Energy Transition Strategy

Strategic Leadership, Stakeholder Trade-offs, and Organizational Transformation

Upcoming Dates and Tuition:

November 16-17, 2026

8:30 am - 4:30 pm

Tuition: $3,250

Overview

The global transition toward sustainable energy is reshaping industries, capital markets and competitive dynamics. This intensive executive education program examines the strategic, organizational and leadership challenges firms face as they navigate this transformation.

Rather than treating energy transition as a purely technological or regulatory challenge, the program focuses on the strategic trade-offs leaders must make under uncertainty.

Participants will explore how technological innovation, shifting supply–demand dynamics, and evolving geopolitical environments are redefining the energy landscape. The program also addresses the growing complexity of stakeholder expectations, including investors, regulators, employees, customers and communities, and how often competing demands shape firms’ transition strategies. Through an integrated strategic and organizational lens, participants will assess what changes are required in business models, capital allocation, capabilities and organizational design to enable a successful transition to sustainable energy.

Delivered over two days, the program combines interactive workshops, real-world case studies and discussion of current global developments. It concludes with a Call to Action, guiding participants to translate program insights into concrete, organization-specific initiatives they can implement immediately.

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Who Should Attend

Senior executives responsible for corporate strategy and long-term transformation.
Sustainability and ESG leaders aligning organizational priorities with future energy demands.
HR professionals and talent leaders preparing the workforce for large-scale energy and organizational change.

Outcome

Participants will leave the program with:

A comprehensive understanding of key stakeholder expectations and practical approaches for addressing competing demands.
Clear strategic frameworks for identifying, prioritizing, and executing the changes required for a successful energy transition.
Actionable insights into managing organizational transformation, including capital allocation, capability development, and cultural change.
Practical tools for aligning talent, incentives, and performance systems with the firm’s sustainable energy strategy.

Program Schedule

AM Session

PM Session

DAY ONE

Changing Energy Landscape

Examine how supply and demand dynamics are evolving across the energy sector.
Assess how geopolitical forces are reshaping energy strategies and investment decisions.
Analyze the impact of technological innovation on the emerging energy sector.
Identify key opportunities and risks in investing in and developing sustainable energy.

Strategic Required for the Transition to Sustainable Energy

Identify the strategic shifts firms must undertake to enable the transition to sustainable energy.
Diagnose misalignments between existing business portfolios and the required strategic changes.
Evaluate the implications of transition strategies for capital allocation and profitability.
Assess how existing resources and capabilities can be redeployed.
Explore approaches to developing, acquiring and integrating new technologies.

DAY TWO

Managing Stakeholders in the Transition to Sustainable Energy

Identify key stakeholder groups and their expectations regarding sustainable energy
Analyze areas of alignment and conflict among stakeholder demands.
Examine how transition strategies affect different stakeholder interests.
Share best practices for balancing stakeholder pressures while sustaining strategic focus.

Organizational Adaptation for Sustainable Energy

Assess current human capital portfolios and identify critical talent gaps.
Analyze required changes in organizational structure, processes and culture.
Understand how energy transition strategies affect employees’ compensation, career paths and job security.
Identify incentive systems that align employee behavior with firms’ transition objectives.
Call to Action: Translate insights into tangible, organization-specific steps.