Faculty of Social Sciences

Sagicor Cave Hill School of Business and Management

Executive Education

Executive Advanced Leadership Programme

Senior leaders who complete a flagship executive programme typically leave with clarity of intent and a leadership playbook. What happens next is less predictable. Intent meets an organisation that has its own inertia, its own competing claims on capital and attention, and its own tolerance for how much change it will absorb. A year later, some of that intent has become organisational reality and some of it has quietly not.

 

The Executive Advanced Leadership Programme exists for that gap. It is a working capstone for leaders who have already done the identity work and now need to convert leadership capability into enterprise-level change that holds. Participants arrive with a real, unresolved strategic or organisational challenge that they own, and leave with a defended case for acting on it. Because every participant enters having completed a qualifying senior leadership programme, the cohort begins at a level that a general executive programme cannot assume. There is no foundational content on leadership identity, presence, authenticity or adaptive mindset. That ground has been covered. The three days move immediately to enterprise diagnosis, strategic choice, value creation and transformation, at a pace and level of challenge calibrated to leaders who have been through this School’s senior curriculum before.

 

The programme is deliberately demanding. Participants are expected to bring evidence, to have their reasoning tested in front of peers who will not defer to them, and to revise their thinking in the room. The intensity is the point.

 

Programme Objectives 

On successful completion of the programme, delegates will be able to: 

  •  Diagnose the deeper strategic challenge facing their organisation, distinguishing it from the presenting symptom.
  •  Interpret disruption, weak signals and scenario uncertainty in their own market and translate that reading into strategic implication.
  •  Recognise and correct for the decision biases that distort executive judgement at enterprise level.
  •  Make and defend strategic choices under genuine constraint, including the trade-offs those choices impose elsewhere.
  •  Construct business-case logic that survives board and executive committee scrutiny.
  •  Identify where new value will come from, using sustainability, innovation, AI and digital capability as levers rather than themes.
  •  Build stakeholder alignment architecture and negotiate the coalition a major change requires.
  •  Convert strategic intent into governed execution with metrics, accountability points and a credible measurement of return.
  •  Lead transformation as a visible catalyst and sustain organisational change capacity over time.
  •  Operate from an Advanced Leadership Playbook that is enterprise-facing rather than personal-development-facing.

At a Glance

Course Duration:

July 20 – 22, 2027

Times:

Tuesday - Thursday, 9:00am – 4:00pm

Certificate Awarded:

Certificate of Completion

Cost:

US $8,150.00

 

Modality:

In Person

Location: SCHSBM Barbados

Registration Deadline:

We recommend registering at least 3-4 weeks before the programme start date due to pre-work assignments

Contact Us Today


Direct Contacts

Renaldo Arthur

renaldo.arthur@uwi.edu

Additional Information

Programme Curriculum 

  • Pre-programme: 360° Assessment – A 360-degree re-assessment completed four to six weeks before arrival. For alumni, this is benchmarked against the baseline assessment from their qualifying programme, giving a genuine measure of movement rather than a first snapshot. Participants also submit a written statement of their enterprise challenge, which faculty use to shape peer consultation groupings.
  •  Enterprise Diagnosis and Strategic Foresight
    •  Alumni Accountability Review — Commitments Made, Commitments Held, Commitments Overtaken
    •  Strategic IQ and Foresight
    •  Scenario Thinking and Strategic Uncertainty
    •  Reading Weak Signals and Disruption in the External Environment
    •  Capability-Based Strategy
    •  Connected Strategy and Ecosystem Position
    •  Diagnosing the Organisation’s Deeper Strategic Challenge
    •  Behavioural Economics and Decision Bias in Executive Judgement
  •  Strategic Choice, Value Creation and Alignment
    •  Strategic Priorities, Trade-Offs and Resource Allocation Under Constraint
    •  Building the Business Case for a New Organisational Direction
    •  Adaptive Decision-Making and Managing Strategic Paradoxes
    •  Sustainability as a Source of Growth Rather than Compliance Cost
    •  Capitalising on AI and Digital Technologies for Value Creation
    •  Dynamic Strategy, Disruptive Innovation and the Discipline of Scaling
    •  Strategic Negotiations
    •  Stakeholder Alignment and Influence Architecture at Board and Executive Committee Level
  •  Leading Transformation and the Advanced Leadership Playbook
    •  Leadership as Change Catalyst and Visible Role Model
    •  Aligning Organisational Strategy with Change Capacity
    •  Building Change-Agile Organisations
    •  Execution Governance, Metrics and Accountability
    •  AI-Enabled Change Management and Data-Driven Decision-Making
    •  Measuring Change Effectiveness and Demonstrating Return
    •  Leading Ecosystem Change Beyond Organisational Boundaries
  •  Post-programme Review & 360° Assessment: A structured follow-through cycle: one-to-one executive coaching scheduled at the point the roadmap meets organisational resistance, a cohort reconvening at ninety days, and a post-programme 360-degree assessment to close the loop on the development goals set during the programme.

