CUES Executive Program in Management from Cornell University

Dates TBD

Led by General George W. Casey, JCB

VUCA is an acronym that stands for “volatility, uncertainty, complexity, and ambiguity.” Learn from General George W. Casey, Jr. how leaders understand and counteract the impacts of the VUCA world to lead more effectively today. In this course, you will gain insights into how you can identify and reduce the impact of volatility, uncertainty, complexity, and ambiguity in your workplace, elevating your opportunity to succeed. You will match your strengths and weaknesses with the leadership characteristics essential in today's VUCA world to formulate an action plan to guide you in improving your leadership skills. Finally, you will develop skills to improve your vision, courage, and character, ultimately preparing you to lead in a VUCA world.

Key Takeaways

• Identify the impacts of and antidotes for volatility, uncertainty, complexity, and ambiguity
• Identify the new and unique leadership characteristics needed for the VUCA world
• Match key leadership characteristics to your own strengths and weaknesses
• Determine the importance of character and leadership
• Develop skills to improve your personal prerequisites
   

*Dates are subject to change.

Dates TBD

Led by Steve Carvell, SHA

Every organization’s finance function keeps detailed records of the daily transactions involved in the running the organization. Periodically, they create reports that allow management, stakeholders and regulating authorities to have insight into the financial health of the organization. As a manager, you need to understand both the metrics that are reported in income statement, balance sheets, and cash flow statements, and how they relate to each other. You also need to understand how comparing numbers across your company, the industry, and from year to year, can help you assess the overall financial performance of the firm.

The in-depth review of sample case studies in this course will provide you with the tools you need to examine your own organization’s reports. As you make budgeting and investment decisions, your knowledge of how vital financial markers indicate relative health in the organization will help drive initiatives to meet your company’s financial goals.
 

Key Takeaways

• Understand the structure of the three principal financial statements: the income statement, the balance sheet, and the cash flow statement, and interpret the information found in these statements
• Identify online sources of financial information that can be used to conduct research on other publicly traded firms and industries
   

*Dates are subject to change.

Dates TBD

Led by Natalia Santamaría, Visiting Senior Lecturer, Cornell College of Human Ecology

Processes are the building blocks that define everyday operations in all organizations. Organizations run on processes, so the work of analyzing a department, a team, or even the entire organization starts with an analysis of the underlying processes.

In this course, you will analyze processes where the input and processing rates are fixed and have no variability. You will investigate the basic tools of process analysis, starting with the process flow diagram and ending with the performance measures of the process. You will create a flow diagram of a system or process in your own organization. Finally, you will identify and quantify the effects of the bottlenecks in that system or process and propose strategies to manage them.
 

Key Takeaways

• Create a process flow diagram that represents a process in your organization
• Identify the bottleneck in a process or system and quantify its effects
• Propose solutions to manage identified bottlenecks
   

*Dates are subject to change.

Dates TBD

Led by Chekitan Dev, SHA

In this course, you will evaluate your brand and define actions you can take to enhance your brand's performance. You will start by exploring the elements that make some brands great, why some brands garner premium consideration, and, as appropriate, how to improve a brand. You will work to create a great brand purpose and learn how to monitor the market to support the longevity of your brand by analyzing the impact of trends on your brand. You will also assess and strengthen your brand's mission, vision, and values. By the end of this course, you will have a strong vision, mission, a list of values for your brand and strategies to propel your brand forward.    
 

Key Takeaways

• Develop a plan to maximize your brand's volume, price, satisfaction, and repurchase premiums
• Analyze market trends to identify the most significant challenges and opportunities for your brand
• Assess your brand readiness to address market challenges and opportunities
• Define the building blocks of brand purpose: vision, mission, and values
   

*Dates are subject to change.

Dates TBD

Led by Karan Girota

All businesses rely on business model evolution through identifying and using new digital tools. In this course, you will identify the best method to choose the best ideas for digital transformation for your organization or entrepreneurial venture. You will conduct a builder audit to assess the current state of the innovation process and establish what the ideal state of building should be. After completing the builder audit, you will produce a digitization audit, where you will assess the current state of digital tools utilization in sourcing, organizational processes, customer interaction, and after-sales. This analysis will lead you to identify opportunities for digital technology use.
 

Key Takeaways

• Conduct a digital audit for your company or venture
• Identify what innovation should look like and identify gaps
• Develop a mindset to rapidly generate opportunities for digital transformation
• Use digital business model transformation templates to generate ideas
• Conduct a value creation analysis
• Develop a validated Business Model Canvas for your concept
• Identify a risk-limiting path to develop your idea
• Develop an action plan to implement digital innovation
   

*Dates are subject to change.

Led by David Schneider

In this course, you will learn how to assess risk with failure modes and effect analysis. You will evaluate different losses of functionality that your system could experience, and determine the possible effects and related causes. You will then develop objective ways of measuring the severity and likelihood of each of these causes, ultimately to develop a quantifiable measure of system risk. You will produce this analysis in a way that not only allows you to make decisions on how to handle these risks, but also justify your actions to others. This course equips you to recognize risk and reduce it.

