MBE LiVE Programme description

Programme Objectives

The programme allows participants to develop a holistic view of business strategy, its link to finance, the role of markets and customers, and an approach to analysing operations.

Pedagogical Objectives

  • Learn how to adapt business decision-making from a narrow functional view to a global and holistic view focused on sustaining business growth for the long term.
  • Develop the ability to deconstruct the enterprise as a dynamic interconnected system operating in a complex volatile strategic environment.
  • Understand how different functions – finance, operations, marketing, and others – must work together to execute a business strategy and broaden career opportunities.

Participants’ Profile

  • Senior functional executives who wish to refresh their business acumen and strategic perspective.
  • Individuals who, by the nature of their roles – corporate functions, business partners, business analysts – need to demonstrate an enterprise-level mindset while addressing operational challenges.
  • High-potential employees, identified by the organisation for a general management career path, will also benefit from the program, which focuses on developing business acumen.
  • The programme is well suited to those who have developed functional expertise through education and work experience, but who may not have a formal education in business management.

Training Location




Duration of the Training and Organisation Modalities

Digital Format – Minimum number of participants: 15, maximum number of participants: 50.

8 weeks with 4 interactive modules

2x 90-minute LiVE sessions per week (including 12 interactive sessions with faculty + 1 discussions with industry expert) Virtual cohort cafés after faculty-led sessions

3 hours per week for individual work (asynchronous learning with reading, videos, reflection and application).

Access Time

14 days


Training Content

4 interactive modules :

Pillar 1. Financial Acumen (Weeks 1-2)


Learning Objectives

  • Understanding and improving financial performance

  • How operational decisions lead to value creation/ destruction

  • Investment decisions to create value

  • How do you finance your growth

  • Understand the key concepts used by corporate finance

  • Ask the right questions to the finance team & provide them relevant info to make decisions

  • Develop a financial framework to guide operational decision making

Pillar 2. Theory of the Firm (Weeks 3-4)



  • Defining our
    purpose in the “game”: organizing ourselves, aligning
    competencies and people to respond

  • The strategic
    choices in front of us

  • Exploitation/
    Fortification (doing more of the same)

  • Exploration/
    Creation (doing different things)

  • Understand the
    context & business environment in which our firm operates

  • Review the
    purpose, vision and strategy that we have defined to respond to
    the environment

  • Understand how we
    organize our Business

  • Develop
    a framework to make strategic choices with a focus on market

Pillar 3. Customers & Markets (Weeks 5-6)



  • Understanding
    Marketing Value (the 7 Ps) in the 21st century

  • Building blocks
    of Marketing Value (Trust, Data, and Collaboration)

  • New
    creators of Marketing Value (High performing incumbents, Big 9,
    Platform players, small & individual players)

  • Understand the
    world of Marketing and Value today from a customer’s

  • Review the key
    building blocks of Marketing value

  • Understand
    who are at the forefront of creating marketing value today and
    analyze how our own companies compare

Pillar 4. Executing Operations (Weeks 7-8)



  • Key competitive
    priorities (Cost, Quality, Flexibility, & Delivery) and
    operating choices companies need to make

  • Making
    operational decisions to improve the performance of a simulated
    factory in inter-company teams

  • Creating
    value from selling products to selling product-services

  • Develop a
    holistic, high-level view of Operations & Processes

  • Examine the key
    decisions that operating managers need to take in line with the
    organization’s competitive priorities

  • Review
    two key factors impacting modern Operations – Servitization &

Professors’ Profile

Ravi Shankar –  Academic Director

Christoph Herold – Director of Development, CBTL GmbH, Expert Digital Learning and Business Coach

Jens Meyer –CEDEP ex Dean and Professor visiting INSEAD

Liri Andersson – Professor at CEDEP and founder of thisfluidworld

Andrea Masini – Professor of Operations Management HEC Paris

Company stakeholders

Used Pedagogical Methods and Technical Means

  • Alternating synchronized classes, quizzes, and work in subgroups
  • Pedagogical distribution: 50 % practical, 50 % theoretical input
  • Optional: “Question and Answer Sessions” with faculty, and “Coffee Sessions” between cohort and program director
  • Visio conferencing, LMS and simulations for the Finance and Operations modules

 Evaluation Methods

Continuous observation based on group work (practical cases). Online test.

Emargement. “Hot” evaluation. Certificate of participation.

Public Rate

€4,800 excluding taxes

Pedagogical referent

Director of Programme Development