Silicon Valley Executive Education (SVEE)

By: Robert David, Faculty Director @ Silicon Valley Executive Education

Take a quick glance at any recent mainstream Leadership Development Program (LDP) research and you’ll likely be confronted with some grim statistics:

Korn Ferry reports only 14% of CEOs have confidence in their leadership talent’s ability to execute and expand on business strategies.

Gartner findings indicate only 20% of HR leaders are effectively able to demonstrate the positive impact leadership development has on their company’s overall business.

Between 2009 and 2023, the likelihood of an individual failing in a new leadership/executive role within the first 18 months held fairly steady at roughly 40%.

These stats suggest many truths about the state of leadership development in 2026. Chief among them? Today’s CEOs are treated like leadership development passengers, not drivers.

The above data points—like so many others in our current literature—barely factor leaders into leadership development at all. Instead, the research is often compiled from an HR or CHRO perspective, fashioning LDPs solely as pre-packaged HR deliverables and casting CEOs in supporting roles as peripheral sponsors, lukewarm participants, or basic budget holders.

This framing is no accident; the gap between “CEO as passive LDP observer” and “CEO as proud LDP architect” is very real. And yet, my perspective from the executive development side of the table tells me we need to let CEOs take the LDP wheel.

Consider these more positive metrics:

TeamStage uncovers 62% of “successfully completed” business projects are backed by “supportive” sponsors.

Gallup finds a full 69% of employees who “strongly agree” their leaders make them “feel enthusiastic about the future” are actively engaged at work.

A Harvard Business Publishing Corporate Learning paper cites an i4cp/ATD report pointing to a “strong correlation” between enlisting leaders as hands-on teachers for formalized LDPs and positive “market results and learning effectiveness.”

With this collective case for robust executive LDP involvement in mind, we’re faced with a few burning questions: How can a CHRO or CLO influence upward? How can they get CEOs more heavily invested as architect drivers of LDPs across entire organizations—from the C-suite on down?

I submit the following answers:

Be specific: Don’t pitch a program. Pitch executive action.

A common mistake most CHROs make is presenting an LDP as a sort of conceptual philosophy for CEOs to endorse. But for an LDP program to be truly successful, it must be far more concrete. And executives should be given a definitive set of asks to get it off the ground.

Before pitching to your CEO, be sure to assess key stakeholder “needs, gaps, opportunities, and strategic priorities” and let these inform your program structure. Securing this foundation for your LDP—though mind-bendingly rare in many instances—is something both industry leaders and behavioral scientists can get behind:

Forbes Councils Member David James warns, “People naturally align their political capital with initiatives that have momentum and serve their own strategic agendas. If [an LDP] isn’t getting traction at the top, the most likely explanation is that it isn’t addressing anything executives are actually worried about.​”

Meanwhile, leadership scientist and Behavioral Sciences author Dr. Jaason M. Geerts notes the right amount of pre-pitch prep allows development experts to “…ensure that the purpose, priorities, desired outcomes, personnel, and content of leadership development will best serve the organization as it evolves,” adding, “This engagement also increases the likelihood that contributors will share ownership of the success of programs.”

To develop your own refined pitch, I recommend bringing three time-bound asks to your CEO and/or relevant executives:

1. A commitment to a 90-minute working session (as opposed to a kickoff speech) in which they’ll personally define five leadership behaviors the LDP strategy will require over the next 18–24 months. Note: These should be behaviors. Not competencies. Not values. Tangible behaviors tied to specific bets the company is making on leadership development.

• An early pledge to engage in specially defined, regularly recurring appearances (e.g., teaching a module, conducting a fireside Q&A at a scheduled cadence, etc.), so C-suite participants can put these dates on the books before their calendars fill up with other obligations.
  
• A set seat in the succession/calibration review for the organization’s top two layers, for which the executive will be tasked with making definitive calls re: 15 to 20 actual people (not just rubber-stamping slides with employee bios).

It’s worth highlighting none of these asks demands the executive/CEO “believe” in or endorse leadership development. Rather, they require around six hours of face time and a handful of genuine, actionable decisions. CHROs/CLOs will discover these two things—time and decision-making— are much easier “yesses” that inspire true ownership, if only because once someone makes a call, they’re more likely to be invested in whether the call was the right one moving forward.

Use your board. Not your stat sheet.