Experiential Learning

This is a consultative programme, not a taught one. Faculty set the frame and then work as challengers to the participant’s own reasoning. The learning methods include:

  •  Executive simulations testing strategic judgement and decision-making under imposed pressure and constraint.
  •  Peer consultation triads in which participants present their challenge and are questioned by other senior leaders under structured protocol.
  •  Case discussion at enterprise level, selected for contested rather than settled outcomes.
  •  The board-level challenge panel on Day 3, at which each participant defends a transformation case.
  •  Pre- and post-programme 360-degree assessment benchmarked where possible against the participant’s baseline from their qualifying programme.
  •  One-to-one executive coaching, scheduled in the post-programme window when the roadmap meets organisational reality.
  •  Action learning against a live, owned, unresolved organisational challenge throughout.

Participant Outputs

Each participant leaves with the following, all built on their own organisation rather than a teaching case:

  1.  A written diagnosis of a current enterprise-level strategic or organisational challenge.
  2.  A strategic option with supporting business-case logic and stated trade-offs.
  3.  A value-creation decision identifying where the next source of advantage will come from.
  4.  A stakeholder alignment and influence map with a negotiation approach for each critical actor.
  5.  A transformation roadmap with governance, metrics, accountability points and a measurement of return.
  6.  A defended transformation case, tested at the challenge panel and revised in light of it.
  7.  The Advanced Leadership Playbook, superseding the Leadership Playbook from the qualifying programme.
  8.  A ninety-day commitment with a named accountability partner from the cohort.

Special Application Process 

The programme is alumni-first. Places are allocated in the following order of priority, subject to application review:

  •  Graduates of the Executive Leadership Programme, Women in Leadership, and the High-Impact Leadership Programme.
  •  Graduates of the Strategic Leadership Programme: The Executive Edge, the Executive HR Leadership Programme, the Executive Public Sector Leadership Programme and the Executive Leadership Programme for CFOs.
  •  Senior executives without a qualifying SCHSBM programme who demonstrate equivalent standing: a minimum of five years at senior executive level, enterprise decision rights, and accountability for strategy or organisational performance.

*Applicants must identify, at the point of application, the live enterprise challenge they intend to work on. Applications without a stated challenge will be returned. The programme has no value to a participant who arrives without one.

All notification of cancellations, deferrals, and substitutions must be received in writing. Please submit your request via e-mail to schsbmopen@cavehill.uwi.edu

CANCELLATIONS

  • The Sagicor Cave Hill School of Business and Management (SCHSBM) reserves the right to make changes to any printed or online information on short courses, instructors, or course information; or cancel any short course due to under-subscription or circumstances beyond its control.
  • Delegates will be notified at least seven (7) days before the start of any course that must be cancelled.
  • Fees for short courses cancelled by the SCHSBM will be refunded in full.
  • The SCHSBM will not be liable for any loss, damages or other expenses that result from course cancellations.

REFUNDS

Due to the costs incurred for program preparation and administration any cancellations received 30 days or less from the program start date are subject to fees as described below. For programs with a virtual component, the start date will be considered the first day of live learning.