Dr. Kamel Jedidi

Marketing is critical for the organic growth of a business. Its central role is in creating, communicating, capturing and sustaining value for the firm. Marketing contributes to value creation by understanding customer needs and developing innovative products and services that satisfy those needs better than competition. Marketing communicates the value created through a variety of channels as well as through the firm's branding strategy. Marketing captures part of the value created through effective management of customers and pricing. Finally, the firm sustains value creation over time by building an effective customer-centric organization. This module emphasizes the role of marketing in creating value for customers, which in turn leads to value capture for other stakeholders in a firm (e.g., owners, shareholders, employees).

Dr. Andrew Kakabadse

This interactive Corporate Governance Module will examine the history of governance and boards and the reality of governance implementation today.

Particular attention will be given to the role and contribution of boards, the role and contribution of board directors and the challenges that board directors face in addressing critical strategic risk, vulnerability and reputational issues. The session will finish with the participants completing a questionnaire on their abilities to negotiate sensitive stakeholder relationships in order to better integrate contrasting stakeholder agendas.

Prof. Marc Sachon

The objective of the module on Operations Management is to show how a good understanding of your value creation process – with a particular focus on the operations part – can help to achieve superior results. In the first session we will see an example of well managed processes, in the second an example of seeing new opportunities that are currently emerging in business, followed in sessions three and four by a focus on crisis management. We will close with a session on strategic coherence, i.e., the importance of aligning functional strategies (such as operations strategy) with your business strategy. The sessions will also give participants the opportunity to exchange their rich experiences in different fields of business, functions and levels.

Dr. Karel Cool

As the surprising misfortunes of Nokia, Research in Motion, Alcatel-Lucent, Yahoo, and many other global companies show, competitive positions that may take decades to craft, can be wiped out in just a couple of years. The exponential decline that shakes these companies is most often due to a collapsing eco-system where value creating partners switch allegiance, triggering a flow of defection. Leaders may be very quickly sidelined if they do not understand the success rules of eco-systems.

Crafting eco-systems can be very greatly rewarding as the stories of Visa, Facebook and SAP illustrate, and even latecomers can get back in the race and rule, as the successes of Apple (iPad-iPhone-iPad) and Google-Android demonstrate. However, it requires special insight into the dynamics of eco-systems and the art and science of its leadership. This module will discuss how to develop a new eco-system and become its leader, how to stay ahead, and how to become a leader if one is late to the game. We will first discuss how to develop competitive advantage in eco-systems, and second how to become and stay a leader in these environments.

Mr. Johan Brand

This module will enhance awareness of what it takes to succeed in the C-suite. Executives who are on their way to the executive board need to thoroughly understand what it takes to get to this aspirational level and what it takes to be successful in the C-suite. It will focus on successful behaviour from the perspective of himself ('you and yourself') as well as from the perspective of the important layers around him; direct reports, peers, superiors and non-executive board members ('you and others').

Dr. Andy Smith

Emotional Intelligence (EI) is what makes the difference between top performing leaders and the rest - and this course gives you the practical tools to develop EI in yourself and your team.

Research by Daniel Goleman and the Hay/McBer organisation has found that high Emotional Intelligence is a bigger predictor of success in executive roles than IQ, and that the contribution of EI to success increases at higher levels. Emotionally intelligent leadership makes a big, measurable difference in three crucial areas: employee retention, productivity, and customer service.

The good news is that Emotional Intelligence can be improved. This module will teach you how to develop your own Emotional Intelligence, how to improve the 'emotional climate' to maximize your team's productivity, and give you simple, usable formats that will enable you to add a coaching style of management to your leadership repertoire. You will also receive a pre-course emotional intelligence self-assessment to help you identify your own goals for the course, and leave with your own action plan for developing your competencies as an emotionally intelligent leader.

Dr. Michael J. Ho

Global best practices confirm that financial strategy must be consistent with, and support operational strategy, that financial strategy does not exist, and is not determined separate from the core business strategy of the firm. In contrast to what is commonly taught in business schools, the emphasis of this module will be on applying finance and implementing financial strategy as a tool, not a separate business discipline. We will focus on the application of the essential finance tools that provide the senior manager with the ability to (i) better understand past financial performance; (ii) gain insight into the firm's competitive position; (iii) and screen and evaluate potential growth opportunities, both organic and inorganic.

Dr. Jamshed Khan

Markstrat is a simulation game that lets the players, usually in teams of four or five, take control of a virtual corporation; making decisions on its behalf. The game is widely known, and played in over 500 academic institutions, including 8 of the top 10 international business schools and 25 of the top 30 in the US. The players of the simulation have to make number of decisions, in marketing, finance, operations, and research and development areas, in order to achieve better performance than the competing players who also manage other companies. Key leanings relate not only to how you manage your own company in a competitive environment, but also on how you manage your team and make and impliment difficult decisions.

Mr. Magdi A Ismail

In times of economic uncertainty and troubled future outlooks, the industry leader is left alone without real and reliable support. Forecasting, coping and leading change are the pivotal requirements of the modern executive. Executives around the world are often confronted alone to these issues at the top of their organization without any opportunities to reflect with others or any model or framework to refer to. Change intrinsically is not plan able therefore managing it will require from the executive specific skills and capabilities that can be acquired. Our module focuses exactly on this.

Mr. Jean Luc Kastner

In times of economic uncertainty and troubled future outlooks, the industry leader is left alone without real and reliable support. Forecasting, coping and leading change are the pivotal requirements of the modern executive. Executives around the world are often confronted alone to these issues at the top of their organization without any opportunities to reflect with others or any model or framework to refer to. Change intrinsically is not plan able therefore managing it will require from the executive specific skills and capabilities that can be acquired. Our module focuses exactly on this.

Mr. Paul Hughes

This module aims to address how decisions, not structure, should be the primary perspective from which to view organizations. According to 'Decide and Deliver', research shows that the hallmark of great companies is their ability to consistently make good decisions, follow through with immediate action and achieve the target in mind. Companies that succeed in building the capacity to decide and deliver not only turn in better financial results, but also cultivate more engaged and motivated employees. In short, they make decision effectiveness a source of lasting competitive advantage.