean business leaders can use neuroscience to help them make more precise business decisions.

Date, Location, & Fees

January 11 – 14, 2021LIVE Virtual$4,900

May 18 – 21, 2021LIVE Virtual$4,900

Download the program schedule, including session details.

Download ScheduleApply Now

Hotel Information

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

International Travel Information »

Plan Your Stay »

Contact Us

Schedule a personalized consultation to discuss your professional goals:


Better Communication through NeuroscienceBetter Communication through NeuroscienceRead the Nano Tool from Wharton@Work

The Leader’s BrainNEW BOOKRead the introduction to Professor Michael Platt’s new book, The Leader’s Brain: Enhance Your Leadership, Build Stronger Teams, Make Better Decisions, and Inspire Greater Innovation with Neuroscience.Download PDF

Still considering your options? View programs within Leadership and Management, Marketing and Sales, Strategy and Innovation, Wharton LIVE Virtual Programs or:

 Find a new program