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Abstract

By the time Alltech had reached its twentieth anniversary, the Company’s growth had surpassed even the ambitious goals of its founder, Pearse Lyons. This success, however, has led to a dilemma faced by many corporate leaders—a need to create a new cadre of managers who can take the company forward. After analyzing how best to fill this gap a commitment was made to build a highly customized, internal education program using lecture, case study and project-based learning processes. Developing staff management skills, increasing loyalty and empowering complex decision making have been some of the rewards realized from this commitment. Backed by senior management, Alltech has used lessons learned from the mini-MBA to shape its future strategy. This paper examines the options Alltech explored, the model it chose, and the costs and benefits of adopting an executive education program in agribusiness.

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