Imperial College Business School and Corndel’s strategic partnership combines the academic excellence of world-leading healthcare and business thinking with the coaching expertise of the UK’s largest leadership training provider to deliver a ground-breaking development programme for leaders in healthcare.
Programme Overview
The prestigious healthcare leadership programme provides a transformative and personalised development journey from an internationally renowned
University, integrated with one-to one mentoring and support through Corndel’s award-winning coaching model.
Our Offer
- 12 month programme
- 6 core leadership topics
- contextualised for healthcare
- Personalised, blended delivery model
- Personalised one-to-one coaching and mentoring
- Group learning sessions
- Online learning using industry-leading resources
- Imperial College Business School
- Masterclasses from leading healthcare and business academics
- Professional qualification from a Top 10 global University
Who will benefit?
The programme is designed for current and aspiring clinical and non-clinical leaders, looking to build the strategic skills and systems thinking needed to drive organisational change, improve the patient experience, and have a wider impact on healthcare delivery.
Learner Outcomes
The Imperial College and Corndel Healthcare Leadership Development Programme is accredited by the Chartered Management Institute and all learners, upon completion, are awarded a Corndel and Imperial College Business School Level 7 Senior Leader Apprenticeship and a CMI Level 7 Award in Strategic Management and Leadership Practice. Learners will also graduate with CMI Chartered Fellow Status (CMgr FCMI).
In addition, managers completing the programme will be entitled to Executive Education Associate Alumni status with Imperial College Business School, which includes invites to alumni and professional development events with thought leadership discussions and guest speakers.
Course Structure
UNIT 1:
Personal Effectiveness
- Value-Based Leadership
- Transformational Leadership
- Personal Presence and Storytelling
- Brand and Reputational Management
- Confidence, Trust and Collaborative Working
- Candid Feedback using Emotional Intelligence
- Difficult Conversations and Managing Conflict
- Delegation and Effective Challenge
UNIT 2:
Inspirational Leadership
- Leading with Compassion and Purpose
- Developing a High Performing Culture
- Leading High Performing Teams through Justice and Fairness
- Championing Values and Diversity
- Organisational Structure and Talent Management
- Coaching and Mentoring Techniques
- Organisational and Team Dynamics
- Matrix Management, Cross Team Working and Virtual Teams
- Influencing and Empowerment Strategies
- KPIs and Accountabilities
UNIT 3: Strategy and Change Management
- Leading and Implementing Change
- Challenging Strategic Directions and Operational Processes
- Drivers of Change Through Innovative and Disruptive Technologies
- The Role of Technology in Transformation
- Knowledge and Data Management
- Analysis of Evidence
- Changing Stakeholder Demand, Trend Analysis and Economic Theory
- Co-ordinated care in an enviroment of change
- Governance and Accountability
- Financial, Legal and Regulatory Governance
UNIT 4: Implementing Service Care Solutions
- Systems Thinking
- Communications Strategy
- Communication and Behavioural Change
- Programme Management
- Sponsoring Projects
- Building a Business Case
- Business Modelling Financial
- Strategies, Trends and Assumptions
- Building Relationships with Internal and External Stakeholders
- Working with the Board, Corporate Leadership Structures
UNIT 5: Driving Organisational Performance
- Entrepreneurial Leadership in a High Performance Organisation
- Continuous Improvement and Business Transformation
- Development of Public Financial Strategies Responsibly
- Monitoring of Strategies Using Financial and Non-Financial Information
- Strategic Workforce Planning and Development
- Effective Decision Making Using Big Data
- Strategic Partnerships for Patient Experience
- Procurement, Supply Chain Management and Contracts
- Marketing and Branding
UNIT 6: Leadership and the External Environment
- Corporate Social Responsibility and Sustainable Leadership
- The Environmental, Social and Political Environment
- Global and Horizon Scanning Perspectives
- Crisis and Risk Management Strategies
Imperial Masterclasses
- Month 1: Creating a Personal Brand, Omar Merlo
- Month 2: Responsible Leadership: Integrity, Sincerity and Compassion, Celia Moore
- Month 3: Corporate Sustainability and Organisational Culture, Maurizio Zollo
- Month 4: Leading in a Technology Driven World, Sankalp Chaturvedi
- Month 5: “The new patient” and co-production of innovations, James Barlow
- Month 6: Understanding the Sources of Value in a Digital World, Chris Tucci
- Month 7: Understanding Digital Transformation in Healthcare, Loy Lobo
- Month 8: A Framework for Implementing a Digital Transformation, Daniel Rowles
- Month 9: Devising a digital transformation strategy, James Barlow
- Month 10: Revolution in data availability and data analytics, James Barlow
- Month 11: Privacy, Regulation & Cybersecurity, Deeph Chana
- Month 12: Environmental and Social Impact of Business, Maurizio Zollo
Professor James Barlow
Professor James Barlow is the Chair in Technology and Innovation Management (Healthcare) and Programme Co-Director for the Executive Health Innovation Management Programme at Imperial College Business School. He has spent over 20 years working on innovation in healthcare from
creation to adoption. James has led or been involved in many research projects and has extensive experience advising and consulting for government and industry.
Professor Celia Moore
Celia Moore is Professor of Organisational Behaviour at Imperial College Business School. Celia’s teaching sits at the intersection of leadership
and ethics, and she is particularly interested in supporting individuals to enact their moral agency responsibly. She has worked with several organizations on how to support more ethical behavior at work, including the Financial Conduct Authority, the Institute of Chartered Accountants and
the NHS.