Program Overview

Strategy is an organization’s theory of how it can compete successfully in the market, based on both, the environment it faces and its positioning within that environment. The effectiveness and successful execution of this theory are directly related to its accuracy, implementation, and adjustments (as necessary). Thus, the fundamental question facing engineering organizations— How to create and maintain success?—is both static and dynamic.  It is static because it requires the engineering organization to possess an existing fit between its internal resources and capabilities and the external environment it faces (e.g., the market it competes in and the competitors it faces).  It is dynamic because sustained competitive advantage results from a continual, iterative, constant and dynamic examination of that fit, as companies both create and respond to environmental change.

Additionally, the success of an engineering organization depends on its ability to weather or benefit from technological change, in terms of creating and adapting to environmental opportunities and threats. Entrepreneurship, intrapreneurship, and strategic innovation deal with understanding how innovation affects the competitive dynamics of markets, how firms can strategically manage innovation, how firms can create and implement strategies to maximize their likelihood of success, and how firms can commercialize such technology, processes, and services.

Finally, the success of an engineering organization relies on the ability of its leaders to bring out the best in its members in order to realize a clear vision. Great leaders motivate and empower others to achieve a common goal. Leadership deals with understanding the needs of others and crafting a supportive environment in which they can successfully turn a vision into a reality.

This course introduces you to the tools, frameworks, and structures necessary to successfully lead engineering organizations. In addition, we will present how to: (1) diagnose and find realistic solutions to strategic and organizational problems, (2) identify new intrapreneurial venture opportunities, (3) understand which skills are necessary for success, (4) evaluate the viability of these new ventures, and (5) finance, start, and operate such intrapreneurial ventures.

Program Details

Lead Instructor: 

Feniosky Peña-Mora


Jun 25, 2018 - Jun 29, 2018

Course Length: 

5 Days

Course Fee: 



This course takes place on Columbia University’s main campus in Morningside Heights.

Apply Now: 

Submit application

This course has limited enrollment. Apply early to guarantee your spot.

Who Should Attend: 

This course is suitable for professionals spanning a broad range of engineering industries. Engineers who are looking to learn more about the context in which their organization functions, as well as techniques they can implement to best support and improve their organization’s competitive advantage, are especially encouraged to take this course. We also welcome engineers interested in identifying methods by which their organizations can effectively tap into their employee’s ingenuity in order to innovate in a highly competitive environment. This course is also geared to those who seek to develop their leadership potential. Overall, this class can be of value to anyone pursuing means by which they can enhance their contributions within engineering organizations.

Participant Takeaways

Participants will be able to:

Strategic Management

  • Understand the foundation and implications of strategic management
  • Understand how companies gain and sustain competitive advantage
  • Analyze strategic business situations
  • Craft a company’s strategic direction based on an analysis of internal resources and capabilities, and external environmental conditions
  • Analyze firm decision making under conditions of uncertainty
  • Implement strategy and organize the firm for strategic success


  • Understand the foundation and implications of the dynamics of innovation
  • Interpret the dynamic environment within which a firm operates and identify meaningful trends
  • Have the skills to assess and shape opportunities
  • Analyze firm decision making under conditions of technological and market uncertainty
  • Craft and formulate a firm’s innovation strategy, including project/technology selection and collaboration strategies
  • Understand the integration of people and process in entrepreneurship/intrapreneurship
  • Write, articulate and present a business opportunity
  • Develop a business plan for commercialization of technologies

Course Details


Fundamentals: Core concepts, skills, and tools (40%)

Latest Advances: Recent advances and projected future trends (20%)

Industry Applications: Joining theory with the real-world (40%)

Delivery Methods

Lecture: Material delivered in lecture format (40%)

Active Learning: Case Study Discussions, Simulations and Group Work: (60%)


Foundational: Appropriate for a general engineering audience (40%)

Specialized: Builds on experience in engineering practice (60%)


All participants would work on a project focusing on one of the following topics: 1) mapping an organization business strategy, 2) developing an internal idea into an entrepreneurial venture 3) creating and managing a spin-off or 4) profiling an influential or transformational leader. The project could be undertaken as an individual or as a group project. The class schedule will accommodate one hour at the end of each day for participants to work on the project. On Friday morning, six projects will be presented to the whole class.

