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Executive Education Portfolio 2013 - 20
Expand your horizon. Make an impact.
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1. Introduction 03
2. Key Facts 04
3. General Management 06
4. Corporate Governance 10
5. Top Management 14
6. Leadership 18
7. Strategy 26
8. Marketing and Sales 34
9. R&D and Operations Management 38
10. Finance 42
11. Region-Focused 50
12. Industry-Focused 54
13. Entrepreneurship and Family Business 58
14. The INSEAD LiVE Series 62
15. INSEAD Executive Certicate in Global Management 64
16. Practical Information 66
17. Calendar 67
Contents
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Executive Education Portfolio 2013 - 201
We will also be running our highly successfuInternational Directors Programme in
Singapore for the rst time. In addition, we
are introducing a High Impact Leadership
Programme, anAdvanced Asset Managem
programme and a Market Entry Strategy fo
India programme which addresses the need
of organisations preparing to do business in
fast-growing economy.
We continue to increase the number of
programmes delivered on our Singapore
campus and as testament to our commitment
to the region we are proud to have embarked
on a major campus expansion with the creati
of a new Leadership Development Centre.
As a participant in an INSEAD Executive
Education programme you will be surrounde
by peers from all over the world, you will
engage with outstanding faculty from diverse
backgrounds and nationalities and you will
acquire new knowledge and capability to dri
your career and your business forward in aconstantly changing world.
For further individual advice or for any
company-specic executive education enqui
dont hesitate to contact us. We have a team o
experts who are ready to help.
Mark Roberts
Assistant Dean
Executive Development Programmes
Todays business challenges andopportunities are increasingly complex.
Companies and individuals work in a global
economy and in an interconnected world.
Business cuts across cultural and country
boundaries and there is a real need to be
open-minded, innovative and focused on
sustainable value creation.
In this context, INSEAD Executive Education,
with its long history of supporting organisations
and executives in their international ambitions,
has more relevance and impact than ever
before.
Our programmes are designed, developed and
distilled by our faculty, who are not only world-
leading business thinkers but also outstanding
educators. Our professors have an ability to
distill their knowledge and research to a point
that makes it highly accessible and actionable
for people leading teams and businesses today.
Our programmes are rigorous and demanding,
we engage executives in discussion and debate,we challenge assumptions and push people to
think differently. Executives consistently tell us
that they leave our programmes ready to inspire
their teams, to help take their organisation to
new heights and to make a genuine impact.
INSEAD offers a dynamic portfolio of Open
Programmes for executives at all stages of
their careers. This year, we are excited to be
launching ve new programmes. In response
to a huge demand for board-level education,we have developed two specialist programmes:
Leading from the Chair and Value Creation
for Owners and Directors.
Executive Education for a rapidlychanging world
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04 Executive Education Portfolio 2013 - 2014
Key Facts
140,000+ executives have attendedour programmes since 196
3full campuses in Europe, Asia and Abu Dhab
16world-renowned centres for cross-disciplinary researc
client companies in 2012/2012,000+
125+nationalities of participants in 2012 - 201
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12,000+ participants in 2012 - 2013145+
independently minded faculty
Open Programmes
45+
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GeneralManagement
To succeed, businesses need leaders who
bring new perspectives, new thinking
and new ideas and who have the
skills and knowledge to manage in anuncertain world. INSEAD offers 4 General
Management programmes that support
your important career transitions:
Advanced Management Programme
Transition to General Management
Management Acceleration Programme
Asian International Executive
Programme.
Programme content covers:
Structured reection by participants on how
they exercise judgement
Coaching and feedback to go beyond the
science of management to the craft of being
a senior leader
Focus on the objective functions of senior
leaders as dened by diverse stakeholders,
and the constraints and opportunities offered
by the external environment
Organisational levers that leaders use to
achieve goals and how they become more
effective in achieving these goals through a
deeper understanding of themselvesOptional Capstone Module in Singapore
facilitated by coaching staff.
