WIXLIB

CertificatesREQUIREMENTSPlease check the websitefor requirements as SupplyChain classes are moving toan online format.Supply Chain ManagementCertificate (SCMC)The Supply Chain Management Certificate programprovides you with the tools and ideas required toeffectively shape and define the various components ofvalue creation. Dive into the process and strategies behindacquiring, producing and delivering goods and services,both domestically and globally.BENEFITS Answer the fundamental questions of insourcing vs.outsourcing Identify some of the major challenges in supply chainmanagement Analyze your planning and logistics procedures Connect the relationship between supply chain andmarketing, finance, operations, engineering, logistics,inventory and transportation8Supply Chain Procurement and SourcingAnswer the fundamental questions of insourcing vs. outsourcing. Translate the supplystrategy to procurement, as it relates to source location and transaction. Learn to manageyour supply base, and discuss the total cost of ownership.Supply Chain RiskSuccessfully navigate a business enterprise through risk and uncertainty. Learn tobuild risk into decision making processes by exploring methods and statistical tools tosystematically reduce risk in your supply chain environment.Supply Chain Sales and Operations Planning and LogisticsAnalyze your planning and logistics procedures. Better examine the supply chain andits relationship to marketing, finance, operations, engineering, logistics, inventory andtransportation.Supply Chain FoundationsLearn to understand bottleneck strategy and calculate capacity, the relationship betweenservice and supply chain operations, and more.“The class was a careful balance of theory and practical examples.”“Excellent applicable information presented in a memorable andentertaining way.”Jerome Kuntscher, Senior Process Engineer, Thermon Inc.Sean Avitt, Geoscientist, Railroad Commission of Texas9

CertificatesStrategic Decision and RiskManagement CertificateREQUIREMENTSTHE RIGHT DECISION FOR SUCCESSSuccessful decision making processes are not intuitive.In order to make great, or even good, decisions underpressure, you need a structured framework. You mustclarify the problem that needs to be solved, explorethe available options, understand the impact of yourdecision, and commit to your choice with confidence. 6 credits are required tocomplete the certificate.(2-day and 3-day classes 1 credit; 5-day classes 2 credits) Participants must takeboth required classes,a minimum of 2 of theavailable 5 Core classesand a maximum of 2Elective classes. Classes may be takenin any order, andparticipants have threeyears to complete therequirements All one-through five-daycourses in this brochuremay be used to fulfillthe electives of thiscertificateThe Strategic Decision and Risk Management Certificateprovides you with the techniques to recognize risksfrom your stakeholders’ perspectives and nominativelygenerate better alternatives.REQUIRED CLASSESDecision Quality: Make theRight Choice Every TimeLeading StrategicDecision MakingSee page 12 for details.See page 15 for details.CORE CLASSES (SELECT AT LEAST 2 OF 5)Decision and Risk AnalysisSee page 13 for details.Human Biases in DecisionMaking: Avoiding the TrapsSee page 14 for details.Negotiation andCollaborativeDecision MakingModeling and Analyticsfor Strategic InsightSee page 16 for details.Scenarios and Forecasting:Planning for UncertaintySee page 18 for details.See page 17 for details.SUGGESTED ELECTIVE CLASSES (SELECT UP TO 2)Strategic ManagementSee page 25 for details.Predictive Analyticswith Machine Learning& Data MiningData AnalyticsSee page 39 for details.See page 37 for details."Texas Executive Educationclasses are as engaging as theyare valuable to developing myleadership style. I thoroughlyenjoyed the learning experience,which blended real lifemanagement scenarios withacademic knowledge, helpingme become a better leader."Noam L.Large Financial Services Company1011