Computer Requirements: All course materials will be distributed electronically, so laptops or tablets are required.  


  • Understand the importance of vision and motivating others
  • Communicate the set of values that guide action
  • Examine behavior and the role it plays in bringing people together towards a common goal
  • Craft a positive organizational climate
  • Develop skills to support others
  • Manage team performance


Program Outline

Monday, June 25, 2018

8:00AM‐8: 30 AM: Breakfast

8:30AM‐10: 00 AM: Strategic Analysis

10:00AM‐10: 30 AM: Coffee Break

10:30AM‐12:00 PM: Strategic Positioning

12:00PM‐1: 30 PM: Lunch

1:30PM‐3: 00 PM: Strategic Management Case Study

3:00PM‐3: 30 PM: Break / Refreshments Served

3:30PM‐5: 00 PM: Strategic Management Simulation

5:00PM‐6: 00 PM: Project Part I


Tuesday, June 26, 2018

8:00AM‐8: 30 AM: Breakfast

8:30AM‐10: 00 AM: The Business Planning Process

10:00AM‐10: 30 AM: Coffee Break

10:30AM‐12:00 PM: Entrepreneurial Development

12:00PM‐1: 30 PM: Lunch

1:30PM‐3: 00 PM: Entrepreneurship Case Study

3:00PM‐3: 30 PM: Break / Refreshments Served

3:30PM‐5: 00 PM: Entrepreneurship Simulation

5:00PM‐6: 00 PM: Project Part II


Wednesday, June 27, 2018

8:00AM‐8: 30 AM: Breakfast

8:30AM‐10: 00 AM: Leadership Skills and Qualities

10:00AM‐10: 30 AM: Coffee Break

10:30AM‐12:00 PM: Organizational Climate, Motivation, Satisfaction, and Performance

