Global Executive MBA
Key Management Challenges
In the real world, management decisions don’t fall into neat boxes of business-school disciplines. Nor do they necessarily fit within the departmental silos of your own organisation. This is why INSEAD has developed Key Management Challenges (KMCs) – broad, cross-disciplinary, cross-departmental courses that genuinely reflect the realities of doing business.
The KMCs are offered on all three campuses and you can choose three topics to suit your needs and interests.
Course Topics (Sample)
INSEAD Blue Ocean Strategy offers a new perspective on strategy formulation and execution. This programme takes the theory, created by INSEAD professors W. Chan Kim and Renée Mauborgne, and develops it into concepts, tools and frameworks. You will learn to create ‘blue oceans’ of uncontested market space to help you make the competition irrelevant. You will gain key insights on how these concepts complement and go beyond traditional approaches to strategy. There is also a strong emphasis on learning how to apply Blue Ocean Strategy to real business situations in order to help your business break away from the competition and achieve strong profitable growth.
Corporate governance has been in the limelight over the last years, amplifying a trend that started a decade ago with major corporate scandals (such as Enron, Parmalat, and Tyco). To a large extent, the financial crisis can be seen as the result of governance failures of financial companies and markets. This KMC is devoted to exploring the topic and providing some principles and tools that will help participants to better understand not only the current debates, but foremost the importance of proper governance in their own professional careers. The course takes a broad view of governance, examining start-up as well not-for-profit organisations (where proper governance is on average more difficult), as well as dealing with governance inside the corporation.
This course is about exploring and applying new entrepreneurial thinking and leadership behaviours to improve your personal and executive performance. It explores the knowledge, skills and attitudes required to grow to a leadership role in a high performing organisation. The challenge is great: leading an organisation that maintains entrepreneurial values while organising professionally, thinks strategically while sustaining an innovative culture and maintains controls while empowering others is the ultimate business challenge (Think Apple). This course integrates thinking from entrepreneurship and leadership with strategy, organisational behaviour, and psychology to prepare participants interested in becoming effective leaders in start-up, growing and mature firms. The course is intended for individuals interested in leadership so it is by definition not about business as usual. The course is experiential and does not offer answers but rather helps participants examine the leadership issues they will face throughout their careers.
This course is aimed at participants interested in building a new business or understanding entrepreneurial behaviours and processes. This course will develop insights and frameworks that can help participants progress from an entrepreneurial idea to a business design, launch and growth. The focus is the creation of independent ventures, although the learning may also be useful for developing new business initiatives inside companies. Day one focuses on the conceptualisation of opportunities and understanding the essence of entrepreneurial behaviour. Day two explores issues that are relevant to the design and launch of a new business, and day three is dedicated to the integration of learning, including an encompassing case series covering all topics discussed in the KMC, a guest speaker, and a pitching workshop to improve communication of business ideas. Participants will have in place the key building blocks needed to build a new business or improve one that has already been created.
The purpose of this KMC is to experience the innovation phenomenon and to better understand the managerial and organisational challenges that innovation invariably generates. The course will examine various sides of innovation management: How to innovate in large and geographically distributed organisations? How to innovate when developing new services? How to execute innovation projects using design thinking principles? How to develop a portfolio of innovation projects? While addressing these questions, participants will see the conflict of creativity and risk versus process and execution, which is inevitable in the industrialisation of innovations. This course presents strategies and actions companies can adopt in order to sustain the innovation record that is required to sustain profitable growth.
This course covers four key management challenges specific to multinational companies and to start-ups in a global world: shaping the roots of global performance; responding to different national contexts; integrating across national borders; and leading virtual teams. The course incorporates a mix of classic and contemporary cases, including multinationals from “emergent economies”, to illustrate and discuss how managers and entrepreneurs have responded to such challenges over time. The course also calls on the participants’ own experience; and reviews the state-of-the-art knowledge on global management.
This course is designed to provide participants with a deep and holistic understanding of the world of business and the importance of value creation. As such, this is not a finance course, but rather takes an integrated perspective of business and the economics of business, with a foundation built on financial economics. This course will extend and deepen the concepts covered in previous finance courses, as well as other courses participants have taken during the EMBA. Participants will also exercise the finance skills they have learned in previous courses (or before INSEAD), to assess the value impact of non-finance as well as finance related business decisions. Participants will understand what it means to “manage for value creation” in the context of day-to-day decision-making (we refer to this as “Blue Line Management”), as well as in the context of particular corporate events such as mergers, acquisitions, joint ventures, divestitures, etc.
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