Strategic Decision& Risk ManagementSeptember20-21, 2021FORMATHybrid (Live Online andIn-Person on UT Campus)COST 2,950FACULTYEric Bickel, PhDAssociate Professor,Cockrell School ofEngineeringBruce Judd, PhDStrategic Decisions GroupCarl Spetzler, PhDStrategic Decisions GroupDecision Quality: Make the RightChoice Every TimeYou make decisions every day that affect your success.Leveraging an appropriate framework allows you todefine the requirements of a quality decision andembrace uncertainty to your advantage. Collaborate inan interactive team environment on a complex decision,applying tools and techniques to a practical situation.BENEFITS Learn a powerful collaborative Dialogue DecisionProcess to address complex issuesMost of us were never trained how to make good decisions.A primary reason for this seems to be, as we explore inthis course, an unfounded belief that we are naturally goodat making decisions. We do it every day, after all. Yet, theresearch is overwhelming that individuals are prone tomany decision making mistakes, even in simple situations.This problem is even more prevalent when we must makedecisions under uncertainty. In this course, we will discusshow you can become better decision makers in both yourpersonal and professional lives. Frame your decisions to establish a solid foundationfor your process Leverage creative methods and analytic thinking toidentify alternatives Revise your beliefs after gathering additionalinformation using proven methods Identify decision criteria with a clear line of sight toyour corporate values Examine and quantify the value created by gatheringadditional information Utilize sensitivity analysis to identify key risk factors Quantify your appetite for risk and how to factor thisinto your decision making Overcome motivational and cognitive biases to assessprobabilities Draw insights from your analysis and communicateresults that produce action Discover what it takes to transform decision makinginto a core competency of your organizationStrategic Decision& Risk ManagementNovember18-19, 2021FORMATLive OnlineCOST 2,950BENEFITS Develop tools and mental frameworks that will allowyou to deal effectively with uncertainty Structure and evaluate decision trees to reduceuncertainty12Decision and Risk AnalysisFACULTYEric Bickel, PhDAssociate Professor,Cockrell School ofEngineeringJim Dyer, PhDProfessor, McCombsSchool of Business Avoid the pitfalls that can degrade our decisionmaking Think clearly and insightfully about the decisionsyou face Explore methods to trade off competing-value metricsand objectives Guide others in improving their decision making13

Strategic Decision& Risk ManagementHuman Biases in DecisionMaking: Avoiding the TrapsLeading StrategicDecision MakingStrategic Decision& Risk ManagementOctober 18-19,2021The human mind isn’t wired to make high-quality decisions.Because of how our minds work, errors and pitfalls keepus and our colleagues from making decisions that addthe most value. Understand how natural behavioralprocesses lead to biases, distortion and mistakes. Explorethe preventive measures and techniques you can use toreduce these biases, improve individual decisions, andenrich organizational decision processes.Complex decisions, often involving many parties indisagreement, need leaders who can guide a team to atimely, effective resolution. Decision leaders play a specificrole, guiding and facilitating decision makers, decisionsupport teams, and other stakeholders. Building on theconcepts of Decision Quality and the Dialogue DecisionProcess (DDP), this class teaches you how to lead a groupto a decision.September22-23, 2021BENEFITS Discover six categories of biases that produce most ofthe mistakes in decision makingBENEFITS Manage a group's interpersonal and organizationaldynamics Discuss how overconfidence, confirmation biasand hindsight bias can keep us from seeking criticalinformation and making realistic judgments Guide dialogue among decision makers and projectteams to produce a high-quality decisionFORMATUT CampusCOST 2,950FACULTYArt Markman, PhDProfessor, PsychologyDepartmentJennifer Meyer, PhDStrategic Decisions GroupCarl Spetzler, PhDStrategic Decisions GroupRaghunath Rao, PhDAssistant Professor,McCombs School ofBusiness Understand the limiting effects of unconsciousself-serving biases in yourself and others Examine five types of associations we use to makejudgments which can be misleading Recognize the distortions created by relativecomparisons and simplification Anticipate how capacity on perception, attention,memory, reasoning, and choice influence ourdecisions Balance conflict and cooperation to minimize thenegative effects and increase the positive influences ofgroup dynamics Develop a personal action plan for counteractingnatural decision problems and reducing the impact ofnegative decision behaviors in your organization Effectively facilitate interactions at each step of theDDP Identify what decision-makers will need to make thebest choice in a challenging situation Discuss types of conflict and their potential effects onreaching a quality decisionFORMATHybrid (Live Online andIn-Person on UT Campus)COST 2,950FACULTYEric Bickel, PhDAssociate Professor,Cockrell School ofEngineeringBruce Judd, PhDPartner and ManagingDirector, ExecutiveEducation Practice,Strategic Decisions Group Select the best process for handling many types ofdecisions Ensure your team is solving the right problem by howyou guide them to frame and scope the issue Identify the obstacles – organizational, analytical,and content – to good decision making Lead the project team and decision board inproductive dialogue and facilitate agreement andclarity of action Gain insight into your own strategic leadershipcapabilities and areas for potential improvement"The classes at Texas Executive Education really challenged my thinkingand equipped me with new approaches to assessing familiar issues andconcepts. What was most useful was the expertise of the professors and thesharing of ideas amongst the attendees; which provided me with the ability toimmediately apply the concepts being discussed to real workplace situations."Beverly Harris, Vice President, Business Analysis & Strategic Planning,Texas Mutual Insurance Company1415