12:00PM‐1: 30 PM: Lunch

1:30PM‐3: 00 PM: Leadership Case Study

3:00PM‐3: 30 PM: Break / Refreshments Served

3:30PM‐5: 00 PM: Leadership Simulation

5:00PM‐6: 00 PM: Project Part III


Thursday, June 28, 2018

8:00AM‐8: 30 AM: Breakfast

8:30AM‐10: 00 AM: Groups, Teams and the Art of Persuasion

10:00AM‐10: 30 AM: Coffee Break

10:30AM‐12:00 PM: Entrepreneurial Teams

12:00PM‐1: 30 PM: Lunch

1:30PM‐3: 00 PM: Globalization Case Study

3:00PM‐3: 30 PM: Break / Refreshments Served

3:30PM‐5: 00 PM: Globalization Simulation

5:00PM‐6: 00 PM: Project Part IV


Friday, June 29, 2018

8:00AM‐8: 30 AM: Breakfast

8:30AM‐10: 00 AM: Project Presentation I

10:00AM‐10: 30 AM: Coffee Break

10:30AM‐12:00 PM: Project Presentation II

12:00PM‐2: 00 PM: Lunch, Closing Remarks, and Ceremony

Course Instructor

Feniosky Pena-Mora.png

Dr. Feniosky Peña-Mora, CIOB, NAC

Dr. Peña-Mora is the Edwin Howard Armstrong Professor of Civil Engineering and Engineering Mechanics, Professor of Earth and Environmental Engineering, and Professor of Computer Science at Columbia University. He took a public service leave from 2014 to 2017 to serve as the New York City Commissioner of the Department of Design and Construction (DDC), the largest municipal capital construction agency in the nation with over 1200 projects valued at more than $15 billion undertaken by more than 1400 employees and 1300 consultants. Under his leadership, more than 860 construction projects, valued at more than $9 billion, started or completed; the agency received more than 80 design and professional awards; the agency also committed more than $5.4 billion in new contracts by improving the capital project procurement process, each one of these accomplishments a record for DDC. Through process improvements and strategic resource allocation, DDC was able to increase new contracts commitments for infrastructure by 137%, reduce payment-processing times by 25%, and reduced the duration of change order processing by 20%. The agency also saw a 32% increase in its five-year capital plan funding, more than $1 billion above the 2007 pre-recession high. Dr. Peña-Mora priorities included the creation and expansion of resilient and sustainable infrastructure projects that will protect New York City against extreme weather emergencies and reduce green gas emissions, as well as the successful delivery of mega projects for the City of New York. As part of the New York City East-Side Coastal Resiliency Program, he led the Program Management efforts to procure and manage the design contract responsible for ensuring that the Rebuild by Design principles of not only protecting New York Lower East Side against floodwaters and sea level rising but also provide a community asset with much desirable amenities for the community. As part of the New York City Build-it-Back Program, he led the initial Program Management efforts to procure and manage the three Construction Management contracts responsible for raising, rebuilding and flood protecting over 1000 homes in the three hardest-hit NYC Boroughs. He set-up and oversaw the program controls operations introducing data analytics and quantitative analysis for schedule, budget, and milestone tracking and reporting to manage the program and meet CDBG-DR Federal Requirements. He also led the successful completion of the award-winning Public Safety Answering Center II to provide redundancy and support to existing 911 services with a state-of-the-art resilient facility. Other successful projects under his supervision included the 750,000-square-foot New York City Police Academy, which almost tripled the training space for New York Finest with hands-on scenario-based tactical village training and the Times Square pedestrian-centric plaza, a New York City crown jewel, visited by more than 130 million a year.

He also created the Program Control office at DDC, where he introduced data analytics and quantitative analysis for schedule, budget, risks and milestone definition, monitoring, and reporting to manage the vast programs at DDC.  He was also committed to building an inclusive city for all. During his tenure, DDC was at the forefront of creating opportunities for Minority and Women-Owned Business Enterprises (MWBE), awarding more than $1.2 Billion worth of contracts to MWBEs, which represented more than a 300% increase from previous years prior to his tenure at DDC.

Dr. Peña-Mora formerly served as the Dean of the Columbia University Fu Foundation School of Engineering and Applied Sciences. In this post, he was responsible for setting the school strategic direction and managing its operation and growth to over $400 Million endowment, $200 million annual operating budget, 4500 students, and 400 staff and faculty members. His leading changes transformed the School into one of the world’s premier institutions. Previously, Dr. Peña-Mora was Associate Provost and the Gutgsell Endowed Professor at the University of Illinois at Urbana-Champaign. In this role, he led Illinois efforts on Interdisciplinary, Diversity, and Entrepreneurial Initiatives. Before joining the faculty at Illinois, Dr. Peña-Mora was the Gilbert W. Winslow Career Development Associate Professor at the Massachusetts Institute of Technology, where he earned his Master of Science and Doctor of Science degrees in civil engineering in 1991 and 1994, respectively.

Dr. Peña-Mora has been a visiting professor at many of the leading academic institutions in the UK, China, Switzerland, and Australia. He is also the author of more than 220 scholarly publications. He holds six patents and one provisional patent. He is a fellow of the Chartered Institute of Buildings (CIOB) as well as elected member of the Dominican Republic Academy of Sciences, and the United States National Academy of Construction among many other awards and recognitions. His research includes information technology support for preparedness, response, and recovery during critical physical infrastructures disasters. His work has earned him an international reputation for change management, conflict resolution, sustainable construction, and processes integration during the design and development of large civil engineering systems. Dr. Peña-Mora was the Chief Information Technology consultant on the Boston Central Artery-Third Harbor Tunnel Project where he focused on information technology support for change management and process integration during the design and construction phases of the $14.8 billion, two-decade-long engineering endeavor.