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Executive MBA Syllabi


Session 1






Session 2

Leadership and Motivation

In today’s corporations—flatter, less hierarchical, and more team-oriented than those of the past—leadership and the ability to inspire groups are among the most important skills for career success.  This module explores the challenges of leadership in the modern world of business, and the process of becoming a leader.  We will focus on how leaders learn to express themselves with authenticity, and how they portray visions of a future that motivates their groups.  We will examine cases of effective leadership past and present, and participants will work on developing their own leadership voice.  Students will be called upon to reflect deeply about who they are and the influence they would like to have in their organizations.

Assessment: individual oral presentation about a leadership event or opportunity in the participant’s life





Session 3
London Module

Business Cycles, Financial Markets and Crises

This is an applied macro political economy course which will use tools of macroeconomic analysis to develop an understanding of business cycles, financial market behavior and financial crises.

Basic macroeconomic and international trade theory will pave the way for an analysis of the various theoretical approaches to the explanation of business cycle, credit cycles, asset price bubbles and financial crises.
The theory will be illustrated in and used to develop an understanding of major events in recent macroeconomic history, notably the Asian financial crisis of the late 1990s, the American financial crisis of 2008 and its contagion to become an almost worldwide crisis, the sovereign debt crisis in the Euro area and the macroeconomic policy challenges which all of these crises pose for policy makers and regulators today.

 Assessment  : individual assignment


Session 4
Geneva Module

Successful Negotiations

This is a set of interactive negotiation exercises, cases studies and simulations. These exercises have a dual purpose. First, they will give you hands-on experience with negotiation. You will learn first by actually negotiating, and then by stepping back to compare your approach and results with those of your colleagues. You can test your analytic skills and experiment with new techniques. Special preparation and follow-up assignments will encourage you to draw practical lessons from your personal experience. You will also have the chance to exchange feedback with your colleagues in a structured way. Upon completion of the module, you will be required to write a journal about your negotiation experience and thus reflect on what has happened to you as a negotiator.

Assessment : Negotiation performance, Participation,  and the Journal. 


Session 4
Geneva Module

Organizational Development

The challenges concerning  how organizations achieve sustainable competitive growth, through the relationship between strategy and organizational issues. A strong understanding of general management issues, related to the understanding of philosophy, process and people within any given organization, is embodied in concepts of thought-leadership and group dynamics.  Emphasis will be given to the differences and similarities of individuals, towards the creation of organizational effectiveness through a system-wide diagnostic of the dynamics of strategy. The aim is also to equip students with knowledge of those issues that impact and ultimately shape an organization’s culture. 

Assessment :

Participation : 25%
Final Assessment : 75%





Session 5
Beijing Module

Talent Management

Talent management is central to the competitivity of global businesses in today's increasingly turbulent environment. Talent management touches on all business activities and places human resources and the management of the organization's human capital at the heart of strategy. Put simply talent management is about acquiring those with most to offer, developing those with most potential and retaining those of most value to the organization. Increasingly talent management relies on creative solutions to attract, develop and retain employees but also an international reach to identify and nurture talent distributed across global operation. Talent management requires an understanding of what the business does, how it does it and how it uses human resources to do it better.



Session 6
New York Module

Business Planning

 The ‘Size Up’ process that allows the completion of  a comprehensive situation assessment  for the organization is followed by a review of key internal factors including Finance, Marketing, Operations, Human Resources and Technology.  A case study, based on a live company, is used to demonstrate the value of the Size Up process with participants working in teams to determine the relative health of the company.

Participants then develop a ‘Strategy Scan’ to determine the best strategic direction that should be taken by the organization.  This leads into the completion of an Enterprise Review Summary – a concise business plan – this incorporates the Size Up and Strategy Scan processes.

Assessment : Participants are evaluated via the completion of a three-hour case study assignment that can be completed in situ or by on line submission.


Session 7
Moscow Module

Corporate Social Responsibility, Business Ethics and Corporate Governance

Appreciating the legacy of the Enlightenment. Individualism; rights and justice; utility; rationalism; libertarianism. Ethics as action. The UN Global Compact as an avatar of globalised CSR?  Liberal and egalitarian approaches to CSR and BE.  Twentieth century contributions to CSR and CG (Friedman, Freeman, Ansoff and Drucker etc).  The conceptual value of sustainability (US/UK)/management durable (France)/harmonious living (China).

