MBE LiVE Programme description
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.
- 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.
- 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.
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 + 3 discussions with industry experts)
3 hours per week for individual work (asynchronous learning with reading, videos, reflection and application).
From 1 to 15 days
4 interactive modules :
Theory of the firm (business strategy)
Participants understand the concept of strategy, examine their own company’s strategy and apply this understanding to their day-to-day management. They will be able to distinguish between static and dynamic market concepts and know how to execute strategic decisions based on market conditions. By deconstructing a typical organisation, participants will understand the core business activities of their company, the role of their team in these activities, and how they can make decisions with an informed enterprise mindset. In addition, participants understand the different ways of structuring a business, the reasons behind it, and how they can align their management behaviour with their business structure. They will also have the opportunity to reflect on the role that sustainability plays in strategy decisions.
Customers and Markets
Participants understand the different ways of segmenting customers, the concept of value proposition and customer experience design. They are able to describe their company’s customers and the company’s value proposition. They understand and can describe how their area of responsibility has a direct or indirect impact on customers and align their management practice to this. They will also understand how digitisation has changed the way a company interacts with its customers.
Participants understand the concept of operations management and how it relates to strategy execution. They can describe the strategic and operational aspects of their own role. Participants understand the dimensions of performance (cost, quality, variety, time). They can execute high-level decisions based on these dimensions and can also apply them within their scope of control.
Participants understand common approaches to process design. The class will also reflect on the impact of digital on operations (e-commerce, Industry 4.0) and the tension between efficiency, cost optimisation and sustainability.
Participants will gain an understanding of the rationality behind finance. They will review the fundamentals of finance (e.g., ratio analysis, investment versus time scale, identifiy potential problems) and develop a long-term financial strategy. They will understand the concept of financial performance and establish a clear link between the impact of management actions on the financial health of the company. Finally, they will immerse themselves in the investment analysis, appraisal and control.
The emerging concepts of digital transformation and sustainability are seamlessly integrated into the content of each pillar of the programme.
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
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
Continuous observation based on group work (practical cases). Online test.
Emargement. Hot” evaluation, “cold” evaluation. Certificate of participation.