Advanced ManagementProgramme
Key benets for participants include:
Gain insights that challenge your
assumptions
Develop greater condence by testing your
assumptions and making them more robust
Actionable knowledge harnessing the
knowledge you already have into workable
action plans.
The Advanced Management Programme is
a reective process that offers participants
insight into the way in which they exercise
judgement.
Participant prole
Senior executives such as CEOs, COOs,
CFOs and heads of product divisions,
geographical regions or other major
business units within the private or public
sectors
An average of 12 years management
experience, at least 5 years in a general
management position with clear cross-
functional and P&L responsibility.
Length of programme
4 weeks + optional 5-day Capstone Module
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Programme content covers:
An in-depth examination of the foundations
of business: marketing, organisational
behaviour, nance and managementaccounting, strategy, operations
management, and the global economy
All aspects of leadership: communication,
negotiations and decision making,
cross-cultural management, fair process,
team building, self-awareness, and
leadership style
Rigorous frameworks and tools to apply
back at work
An optional 4.5-day follow-up module to putthe concept of value creation into practice.
Programme content covers:
Sharpening your strategic insight: princip
and tools to think strategically about ever
decision and action you take to boost youcompetitiveness and innovate
Broadening your business expertise:
perspectives from every business function
to give you the ability to recognise, create
measure and capture value
Strengthening your leadership foundation
frameworks, reection and practice to
enhance your presence, increase your abi
to lead in and across teams, and plan your
future growth.
Transition to GeneralManagement
Management AccelerationProgramme
Key benets for participants include:
Gain a grounding in all the key business
disciplines and integrate them into a complete
view of business essential for effective
general management decision making
Experience our unique LeadershipDevelopment Process, which includes
powerful 360-degree feedback and coaching
Understand how to manage for value, using
INSEADs own Blue Line Management concept
Achieve new perspectives in a truly
international class and different locations.
Key benets for participants include:
Become a more competent and condent
manager with new insights, knowledge an
skills
Learn how to stay focused on creating val
and grounded in a long-term purpose
Increase the ability to manage yourself
and others in conditions of uncertainty an
pressure
Enhance your capacity to lead, with or
without formal authority, in diverse setting
Participant prole
Senior functional or technical managers
about to make the transition to general
management or recently appointed general
managers
At least 8 years management experience
with an outstanding track record in one or
more functional areas of business.
Participant prole
Functional experts whose success depend
on understanding the business as a whole
and working effectively across functions a
cultures
Individual contributors and professionals
who aspire to gain, or have recently gaine
management responsibilities
Typically graduates with 5 to 12 years wo
experience and a strong track record in th
own functional area.
Length of programme
2 modules of 2 weeks + optional 4.5-day
follow-up module
Length of programme
3 weeks or 1 module of 2 weeks + 1 module
of 1 week
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Programme content covers:
Understanding the principles and context
for general management and value creation
through thorough investigation of: strategy;nance and management accounting; crisis
and consumption
The fundamentals of efcient management in
a changing world, including judgement and
decision making, and marketing, set within
an Asian context
Practical advice on how to turn global
strategy into local Asian solutions.
Key benets for participants include:
Greater insight into business fundamentals
and condence to lead across functions
and geographical borders, to meet the new
challenges of senior management
Acquire a new approach to strategyprocesses and up-to-date business models in
an Asian context
Frameworks and theories plus panel
discussions focusing on current issues faced
by Asian countries.
Participant prole
Executives with at least 8 years management
experience, or newly appointed general
managers
Typically participants already work in Asia
(or are preparing to) or have responsibilities
that are specic to the region.
Length of programme
2 weeks
Asian International ExecutiveProgramme
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Michael Byczkowski Vice President Technology InnovationWorking for SAP AG, the world-leading enterprise in software
and software-related services (in terms of revenue).
