Andras Joo
Head of Department, Owner’s Representation & Alterations at New Bedford Management Corp.
New York City
Program: Business Strategy: Evaluating and Executing the Strategic Plan
This program was a game-changer for me. It reinforced that great strategy is a balance of vision, execution, and adaptability.
How did you select your course? What were you hoping to get out of it?
I chose Business Strategy: Evaluating and Executing the Strategic Plan at Harvard because, as a director of a project management office, I wanted to sharpen my strategic thinking and learn from some of the best minds in business. Also, who wouldn’t want to experience sitting in a Harvard classroom?
My goal was to refine my ability to bridge strategy and execution, ensuring that great ideas don’t just stay on PowerPoint slides but actually drive measurable impact.
What was the most valuable takeaway you learned?
The biggest takeaway: Strategic agility is everything.
The business landscape changes faster than my inbox fills up on a Monday morning and the program reinforced the importance of being able to pivot, make data-driven decisions, and align execution with long-term objectives.
I also learned that even the best strategies mean nothing without effective communication; if your team doesn’t understand or buy into the vision, it’s just another document collecting digital dust.
What were your outcomes from the program?
One immediate change was how I approached strategic prioritization at my firm. I implemented a clearer framework for evaluating initiatives, ensuring they directly support business goals, because let’s face it, not every “urgent” project actually deserves to be in the top priority list!
I also started leveraging more scenario planning, helping my team anticipate challenges before they become crises.
On a personal level, I’ve become more confident in challenging assumptions and encouraging my team to think beyond conventional solutions.
What was something surprising or unexpected that you learned?
I was surprised by how much value came from simply being in a room with such diverse professionals. The discussions pushed me to think differently and question long-held assumptions.
I expected a lot of frameworks and case studies (which were great), but I didn’t expect the number of times I’d hear, “Well… it depends.” Turns out, strategy isn’t always about finding the perfect answer — rather, it’s about making the best decision with the information available and then being prepared to adapt.
What advice would you give to future P&ED participants?
Go in with a clear goal but be open to unexpected insights. Participate in discussions, challenge your own thinking, and don’t be afraid to ask the tough questions.
Also, network, network, network. You’ll meet incredible people who can offer perspectives that may completely change how you approach leadership and strategy.
This program was a game-changer for me. It reinforced that great strategy is a balance of vision, execution, and adaptability. Plus, now I get to casually drop, “When I was at Harvard…” into conversations!
