Pixel International Conferences

Executive Education is today a very competitive market. In order to stand out and to be successful there are three pillars that should be developed in a parallel way, because conceiving Executive Education just as a "lifelong learning" activity would not lead to shaping an effective and successful executive education offer. In fact, ‘lifelong learning’, even if is a key factor, since professionals in different sectors first of all proactively decide to engage in executive education -  their aim is to hone their skills, while widening their thinking and strengthening their skills, in an experiential and creative learning environment - is the first pillar of three. The second one is ‘networking’ intended in a two-folded way: even if the access to key speakers should not be overlooked as a factor of motivation to engage in Executive Education, the classical exchange of business cards is not enough, networking in fact spans also the opportunity to peer networking and to gain guidance from the other mid-career/senior participants, opening your mind to solve similar issues that others’ are facing and receiving feedback on the challenges that you are encountering. This practice creates trust, which is fundamental to turn pure networking, which often remains at the surface, into relationships building. Last but not the list ‘Advocacy’ which plays an enormous role first of all for the outreach, and secondly in the mid-long run is fundamental to build a solid reputation.
The case study of the newly born School of Transnational Governance at the European University Institute will be investigated. 

Keywords: Executive Training, Lifelong Learning, Peer learning, Strategic Partnership.

References:

[1] Jay A. Conger, Katherine Xin, Executive Education in the 21st Century, Journal of Management Education, MOBST, 2000 February
[2] Philip T. Crotty (Northeastern University, Boston, Massachusetts, USA), “Executive education: yesterday and today, with a look at tomorrow”, Journal of Management Development, Volume 16, issue 1, 1997
[3] Frank R. Lloyd and David Newkirk, “University-Based Executive Education Markets and Trends”, Executive Education Consortium, 2011 August
[4] Christian Dalsgaard, Supporting Transparency between Executive Students, The International Conference on E-Learning in the Workplace 2009, www.icelw.org
[5] Ronald B.Mitchell, “Transparency for governance: The mechanisms and effectiveness of disclosure-based and education-based transparency policies”, Volume 70, Issue 11, Ecological Economies, ELSEVIER, 2011 September