Executive Education Portfolio 2013 - 201
Former participant of INSEADs Transition to General Management programme
First of all, let me say it is indispensable to be
able to see the bigger picture and its intrinsic
dependencies across the different domains of
expertise like production, sales, operations
and nance, marketing and people
management. Secondly, it is vital to strive for
an open and cross-cultural mindset and thirdly,
it is essential to focus on your customers
and what they really value. Together with its
excellent reputation and truly global focus,INSEAD seemed to me like the perfect choice
to address these three key elements.
INSEADs Transition to General Management
programme really opened my mind and gave
me an entirely new perspective on many things!
I can truly say that it is the best programme
ever, and my only regret is that I did not do
it earlier! It was such a positive experience
for me that I have since recommended it
wholeheartedly to close friends in similarsituations.
This programme has really helped me to
place emphasis on the value side of the
business instead of solely looking at the cost
side. Understanding what a customer really
values brings great opportunities to enrich and
innovate our offerings in a very targeted and
sensible manner. My perspective on marketing
as a holistic discipline and its importance for
the business changed completely, thanks to the
integrated approach taught in this course.
The high quality of teaching really went
beyond my expectations not only from an
academic and research point of view and how
our professors extracted the real essentials of
a given theory or approach but also how they
helped us transfer the learnings into practice
and complemented them by real-life cases.
INSEADs famous cultural diversity was one
of the primary reasons I chose this programm
You learn how people with different cultural,
industry and company backgrounds tackle
the very same problems; this also showed
how heterogeneous groups and teams can
drive a topic much further than one could do
with a set of very like-minded people.
This programmehas really helpedme to place emphasi
on the value sideof the business...
understanding what
a customer really
values brings great
opportunities to
enrich and innovateour offerings in a
very targeted and
sensible manner.
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CorporateGovernance
Being a board member is an exceptionally
important role that resembles no other.
Even those who have excelled in senior
management face new challenges. But howdo you develop new skills and knowledge
at this level? INSEAD has created 4 highly
specialised programmes to bridge the
gap between senior management and
corporate governance and to give board
members the insights they need to ensure
high performance and value creation in the
long and short-term:
International Directors Programme
Leading from the Chair
Value Creation for Owners and Directors
The Family Enterprise Challenge.
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Programme content covers:
A focus on the knowledge and competencies
expected from directors in todays
environment whilst developing skills thatcontribute to creating effective board culture
and performance
3 modules: Creating and Safeguarding Value;
Implementing Effective Board Processes; and
Managing Critical Events which, together,
represent the knowledge base directors
need to be effective board members
Tailor-made learning methods for directors
including 360-degree survey, coaching and
simulation exercises.
Key benets for participants include:
A formal certication, the INSEAD Certicate
in Corporate Governance (ICCG), which
demonstrates mastery of skills and
competencies expected from board members
Understand the broader context in whichboards operate and the responsibilities that
come with a board mandate
Hone the ability to challenge executives
through positive exchanges focused on
the key issues that underpin corporate
performance.
Participant prole
Those with, or about to take up, board-level
responsibilities, be they chairs, C-suite
executives, non-executive directors, family
members and controlling shareholders
of large family companies, or directors of
government and non-prot organisations and
agencies
Senior professionals from the institutional
investment community and professional
rms who serve boards.
Length of programme
3 modules of 3 days
International DirectorsProgramme
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Programme content covers:
Chair responsibilities setting and
measuring board support systems and
performance, understanding the keysto effective group dynamics, bridging
the information gap between board and
management
Chair competencies and skills motivating
individual directors, facilitating effective
meetings, leading difcult discussions,
mentoring and developing board members
and executives
Crisis management: how the role of the chair
changes, addressing stakeholder pressure,
managing directors anxieties, interacting
with the CEO.
Key benets for participants include:
Deepen your understanding of how board
and chair roles are changing and share
best practices with international peers
Improve your ability to organise and conduct
effective meetingsAcquire tools for coaching and developing
senior executives
Hone your ability to challenge executives
and directors on the key issues that underpin
corporate performance
Address pressures when facing a crisis.