CSR as competitive advantage – the case of Unilever. Other examples. Measuring the value of non-financial performance.  Implementing a sustainable management approach. The case of MTR (Hong Kong) , the applicability of sustainable standards.  Developing a matrix or framework for ‘auditing’ CSR/BE/CG. Essentials of a suitable research (and presentation) approach.  Compiling and presenting an initial sustainable case report.

Assessment :
Assessment for these modules will be based on an individual essay suited to the interests of each participant for the Corporate Social Responsibility, Business Ethics and Corporate Governance module (100%); and on the content of small group presentations for the Case Study (100%).





Session 8






Session 9
Singapore Module

Geopolitics :

The different facets of geopolitics by focusing on the major determinants of geography, power, history and structure of the international system, and culture. We will answer a fundamental question about how nation-states use their geographical position and power to promote their national interests, expand their sphere of influence and ultimately achieve hegemony.
One of our debates will concern the relevance of the nation-state in the context of globalization and the inevitable rise of stateless protagonists such as NGOs and terrorist groups.

Assessment :
Knowledge of assigned readings demonstrated through participation in class discussions: 25%
Presentations: 25%
Essay (individual work): 25%
Preparation and/or moderation of a debate: 25%


Session 9
Singapore Module

Globalisation and International Business                                    

Managing corporate development in the face of rapidly changing international environments and their challenges.  Evolving global, regional and national contexts are analyzed through cases of company and country development.  A case on a leading company will indicate how these different contexts provide opportunities but create obstacles.
Key themes include growth and different forms of foreign direct investment, the rise of regional integration for example the European single market, and the different national policies with regard to trade and foreign investment, as exemplified through additional country case studies.  

Assessment : individual assignment on a case study or on participant’s own international corporate development example.





Session 10
New Delhi Module

Mergers, acquisitions and financial restructuring 

Despite the recent financial crisis the M&A market is very active as many companies seize opportunities to grow or to restructure their portfolios of activities. The objective of this module is to provide an up to date understanding of the M&A market logics and trends in a global economy, and of the opportunities and risks of these transactions for managers and shareholders. Financial restructuring issues are also covered.
The module covers: the M&A market & process, takeover regulation and defense, value creation in M&As, company valuation, financial restructuring (leveraged buyouts, shares issues and repurchases).

Assessment : assignment (case study).


Session 10
New Delhi Module

Conflict, Crisis and Change Management

This interactive session focuses on key knowledge and  behavior  you can use to transform tensions and conflicts into productive and cohesive forces. We will switch our focus from trying to avoid human tensions (an unrealistic wish, especially in times of change!) to preparing for and handling productively the unavoidable disagreements and power struggle. Critical points,  crisis action plans, personal positioning,  appropriate reactions, management of emotions, skilled meeting facilitation, negotiation, decision-making and strategic communication will be explored. Change happens. What makes the difference is the person/team leading it...

Asessment : participants will be evaluated through an interview focused on situational reactions.


Session 11
Grenoble Module

Product Life Cycle and Brand Equity

Brands are one of the most valuable assets that a company possesses. The objective of this course is to prepare managers to create and maintain a competitive advantage for their brands in the marketplace. This course is organized around the product and brand management decisions that must be made to build and manage brand equity. The course starts by providing a framework about how brands are built and then introduces the product strategies that can be used to ensure enduring brand advantage. In particular, depending on the stage of products on their life cycle, specific strategies to build, leverage or defend brand will be articulated.

Assessment : Class participation 20%,  Case study Assignment 80%



Session 11
Grenoble Module

Risk Management

The Risk Assessment and Management Session will benefit those wishing to apply risk management techniques as a project management innovative tool, in particular by:

  • Identifying major risks any international industrial project may face during execution, with an emphasis on assessment, mitigation actions implementation & monitoring.
  • Understanding how major claims could develop and what would be required to build-up strong defence dossiers.

Session will include a short case study and be illustrated by several examples from various industry sectors worldwide.

Assessment : an individual assignment on risk mitigation and crisis prevention.


Session 12