Market-trend research outfit Proshare recently recommended that those learning professionals having trouble landing executive LDP “buy-in” should look outside the immediate C-suite for help.

And with good reason.

Obviously, what we’re after here is more than a submissive buy-in, but this recommendation still fits our purpose. Here’s why:

CHROs/CLOs effective in securing rigorous participation from executives tend to work board relationships just as hard as CEO relationships.

Their logic? CEOs already know their talent bench is thin and that leadership development is a proverbial “nice to have.” These facts alone aren’t enough to move the needle on LDP ownership. What does move the needle is when the board comes around asking questions.

If CHROs can get “Top-Tier-Layer Bench Strength” on their board’s talent/succession agenda as a standing item, odds are their CEO will start treating LD like a matter of personal accountability, rather than just a routine HR metric. This will help shrink the gap between a passive, numbers-based LDP sign-off and an active reclaiming of LDP initiatives.

Start at the top and be flexible.

“It’s important…to let them think to some degree it’s their idea.”

So says Ashley Amiri, VP of Training and Guest Experiences for Huky Entertainment, on mapping development efforts to executive needs.

This brings up a critical point to keep in mind as you build out an LDP and present it to your C-suite: Learning development needs room to grow, certainly, but move too fast or push too hard and executives might withdraw their time and interest.

I suggest you remain nimble and start “small,” focusing on engaging executives via the three specified asks above. If you come on too strong with “We need this activated now across VPs, directors, managers, and individual contributors,” what you’re offering is a templated program at scale—and programs like that are easily delegated and quickly forgotten.

But if you encourage your CEO to complete the recommended asks for their direct reports and for one layer below (i.e., get them showing up to teach, making succession decisions, and passionately investing their time while owning the results), any positive outcomes become a visible proof of concept, and downward flow becomes an obvious next step. You’ll probably find the CEO will ask you to begin extending the LDP initiative down the chain as they look to widen their initial success.

In other words, you’ll have essentially convinced them a downward LDP cascade was their own brilliant idea.

Anchor your pitch to what’s already in play.

Amiri also observes the battle for leadership development is a battle for attention. On lukewarm executives, she says:

“Knowing what’s important to them is going to help you frame the story more effectively…So, if you can say, ‘You know, we’re doing this leadership development program, and, Bob, I remember when we had that conversation about how great it would be if we had all of our leaders who were fully trained in X, or the impact it would have on the business if our leaders were more proficient at [Y,]’…you’re already [generating participation]because you’re using an interaction you had with them where they were passionate and bought into something.” 

This raises yet another crucial leadership development truth I’ve found to be self-evident:

CHROs who can influence CEOs into co-owning LDPs almost always anchor them to a challenge the CEO was already losing sleep over or a passion already keeping them up at night.

Remember that generic, “our leadership bench is weak”-type statements are doomed to compete with everything else for your CEO’s time and consideration. But if you take pains to align your pitch with live problems or passion projects that already occupy executive attention—a failed transition, say, or an upcoming M&A integration, a strategy refresh requiring a deeper talent bench, etc.—your interface transforms into a conversation about relevant, real-time company issues, as opposed to a pitch your CEO can simply kick down the road.

Choose your words carefully.

As the Harvard Business Publishing paper referenced above cautions, most leaders are naturally “time-crunched and overextended,” clinging to more immediate priorities like “dealing with today’s cris[es]” or focusing on results in the here and now.

As such, your LDP approach must be both thoughtful and judicious, with clear, bite-sized assignments that won’t register as dreary life sentences. To do this, make sure your requests are modest and specified: minimal in scale but detailed in their directive. Less “Please own this massive program for us, boss,” and more “Make these definitive decisions, apply them at these specialized levels, at this prescribed cadence, and we’ll be well on our way.”

The most essential takeaway? CEOs don’t resist leadership development ownership in the abstract; they resist being handed a programmed deliverable they had no real say in while they’re juggling so many other demands.

Ask them to demonstrate their leadership expertise through precise decision-making and pre-determined participation tied to real-world challenges, and they’ll feel more like they’ve made a personal stake in an ongoing journey toward progress.

And ownership will follow.   

In short: Hand them the keys, let them drive, and soon…they’ll own the road.