Participant prole
Chairs of boards of directors
Chairs of core board committees, such as
audit, compensation, governance, risk andinvestment, and nomination.
Length of programme
2 days
NEW
Leadingfrom the Chair
Programme content covers:
Denition of the concept of value: how to
create it, how to specify and assess the ris
that owners and directors are prepared totake in the pursuit of value
The relationship between value creation
and growth and the strategic options
for achieving it: M&As, alliances and
international expansion
Presentation of an operational framework
for the main drivers of ownership and to
facilitate an effective interaction between
owners, boards and managers with an
emphasis on fair process leadership
Selection and performance evaluation of
boards and managers.
Key benets for participants include:
Understand the broader context in which
owners and directors operate and the
responsibilities that come with such manda
Learn the principles and main language fo
effective behavior by value creating ownerand directors
Understand the relationship between value
creation and growth and the strategic optio
for achieving it
Exchange ideas on best practice with lead
business owners from throughout the world
Participant prole
Private and public shareholders, includin
directors, board representatives and CFO
from throughout the world
Particularly relevant to private owners
of businesses, active investors, and
shareholders in family rms.
Length of programme
4 days
NEW
Value Creation for Ownersand Directors
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Programme content covers:
Overview of, and insight into, the unique
challenges faced by the family-owned rm,
including governance and key strategicdecision making, leading to the development
of an individual, practicable action plan
Interpersonal relationships and how to
improve communications through better
understanding of fair process, conict
resolution and management of family
dynamics
Recognition of differing agendas and
motivations of the individual and the family,
and how to run effective family meetings.
Key benets for participants include:
Gain a greater understanding of the
challenges and dynamics of family
businesses, as well as a better insight into
governance structures and processes
Improve personal communications andenhance dialogue amongst the family team
Develop a concrete family action plan and
enable smoother transitions.
Participant prole
Family members who work in a family-owned
rm and/or are controlling shareholders of a
family business
Advisors and professionals who hold a
signicant role working for a family business
(e.g., board member, CEO, chair of business
board)
Participants are asked to come in teams of at
least 2 members of the same family enterprise.
Length of programme
4 days
The Family EnterpriseChallenge
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Bill Jones Co-founder and Senior Partner ManagementPlus GroupManagementPlus provides directorship services to the alternative
investment industry.
Executive Education Portfolio 2013 - 201
Former participant of INSEADs International Directors Programme and recipient
of the INSEAD Certicate in Corporate Governance
I call myself a professional director, but
emphasise that I mean it in the best possible
sense very expert, very active and very
engaged. Many people think that corporate
governance is excessively technical, but I can
tell you from experience that its as rich as
human nature itself! My biggest challenge is
to craft a solution for each decision around
the human beings sitting around the table in
the boardroom.
In our industry, the greatest and most crucial
post-crisis challenge for professional directors
is to re-establish trust in organisations like
hedge funds. As board members we need to
show that we are looking out for investors
interests and putting them before those of the
investment managers. However, ideally the
interests of investors and investment managers
would be aligned most of the time.
I heard about INSEADs new International
Directors programme when Timothy Rowley
and Ludo Van der Heyden, the programmes co-
directors, came to give a talk in Luxembourg.
As soon as Ludo and Tim started talking, I
looked up from my BlackBerry and listened.
What they were saying resonated with my
experiences and impressed me greatly. By the
end, I was ready to ll in my application form.
Attending the programme was everything I
expected and more. It was fascinating in everyway, shape and form. And it has had a massive
impact on my work. The main highlight was
the quality of the other participants, who were
both exceptional and diverse. The faculty was
excellent. The class discussions helped develop
the lessons being taught. That the programme
is stimulating is proven by the fact that I think
about the lessons learned every week.
Gender on boards had always been one of
my pet topics. But it was only when I came to
INSEAD that the importance of diversity in
general hit me square in the forehead.
When I saw the impact of cultural and indust
diversity on the evolution of my own thinking
during the programme, I experienced its
power for myself.