Strategic Decision& Risk ManagementModeling and Analyticsfor Strategic InsightNegotiation and CollaborativeDecision MakingStrategic Decision& Risk ManagementSpring 2022Coming SoonDecision models are created to generate insights that canguide and inform strategic decision making. This class willequip you to answer questions, including: Which strategicalternative creates the most value? Why is it better thanthe others? How much risk does it entail? What are themost important sources of risk? You will create models,extract powerful insights, and be prepared to presentanalysis results to those who make complex strategicdecisions.Rarely are important business decisions madeindependently. Significant opportunities require workingwith, and through, other people who may bring an entirelydifferent vision and need-set to the table. Learningto negotiate and collaborate “on the fly” is extremelydifficult at best, absent any clear feedback. In this highlyinteractive course, participants progress through a seriesof challenging problems and experiences, gaining toolsand strategic insights that can be readily applied to drivesuccess in future competitive interactions.October21-22, 2021FORMATLive OnlineCOST 2,950FACULTYEric Bickel, PhDAssociate Professor,Cockrell School ofEngineeringSteven Tani, PhDStrategic Decisions GroupBENEFITS Use influence diagrams to help structure a model Design models with a parametric approach tomaximize insights Anticipate decision-makers’ questions and designfeatures to answer themBENEFITS Gain a better understanding of competitive andcooperative situations, applying game theory to moreeffectively participate in alliances, joint ventures, andnegotiations Learn gold standards for developing decision modelsin spreadsheets Establish a strategic mindset to drive collaborativeinteractions, with sensitivity to the situation and therelationship Build a decision model for a typical business strategysituation Prepare more systematically, uncovering gaps inplanning routines Discover how to create flexible models that allow youto analyze multiple strategic alternatives Enhance and expand information exchange to achievewin-win agreements in individual and multi-partyenvironments Learn best practices for diagnosing and preventingerrors in your model Compete fairly while maintaining relationships Understand sensitivity analysis and the information itprovides Incorporate means for creating value whilesimultaneously capturing resources Conduct probabilistic analysis to general additionalinsights and understand risk Identify mental failings and biases, and optimizeoutcomes by utilizing appropriate decision qualityprinciples Identify how to effectively communicate the insightsderived from your modelFORMATUT CampusDecember8-9, 2021FORMATLive OnlineCOST 2,950FACULTYJanet Dukerich, PhDProfessor, McCombsSchool of BusinessGaylen D. Paulson, PhDAssociate Dean andDirector, Texas ExecutiveEducation Increase self-awareness, identifying ways to leveragepersonal strengths to compensate for areas ofweakness Communicate solutions credibly in order to createagreement and buy-in“Texas Executive Education created an environment surrounding theprogram that was welcoming and engaging. We were encouraged to interactwith other attendees and professors, both in and out of the classroom. Thisallowed us to learn and discuss not only the subject material at a face value,but also discuss how to apply it in the real world.” Resolve potentially destructive, emotionally chargeddisputes Anticipate problems with implementation, and adjustagreements accordinglyJason Ingersoll, Vice President, Sales and Marketing, Archrock1617

