Tuck’s Custom Process
The Customization Continuum: How Much Customization Do You Need?
Tuck offers a wide range of program customization options, depending on your leadership development needs.
Many of our custom clients begin their relationship with us by sending participants to one of our open enrollment programs. Based on participant feedback, they then might choose to bring that experience—with a modest amount of customization—to a broader executive audience within their organization. This type of program is at one end of the spectrum, what we consider “lightly” customized. An example of this is a financial services firm that sent participants to Tuck’s Leadership and Strategic Impact program and later decided to bring the essentials of that program, plus company-specific discussions and materials, to all the company’s vice presidents and officers.
Most of our clients desire programs at the “deeply” customized end of the spectrum, where we start from scratch based on the client’s specific strategic objectives. An example of this is a software design company’s program for senior managers worldwide. Tuck faculty worked with the company’s CFO to co-create a program that aligned with the firm’s business strategy and used industry-specific materials. Read the Autodesk case study.
Tuck works with clients all along the continuum of customized leadership development initiatives. Faculty involvement is strong from the beginning in all Tuck custom engagements, and you can count on working with a consistent and responsive team throughout the process.
Program Design and Delivery
Tuck’s approach is personal, collaborative, and thorough. We take the time to listen to your needs and pull from our pool of resources to find the most appropriate faculty and content to deliver results.
First, we focus on understanding your business, the strategic challenges you face, and your goals for the learning intervention. We learn about your organization by interviewing executives, studying company documents, and immersing ourselves in the business context. We partner with you to create a design team that includes your talent management or learning and development professionals, members of your executive team, and our staff and faculty.
Next, we work with you to craft the architecture, content, and flow based on what we’ve learned and what you want to accomplish. Together we formulate a design that integrates multiple learning methods, such as faculty-led introduction of concepts and frameworks, facilitated discussions, application exercises, experiential learning, action-learning projects, 360-degree assessments, and coaching. Then, we create a project plan, select and develop appropriate learning materials and activities, and confirm delivery requirements. Tuck is flexible on location, delivering programs at Tuck and at locations around the world.
During the program, Tuck faculty lead your executives through discussions and activities that help them develop new ways of thinking and explore how to apply what they are learning to improve performance. Senior leaders usually join the group to informally discuss critical business issues and opportunities and to support participant learning. Action-learning project teams begin work that continues back on the job and culminates in presentations and recommendations to senior executives.
Post-program, we work with you to evaluate the effectiveness and impact of the initiative, the way in which it is altering individual and organizational behaviors, and what we can do together to continue building momentum and refining content for the next delivery or a follow-on program. We also strive to create an active community for executive education alumni that fosters networking and sharing of ideas. Continuing to build and nurture relationships after the program concludes is an enriching part of the leadership development journey.
Learn more about Tuck's philosophy and some of the learning methods we use.
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SCTE-Tuck Executive Leadership Program (2011)
Thought Leadership Download
HBR Ideas in Practice: Transforming Your Organization with the Three Box Approach
Hasbro's CEO, Brian Goldner, and Tuck professor Vijay Govindarajan write about how the Three Box Approach has transformed Hasbro's business.
Thought Leadership Download
Case Study: Thomson Reuters Global Executive Program
Thomson Reuters teams up with Tuck and IE Business School in Spain to accelerate innovation and leadership development among its global executives.
Case Study: Hasbro’s Strategic Shift from Toys to Talent
Learn about the Global Leadership Program Hasbro created in partnership with Tuck.