My biggestchallenge is tocraft a solution
for each decisionaround the human
beings sitting
around the table
in the boardroom.
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Top Management
To excel in business having great business
vision is not always enough. You need to
become a visionary leader. You need to
be able to inspire your people, invent newpossibilities and shape the future.
INSEAD offers 3 programmes to take you to
the next level:
AVIRA: Awareness, Vision, Imagination,
Role, Action
The Challenge of Leadership
LEAP: Leadership Excellence through
Awareness and Practice.
14 Executive Education Portfolio 2013 - 2014
Programme content covers:
The leaders role in the context of an ever-
changing global economic, political and
social environment
Habits of effective top executives and
practices of high-performing organisations
Engagement with accomplished peers and
international thinkers
Coaching and feedback sessions that
provide an opportunity for self-awareness
and a deeper understanding about your
leadership and personal development.
Key benets for participants include:
Discussing and understanding where the
world is headed and what the implications
might be for leadership and organisations
Appreciating and learning the habits of
effective leaders and the practices of high-performance organisations
Gaining fresh insight into your organisations
future performance and departing with a
concrete personal action plan to lead and
deliver more effectively.
Participant prole
CEOs and other C-suite executives, board
members, chairpersons, managing directors
and executive vice-presidents
Participants are drawn from diverse business
and national backgrounds.
Length of programme
5 days
AVIRA: Awareness, Vision,Imagination, Role, Action
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Programme content covers:
How behaviour affects the organisation,
examining conscious and unconscious
behaviour, and rational and irrational action
Increasing managers abilities to act, reect
and then refocus their actions, to become
reective practitioners
Clinical frameworks, drawing upon
psychoanalysis, development psychology,
and cognitive theory, among others.
Key benets for participants include:
Increased condence at the most senior
levels by revealing the forces behind
authority and power
Developing a leadership style to improve the
health and effectiveness of the organisation,and deliver better work-life balance
Enhanced capabilities to diagnose toxic
organisational cultures and dysfunctional
processes in companies, delivering
improved group dynamics and the creation
of high-performance teams.
Participant prole
Experienced senior executives in large and
medium-sized rms, entrepreneurs or senior
executives in the public sector
Typically CEOs and board members,
participants hold top-level positions with
extensive career experience.
Length of programme
3 modules of 5 days + 1 module of 4 days
The Challengeof Leadership
Programme content covers:
A focus on how to help senior leaders brid
the knowing-doing gap by identifying and
internalising the new behavioural knowleand responses needed to improve the way
they lead
Leadership challenges at 3 distinct yet
connected levels: organisational level;
interpersonal level; and intra-personal lev
Combination of plenary and group work,
supported by world-class business
professors, outstanding guest speakers an
top professional coaches. Between modul
short weekly follow-ups with the same
faculty and coaches give senior leaders th
support to practise further.
Key benets for participants include:
Reect on (and redene some of) your
leadership and personal objectives
Improve your understanding of your
leadership style
Close the knowing-doing gap and really
develop new capabilities through the
selection of key areas for development an
regular feedback and practice
Become a more reective leader and incre
your ability to keep learning in the future.
Participant prole
Senior executives who already occupy
signicant leadership positions, including
top managers (e.g., CEO, Managing Direc
Executive Vice-President) in large and
medium-sized corporations
Senior partners in professional rms; seni
executives in not-for-prot organisations;
entrepreneurs; owners of large family
businesses; and board members of any su
organisations.
Length of programme
9 days + 5 days + 6 days
LEAP: Leadership Excellencethrough Awareness and Practice
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Leadership
Effective managers do not always make
strong leaders. They have to learn new skills
and gain new self-awareness in order to
inuence and inspire those around them. Andin todays increasingly international business
environment, they also need to adapt their
skills and self-awareness to lead across
cultures and borders. Choose from our wide
range of 13 leadership programmes:
The Challenge of Leadership
LEAP: Leadership Excellence through
Awareness and Practice
Achieving Outstanding Performance
The Leadership Transition
Leading for Results
High Impact Leadership Programme
Learning to Lead
Leading Successful Change
Negotiation Dynamics
Managing Global Virtual Teams
Management Skills for International Business
Strategy Execution Programme
INSEAD Leadership Programme for Senior
Indian Executives.