Strategic Decision& Risk ManagementScenarios and Forecasting:Planning for UncertaintyNovember15-16, 2021Selecting the appropriate sources and methodology forforecasts is paramount to the success of your strategy.We define a “scenario” as a coherent sequence of eventsand decisions that create a vivid, compelling vision of whatthe future could look like. We define “scenario planning” asharnessing the power of scenarios to make better strategicchoices. Making high-quality decisions requires forwardlooking information that is relevant and reliable. Lookingbackward or ignoring uncertainty about the future will leadto flawed decisions; forecasts must include possibilities(scenarios) and probabilities.FORMATLive OnlineCOST 2,950FACULTYEric Bickel, PhDAssociate Professor,Cockrell School ofEngineeringBruce Judd, PhDPartner and ManagingDirector, ExecutiveEducation Practice,Strategic Decisions GroupUtilizing an integrated approach creates value for yourorganization by broadening strategic thinking about thefuture and creating strategies that are robust across manypossible futures. By selecting appropriate sources andmethodology for forecasts you can design and developeffective forecasts that improve your decisions.“Texas Executive Education's mixof academic research and on-theground application of concepts isreal. These classes have given methe opportunity to validate certainorganizational practices and tools,and to challenge historical norms."Matthew InderliedSenior Vice President, FBD Partnership, LPBENEFITS Examine and employ a four-step process of developingand using scenarios within a strategic decision-makingprocess Discuss best practices for developing forecastingmodels, assessing quantitative information, andupdating assessments with new information Identify, graphically, the primary factors tobe considered in a forecasting model and therelationships among them utilizing a relevancediagram Parameterize the model by choosing formulas torepresent projections in the model Recognize the ambiguity and confusion created whenpeople use words such as “likely,” “good possibility,”etc. in forecasts, rather than explicit probabilities Learn to assess event probabilities by studying acompany which has become extremely skilled at thisprocess Discover a systematic and defensible approach toupdating a probability assessment based on newinformation Apply a rigorous quantitative approach to situationswith very low probabilities and, usually, highconsequences1819

Innovation andTransformationPlease check the website forupcoming classesFORMATLive OnlineCOST 2,950FACULTYStephen Walls, PhD,MBASenior Lecturer, McCombsSchool of BusinessJeff MulhausenFounding Partner,UPSTREAM ThinkingDesign Thinking Essentials forBusinessGaining & Analyzing Key Insightsto Drive InnovationCompanies looking to create a culture of innovation arefinding that traditional approaches to customer researchand product development are less than effective atidentifying opportunities and developing value-basedsolutions in the face of disruptive market changes. Thiscourse introduces a human-centered design approach toinnovation that focuses on developing deep insights intocustomer behaviors, decision-points and actions. Withhands-on, project-based experiences, you’ll learn thedesign thinking approach by actually doing it.The capability to capture and analyze extremely largesets of quantitative data have dramatically transformedour ability to see what has happened in the past and whatis happening today. However, the key insights that drivemore significant innovation are most often not living insidebig data. This course takes a deeper dive into the need tocreate and execute robust immersive research methodspaired with the ability to conduct more productive insightanalysis. Participants will come away from this programwith the background, tools, and hands-on practice tobuild these in-depth qualitative research and analyticalapproaches that are needed to successfully driveinnovation.BENEFITS: Explore how firms are creating an engine of innovationusing a design-thinking approach Learn the key components of a Design Thinkingframework and how to apply them to deliver morereliable and sustainable results. Understand how to leverage the power of diver

Classes offered by Texas Executive Education can provide Continuing Education Units (CEUs), Continuing Professional Education (CPE) credits or university credits. Please contact us for details prior to registration. "Excellent instructors with a great communication style. Each one created an inviting classroom experience." Ardella Anderson