Sources:

https://brimco.io/leadership/leadership-statistics/

https://www.mckinsey.com/featured-insights/future-of-asia/four-steps-to-success-for-new-ceos

https://teamstage.io/project-management-statistics

https://www.gallup.com/learning/474638/effective-leadership-training.aspx

https://www.harvardbusiness.org/wp-content/uploads/2018/11/19687_CL_LeaderLedDev_Paper_Nov2018.pdf

https://pmc.ncbi.nlm.nih.gov/articles/PMC11505461/#B7-behavsci-14-00955

https://www.forbes.com/councils/forbeshumanresourcescouncil/2026/08/25/why-ld-is-always-seeking-buy-in-and-what-to-do-instead

https://proshare.co/articles/getting-leadership-buy-in-for-training-initiatives-the-role-of-ld-professionals?menu=Business&classification=Read&category=People https://www.youtube.com/watch?v=sMfGfPi6pqc

The toughest conversations define the best leaders. Yet most leaders struggle when it comes to delivering difficult messages. They delay, soften, or avoid altogether the conversations that could catalyze meaningful change. I’ve spent my career working with thousands of executives, and have observed a consistent pattern: leaders who master the art of sharing hard truths create organizations where trust thrives and performance soars.

The ‘Feedforward’ Advantage

Traditional feedback focuses on what’s already happened—dwelling on past mistakes and missed opportunities. When sharing hard truths, this backward orientation often triggers defensiveness and reduces receptiveness. Instead, consider ‘feedforward’: a future-focused approach that provides suggestions for improvement rather than critiques of past performance.

When you must address a serious performance issue, frame it around future possibilities. Rather than cataloging everything someone did wrong, ask them to envision what success looks like and offer specific ideas for achieving it. People are remarkably more receptive when you’re helping them create a better future rather than prosecuting their failed past. The difference isn’t semantic—it’s psychological. ‘Feedforward’ invites collaboration; feedback often feels like judgment.

This doesn’t mean avoiding accountability. It means packaging hard truths in a way that maximizes the chance they’ll be heard and acted upon. When you tell someone their approach isn’t working, immediately follow with concrete suggestions for what could work better. Make it fast, focused, and forward-looking. Right?

Value Lives in the Receiver

Here’s a truth many leaders miss: value is defined by the receiver, not the giver. You might believe you’re sharing important wisdom, but if your message doesn’t help the other person accomplish their goals, you’re just making noise.

Before delivering a hard truth, ask yourself: “How can I be helpful?” This subtle shift transforms the dynamic. Instead of wielding your knowledge or authority, you’re genuinely serving the other person’s development. The hard truth becomes a gift rather than a weapon.

Leaders often say, “I’m authentic—I tell people what I think.” But authenticity without impact is self-indulgence. True leadership means your beliefs create value for others. Does your feedback help people think better? Does it strengthen them? Are you using your power to empower them? These questions must guide every difficult conversation.

Vulnerability with Direction

Effective truth-telling requires vulnerability, but vulnerability alone isn’t enough. Constantly sharing your struggles without demonstrating how you’re working to overcome them signals weakness, not authenticity. The key is pairing vulnerability with commitment to improvement.

When admitting a mistake or acknowledging a problem, include the second part of that sentence: “Here’s how I’m working toward it.” This combination shows you’re human while demonstrating the very accountability you’re asking of others. It transforms confession into leadership.

Be willing to say things like “I don’t know: can we find out together?” Acknowledge your limitations while maintaining confidence in the team’s ability to find solutions. This models the behavior you want to see—honest self-assessment coupled with forward momentum.

Build Trust Through Predictability

Hard truths land better when they come from trusted sources. Trust isn’t built through grand gestures but through consistent, predictable behavior. When your team knows what you stand for and can anticipate how you’ll respond, difficult messages carry more weight because they’re contextualized within an established relationship.

Be predictable in living your values, authentic in acknowledging that your truth may not be others’ truth, and vulnerable in admitting when you don’t have all the answers. This foundation makes hard conversations possible because your team believes you have their best interests at heart.

Focus on Results, Not Just Attributes

When delivering difficult feedback about performance, connect it to concrete results. Leaders sometimes get lost discussing personality traits or general behaviors. Instead, tie your message to outcomes that matter—for employees, customers, the organization, and investors.

Ask: What specific results are we not achieving? How does this behavior impact our ability to deliver value? The hard truth becomes less personal and more practical when grounded in measurable outcomes. You’re not attacking who someone is; you’re addressing what needs to change for everyone to succeed.

