The Program for Directors in the Public and Non-Profit Sectors consists of five multi-day master classes and addresses all of the societal challenges and issues facing public and non-profit organizations. In addition to the latest scientific information and conceptual models in the areas of strategy, innovation, leadership and governance, we provide a trusted environment in which you will deepen your vision through inspiring discussions with fellow participants and world-class lecturers. There is plenty of room for informal conversations about the information you have gained.
The program works well in combination with a board position. In fact, the work-study combination has an added value that we utilize extensively. The knowledge you acquire during the program can be applied to your work situation straight away. Your own experiences are used as material for further reflection in your studies. This results in constant interaction between work and training.
Master class: Innovations in governance (study trip)
During a study trip to Harvard Kennedy School, we will examine the differences in realizing public value between the US, Europe and the Netherlands. We will reflect on governance and decision-making from an international perspective.
Master class: Public value and social entrepreneurship
We will investigate the development of the way in which public value was realized in the past and how it will be realized in the near future. Who decides what needs to happen, and what is the role of entrepreneurship in that? How do directors’ personal ambitions correlate with the public good?
Master class: Trends and dilemmas related to strategy and innovation
The environment in which public value is realized is ever changing. We constantly need to look for new methods and collaborations. Which trends and dilemmas are at play, and how do you respond to them as a director?
Master class: Governance, development and perspective
Governance in the public and non-profit sectors has its own set of dynamics. This requires active relationships with stakeholders, but how do you organize that? And which structures encourage or inhibit those relationships?
Master class: Strategic leadership in complex organizations
As a director, you manage abstract and complex processes. What does this require of directors? And how do personal and moral incentives affect interaction with the environment and the organization?