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Programme content covers:
How behaviour affects the organisation,
examining conscious and unconscious
behaviour, and rational and irrational action
Increasing managers abilities to act, reect
and then refocus their actions, to become
reective practitioners
Clinical frameworks, drawing upon
psychoanalysis, development psychology,
and cognitive theory, among others.
Key benets for participants include:
Increased condence at the most senior
levels by revealing the forces behind
authority and power
Developing a leadership style to improve the
health and effectiveness of the organisation,and deliver better work-life balance
Enhanced capabilities to diagnose toxic
organisational cultures and dysfunctional
processes in companies, delivering
improved group dynamics and the creation
of high-performance teams.
Participant prole
Experienced senior executives in large and
medium-sized rms, entrepreneurs or senior
executives in the public sector
Typically CEOs and board members,
participants hold top-level positions with
extensive career experience.
Length of programme
3 modules of 5 days + 1 module of 4 days
The Challengeof Leadership
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Programme content covers:
Understanding organisations: their structure,
culture, and behaviour; how to inuence
and incentivise people leveraging formalstructures and informal networks
Leading teams: the interface between the
individual and the organisation; how to
manage internal group processes and develop
talent; how to manage external sources of
knowledge, information and support
Developing leadership skills: hands-on
workshop; practical sessions with coaching
and group work to develop self-awareness,
address personal weaknesses and build
on personal strengths, culminating in the
creation of an individual development plan
with post-programme follow-up.
Key benets for participants include:
Understand how organisations works and
how to develop and use your professional
network to achieve your objectives teams
goals
Learn how to create and maintain a high-talent, high-energy and high-performance
X-team
Enhance your ability to obtain results
through others by improving self-awareness,
motivating your team, and inuencing your
organisation.
Participant prole
Managers with at least 3-6 years experience
leading teams (including MBA graduates)
who are looking for specic training in
leadership and management
The programme will benet a range
of candidates from high-potentials to
experienced technical specialists who have
come to leadership positions late in their
careers.
Length of programme
5 days
NEW
High Impact LeadershipProgramme
Programme content covers:
Mastering the leadership skills essential t
becoming a successful manager of people
Developing people skills to lead teams,
motivate others, reinforce good performan
correct undesired behaviour and provide
constructive feedback effectively
Learning frameworks, tools and technique
to support different managerial roles.
Key benets for participants include:
Develop clear insights into individual
strengths and weaknesses as a leader
Acquire condence and tools to create vis
and set team direction for greater success
Master frameworks and tools to inspire
people and motivate them to perform bett
Participant prole
Professionals making their rst transition
from individual contributor to managing
people and having responsibility for direc
subordinates
Drawn from all professional backgrounds
and age ranges, participants share a desir
develop people-management skills, wheth
they are making the transition or have mad
this move within the last two years.
Length of programme
3 days
Learningto Lead
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Programme content covers:
The theory, guidelines and practical tools
for negotiators including the psychological
aspects of bargaining and the importanceof trust
Diagnosis of problems and promotion
of agreement inside and outside of
organisations
Value creation and distribution.
Key benets for participants include:
Build a stronger negotiation base, helping
you to improve the outcome of deals
Develop analytical tools and frameworks
for understanding and winning in more
sophisticated negotiations
Acquire hands-on practice, enabling you to
strengthen weak points and preparing you to
return to work.
Participant prole
Executives who have at least 8 to 10 years of
management experience and have gained
substantial experience in conducting and
supervising business negotiations
Executives involved in M&As or joint-venture
negotiations; those handling procurement;
human resource managers; entrepreneurs;
managers in liaison roles such as national
account managers; key account managers;
barristers and other lawyers.