Make It Simple, Fast, and Actionable

Complexity kills candor. When sharing hard truths, resist the urge to over-explain, justify, or soften the message with endless caveats. Be simple. Be focused. Be fast.

Offer four specific suggestions for improvement and let the recipient choose what resonates. Don’t waste time debating the quality of ideas or defending your perspective. Present options, trust the other person’s judgment, and move forward. This approach respects their agency while providing the direction they need.

Serve Others Through Truth

When an employee shares their truth with you, resist the urge to explain why that seems false. Listen instead. Observe. Seek to understand. The hardest truths often flow both ways—sometimes you need to hear difficult feedback about your own leadership.

Creating space for others to share hard truths with you demonstrates that candor is a cultural value, not a one-way street. Be calm, curious, and compassionate when receiving tough feedback. Show your team what it looks like to accept hard truths with grace and use them for growth.

The Contact Sport of Leadership

Leadership is a contact sport—it requires regular, ongoing interaction. You can’t deliver a hard truth once and expect transformation. Follow up. Check in. Have multiple conversations. The most important message you send is consistent engagement, showing you care enough to stay involved in someone’s development journey.

The leaders who excel at sharing hard truths understand they’re not performing an unpleasant duty—they’re offering a profound service. Every difficult conversation is an investment in someone’s potential. Done well, truth-telling builds the very trust and performance that organizations desperately need. The question isn’t whether you should share hard truths, but whether you’re doing it in a way that actually helps people grow.

First published on January 20, 2025 (https://www.linkedin.com/pulse/change-leadership-vs-management-blueprint-iwxlc/)

By Robert David

At the World Economic Forum in Davos, Switzerland this year, one of the themes is today’s rapidly evolving business landscape: organizations must do more than just adapt to survive; they need to lead change to thrive.

The distinction between Change Leadership and Change Management is critical.

Change management focuses on process and control, ensuring that change is implemented systematically. Change leadership, on the other hand, is about vision, inspiration, and rallying people around transformative goals. It’s the difference between steering a ship and charting an entirely new course.

Through this lens, here are 3 Fortune 500 companies that have embraced change leadership to increase revenue, cut expenses, and enhance productivity.

Microsoft’s Cultural Transformation Under Satya Nadella

The Problem: By the early 2010s, Microsoft faced stagnation. Its products, while ubiquitous, were perceived as outdated, and the company culture was criticized for being siloed and overly competitive.

The Vision: When Satya Nadella became CEO in 2014, he introduced a transformative vision focused on collaboration, empathy, and innovation. Nadella redefined Microsoft’s mission: “To empower every person and every organization on the planet to achieve more.”

Change Leadership Actions:

1. Cultural Shift: Nadella prioritized a growth mindset, encouraging employees to learn and adapt. This was a marked departure from the previously rigid, results-driven culture.
2. Product Strategy: Microsoft embraced cloud computing and open-source technologies, pivoting to Azure and integrating AI capabilities into its offerings.
3. Listening Tours: Nadella personally engaged with employees and customers to understand their needs and foster trust.

Change Leadership Results:

• Increased Revenue: Microsoft’s market cap soared from $300 billion in 2014 to over $2.5 trillion by 2023.
• Productivity Gains: The integration of tools like Microsoft Teams and AI-driven solutions enhanced collaboration and efficiency.
• Cost Efficiency: The shift to cloud-based services reduced reliance on costly physical infrastructure.

Procter & Gamble’s Innovation Revolution

The Problem: By the early 2000s, P&G’s growth had plateaued, and the company struggled to deliver consistent innovation in a crowded consumer goods market.

The Vision: @A.G. Lafley, P&G’s CEO at the time, envisioned a company that would make innovation everyone’s job. He championed the idea of “Connect + Develop,” where P&G would source 50% of its innovations externally, leveraging partnerships and open innovation.

Change Leadership Actions:

1. Open Innovation: P&G collaborated with startups, universities, and even competitors to co-develop new products.
2. Customer-Centric Approach: The company redefined product development by focusing on deep consumer insights.
3. Empowering Teams: Lafley emphasized “innovation leadership,” training employees to think creatively and take ownership of their projects.

Change Leadership Results:

• Revenue Growth: P&G introduced successful products like Tide Pods and Swiffer, revitalizing its product lines and boosting sales.
• Cost Savings: Open innovation reduced R&D costs by leveraging external expertise.
• Productivity: Employees’ ability to innovate across departments led to faster product launches and improved market responsiveness.