Key Takeaways

• Identify potential system failure modes and their causes
• Complete a formal assessment of likelihood, impact, and overall risk
• Propose corrective actions
• Track mitigation efforts throughout and after the design process
   

*Dates are subject to change.

Dates TBD

Led by Risa M. Mish

In this course, you will create a strategy to turn a work group into a high-functioning team by evaluating challenges and applying techniques to generate positive team outcomes. Based on the research and expertise of Professor Kate Walsh, Ph.D., of Cornell University’s School of Hotel Administration, you will learn how to enable a team to take ownership of its own success and shift leadership roles as the team assumes greater responsibility. 

Using tools provided in this course, you will explore best practices in leading teams, assess case studies, and examine functional conflict. With the completion of an action plan at the end of the course, you will be ready to apply what you learn to your own organization.
 

Key Takeaways

• Create a strategy to create a high-functioning team
• Evaluate challenges and apply techniques to generate positive team results 
• Apply leverage points for enabling the team to take ownership for its own success and shift leadership role as the team assumes greater responsibility 
   

*Dates are subject to change.

Dates TBD

Led by General George W. Casey, JCB

Organizations that instill a clear vision and an effective business strategy at all levels are far more likely to succeed in our increasingly volatile, uncertain, complex, and ambiguous (VUCA) world. But before you can effectively define and impart your vision and business strategy to your organization, you must analyze and have a comprehensive understanding of the various facets of your operating environment. In this course, you will explore effective ways to achieve these goals with General George W. Casey, Jr. You will objectively assess the three critical dimensions of your operating environment (internal, external, and competitive) using the VUCA index so you can identify potential vulnerabilities and opportunities for your organization. You will then identify the characteristics of an effective vision statement and outline a clear vision for your organization. Finally, you will outline a plan to instill your vision and business strategy in your organization.

Key Takeaways

• Leverage a framework for understanding your operating environment to develop a vision and strategy to propel your organization forward
• Avoid making judgments on incomplete information
• Construct an effective vision statement
• Develop a strategy to accomplish the organizational vision
• Develop a clear and succinct communications plan to implement your strategy
   

*Dates are subject to change.

Introduction to the Credit Union Manager Executive Certificate Program

Led by General George W. Casey, JCB

The CFO Mindset—Connecting the Numbers to Strategy and Performance

Led by Drew David Pascarella, JCB

The CMO Mindset—Understanding Digital Marketing

Led by Vishal Gaur, JCB

This session provides a clear overview of the digital marketing world. Discover how players such as ad networks, demand-side platforms and data management platforms interact with advertisers, agencies and publishers. Then learn how to use time-proven frameworks to assess your members’ needs and identify your primary marketing objectives. Once you've put that all together, you'll learn how to evaluate the performance of digital marketing campaigns.

The CIO Mindset—Using Data and Technology to Enhance Member Engagement

Led by Karan Girotra

The CIO at the credit union no longer is solely responsible for maintaining technology and making the organization’s systems faster. Today the CIO plays a critical role in shifting the credit union toward a more flexible, modular system that allows it to roll out and change services at a previously unthinkable pace. They help create flexible, member-centric features off of nimble, cloud-based platforms that can be enhanced quickly and continuously. The CIO enables even modest-sized organizations keep up with the rapid pace of change in Fintechs. 

In this session, you will learn best practices for gathering and using member data to shape services, improve member experience, and enhance engagement.
 

Building Constructive Partnerships and Influencing Without Direct Authority

Led by Risa M. Mish

Among the most important relationships in this new landscape is the one between the CIO and CMO. Due to the rapid pace at which large amounts of data can be turned into unique insights and new products, this partnership is critical to making a successful shift to digital banking. Constructive partnerships and collaboration are essential if traditional financial service organizations are going to compete with FinTech upstarts. 

In this session you will examine the critical relationship between CIO and CMO and the ways a well-constructed partnership helps achieve organizational goals. You will explore how to develop a plan to build synergy and collaboration, discover effective approaches for influencing others, and learn how to create and deliver effective messaging. 
 

The CHRO Mindset—Motivating People for High Performance

Leaders are responsible for encouraging the highest possible performance from their employees. Most leaders recognize that motivation is a key driver of high performance. Few leaders are skilled at choosing the right combination of approaches and tools to motivate all of their people. Not all individuals are motivated by the same things, and some might be demotivated by the same conditions or incentives that motivate others. This session prepares you to analyze performance problems and assess whether they actually can be attributed to a lack of motivation or to one of several other root causes.

You will learn how to increase the factors that do motivate people and improve workplace performance. You will also use the three primary drivers of human motivation to foster better performance on the job.
 

Final Thoughts: What is Your Mindset?

Led by Elizabeth Mannix