Amazon’s Relentless Focus on Customer Obsession

The Problem: Amazon, while successful, constantly faced challenges to sustain growth and maintain its position as the leader in e-commerce.

The Vision: Jeff Bezos’ mantra of “customer obsession” became the cornerstone of Amazon’s culture. The company’s mission was clear: “To be Earth’s most customer-centric company.”

Change Leadership Actions:

1. Two-Pizza Teams: Small, autonomous teams were empowered to innovate rapidly.
2. AI and Automation: Amazon invested heavily in AI and robotics to streamline warehouse operations and personalize customer experiences.
3. Day 1 Mentality: Bezos’ “Day 1” philosophy encouraged employees to act like a startup, staying agile and taking calculated risks.

Change Leadership Results:

• Revenue Growth: Amazon’s revenue grew from $107 billion in 2015 to $469 billion in 2021.
• Operational Efficiency: Robotics in fulfillment centers and AWS optimizations significantly reduced operational costs.
• Customer Satisfaction: Innovations like one-day shipping and Alexa-powered devices reinforced customer loyalty and brand dominance.

Key Insights for Future Change Leaders

1. Lead with Vision: A compelling vision inspires employees and customers alike. Whether it’s Tesla’s sustainable future or Microsoft’s empowerment mission, the “why” behind the change matters.
2. Empower Teams: Change leadership thrives on trust and autonomy. From Amazon’s two-pizza teams to P&G’s innovation champions, empowering employees drives creativity and accountability.
3. Focus on Culture: Cultural transformation is foundational. Nadella’s growth mindset and Tesla’s first principles approach underscore the importance of aligning culture with strategy.
4. Leverage Technology: AI, automation, and cloud computing are not just tools but enablers of transformative change.

As leaders, we must recognize that the future of business is not about managing change but leading it. Organizations that embrace this mindset will not only adapt to the shifting tides but will create them, driving unprecedented success.

Our most recent article has been published on the SHRM Executive Network website this week. Which reason resonates most to you?

https://lnkd.in/gbGhVduj

“Persistent leadership starts at the top. Here are insights on how leaders can guide their teams toward extraordinary macro goals by staying present and purposeful at the micro level.”

hashtag#persistentleadership SHRM Executive Network hashtag#shrm hashtag#leadershipinsights

GOLD (“Gratitude Organizational Leadership Development”) is a program designed for improving Leadership Agility by combining the power of group peer work with individualized coaching. The program was crafted by experienced thought-leaders, from working with over 150 companies globally, conducted by The Gratitude Network in collaboration with Silicon Valley Executive Education.

Growing companies face many organizational and leadership challenges – just by the nature of growth. This program addresses these issues, drastically transforming leaders into ‘GOLD teams’, all while solidifying social responsibility and engaging employees in giving back.

Leadership Development

While many companies know that they need to find a way to continually develop their most significant leaders, they really have few options for doing this. Investing in leaders is one of the best investments a company can come given the positive ripple effects:

-Personal growth as a manager and leader
-Improved communications skills
-Increased sensitivity to diversity & inclusion
-Setting clear goals and expectations for employees
-Improved strategic planning

The GOLD Program is available to make this investment in the context of actual/current projects & challenges.

Top Leadership Retention

Retaining top leadership can be challenging for a variety of reasons:

-Competition
-Burnout / personal reasons
-Lack of growth opportunities / recognition
-Organizational culture
-Limited autonomy

The GOLD Program helps organizations retain their most valued leaders because it is viewed as a reward and privilege by the leaders who are chosen to participate in the program.

Increase Team Productivity
As a company grows, it can become more challenging to maintain the same level of productivity among teams.
-Complexity to navigate new resources
-Communication breakdowns
-Lack of clear goals and expectations
-Decrease in employee engagement
-Bureaucracy and red tape

The GOLD Program helps develop and maintain the high performance teams leading a company to success.

Organizational Silos
Siloed departments can happen for a number of reasons.
-Lack of communication and coordination
-Limited cross-functional collaboration
-Competition for resources
-Different cultures or incentives & rewards
-Limited leadership visibility & accountability

The GOLD Program will help with cross-functional leadership and lowering silos across departments

Lack of Inclusive Leadership
A lack of inclusive leadership can have a number of negative consequences for an organization.
-Lack of workforce diversity, which can negatively impact: Creativity & Innovation.
-Lack of engagement & retention of diverse employees.
-Culture of marginalization which will result in low morale & productivity

The GOLD Program will help with implementing DEI Initiatives

GOLD combines customized 1:1 leadership coaching AND monthly* group sessions for often siloed department leaders.

GOLD encourages immediate integration of skills with existing projects, programs & challenges.

GOLD allows you to cost-effectively retain & develop your most valuable leaders AND improve team-work & productivity throughout the organization.

The GOLD Program is different by combining 5 elements into leader & team growth:
-Customized 1:1 coaching to address individuals’ leadership needs
-Group process allows for Peer to Peer learning
-Group process tears down silos and create improved communication across organizations / departments
-Immediate integration with existing projects / programs and challenges
-Employee Engagement by applying leadership skills in your community

1:1 Social Impact is one of the best benefits of GOLD

For every employee enrolled in this program, The Gratitude Network offers a year of leadership training and one-on-one coaching to a deserving social impact entrepreneur.

In addition, choose the organization to direct the gift to within three categories (Education, Health and Well-being, and Human Rights) and in a variety of countries/regions.

EASY SET UP

C-suite sponsors (CEO / CHRO) choose 12 to 15 critical leaders from a company to participate in GOLD + Program length (6, 9 or 12 months)

Customize a program relevant to a company’s challenges thanks to GOLD’s carefully curated leadership modules. All participants learn together as peers in monthly facilitated group sessions.

We match one of our highly experienced executive Coaches to each of your chosen participants. Each participant receives monthly 1:1 coaching, which reinforces the group work and integrates with real time corporate projects and challenges.

PROGRAM COMPONENTS

-Pre-Assessment (360 assessment)
-Facilitated team learning modules (peer cohort)
-1:1 Coaching – once per month with highly qualified coach
-Quarterly check-ins with C-Suite sponsors
-Post-Assessment (to measure progress)

GOLD Customizable Modules

1. Building Trust & Emotional Intelligence
2. Highly Effective Leadership Coaching
3. Executive Presence
4. Building the High-Performance Team
5. Communication & Influence
6. Inclusive Leadership (DEI)
7. Developing a Culture of Accountability & Results
8. Creative Problem Solving and Innovation Management
9. Managing & Leading in a Changing Workplace

For more information, please contact robertdavid@svexeced.com.

https://hbsp.harvard.edu/inspiring-minds/making-vr-a-reality-in-business-classrooms

Lessons from INSEAD’s Executive Education Team

Put on a virtual reality (VR) headset, and you are immediately immersed in the sights and sounds of a retail showroom, a hotel front desk, or a tense boardroom negotiation—or, perhaps, transported to a state-of-the-art assembly line or a bustling city market miles away. For years, corporations such as Walmart and Hilton have explored the uses of VR technology in employee training, and we are now beginning to understand its potential for business classrooms and executive education. Questions remain: How does VR technology work in the business classroom and where does it fit into the future of online and in-person executive education?

Climate Change and Business Strategy (CCABS)

Who should take this 1-day program?

CCABS is intended for organizations and teams with an interest in how climate change is impacting business, and how business sustainability depends both on mitigating climate impacts and on adaptation to ongoing climate change. While the program does not shy away from using scientific terms, the material is easily accessible, and no prior familiarity with climate science is assumed. The program examines a range of approaches to business sustainability in the context of a changing climate, the actions that business can take to improve the climate outlook, and the emergence of a climate-aware economy.

What is the focus of this course?

CCABS is an optimistic take on the daunting issue of climate change, and maps how business can play a definitive role in addressing the problem of climate change. In terms of balance, the program addresses the business implications of climate change (80% of the day) integrated with a bit of Climate Science for grounding (20% of the day). 

What are the skills that this program is intended to develop?

• Understanding and communicating the business implications of a changing climate.
• Developing strategies for business sustainability in the context of a changing climate.
• Defining and carrying out the actions businesses can take to improve the climate outlook.
• Helping businesses prepare for the emergence of a climate-aware economy.
• Engaging with changing consumer expectations in the context of Climate Change.
• Responding to the demands that Climate Change place on corporate strategy.

Program summary

CCABS addresses a range of topics that cover the principal elements of how business is affected by climate change, and how changing business practices can improve (or worsen) the climate outlook. 

For more details, email robertdavid@svexeced.com.