Length of programme
3 days
NegotiationDynamics
Programme content covers:
Developing core skills for leading and
sustaining change by helping others see
the need, anticipating resistance to change,inspiring and inuencing others
Self-awareness as an agent for change,
your strengths, weaknesses and personal
approach
Practising new tools for implementing
change through a simulation exercise.
Key benets for participants include:
Better understanding of the dynamics
of change
Develop an individual repertoire of skills to
initiate and execute change
Creation of a detailed action plan for
personal change initiatives.
Participant prole
Middle to upper-middle managers in public-
or private-sector organisations with at least 8
years management experience
Responsible for teams, units or larger
segments of their businesses and likely to
lead strategic change initiatives within their
organisation.
Length of programme
3 days
LeadingSuccessful Change
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Managing GlobalVirtual Teams
Programme content covers:
Exploring the key dimensions of culture to
create a framework for decoding national
differences and improve cross-culturalmanagement
Gaining trust, improving negotiation skills
and co-operation, and maximising innovation
Simulation exercises using multiple
communication technologies to replicate the
dynamics of managing at a distance.
Key benets for participants include:
Maximise the performance of global virtual
teams to turn distance into an advantage
Gain a framework for cross-cultural
understanding to deliver new ways to
manage
Enhanced communication techniques and
mechanisms to build trust across cultural and
national boundaries.
Participant prole
Managers who lead teams of at least 5
people dispersed across 2 or more countries
Specically, those focusing on the precisechallenges of working across national
boundaries and geographical distances.
Length of programme
5 days
Programme content covers:
Cross-cultural leadership competencies
essential for businesses and managers
to succeed in todays global businesslandscape
Understanding how attitudes, beliefs
and values inuence the handling of
management problems in different countr
Extensive use of contemporary case studi
exercises and role-play, alongside lecture
and videos to aid discussion and learning
How to manage within a complex structur
exploring the unique skills necessary to
overcome challenges and develop strategfor turning complexity into an advantage.
Key benets for participants include:
Improve your communication across differ
cultures
Build the condence to inuence clients,
suppliers and colleagues from a variety o
countries
Benchmark your individual management
style against preferences from around the
world and learn to adapt accordingly
Learn how to lead across international ma
systems and other organisational structur
Participant prole
Senior managers transitioning from nation
to international leadership roles, or who
would like to improve their ability to lead
effectively in a multi-cultural environment
Senior executives who have been posted
abroad or those based at headquarters bu
managing international activities
Managers in public organisations or
government agencies with international
activities.
Length of programme
5 days
Management Skills forInternational Business
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24 Executive Education Portfolio 2013 - 2014
INSEAD Leadership Programmefor Senior Indian Executives
Programme content covers:
Comprehensive review of the fundamental
skills and key frameworks underlying
modern management theory
Practical and hands-on exercises in business
management, processes and techniques
Business leadership and personal
development sessions to guide career
evolution.
This is delivered over the course of one year
by international faculty with multiple modules
in India (Bangalore, Goa and Mumbai),
Singapore and France (Fontainebleau) and by
videoconference.
Key benets for participants include:
Broaden and deepen your knowledge in
key functional domains and see the bigger
strategic picture emerge
Build the interpersonal skills that are
essential for business success
Gain heightened awareness of your emotions,
personal values and blind spots in order to
develop your own personal leadership style.
A world-class programme developed by
INSEAD in partnership with Eruditus Executive
Education.
Participant prole
Senior Indian executives with proven
leadership potential, strong drive and
enthusiasm for learning
Minimum of 10 years business experience
(15 years on average), with signicant time in
management.
Length of programme
1 year part time
Programme content covers:
How to balance the rational with the
emotional, identifying hidden traps and
building internal capabilities, with the aimof continuously implementing strategy
successfully
The skills, knowledge and condence
to make strategy work by overcoming
the barriers to execution, to achieve
constructive, timely and sustainable change
Extended learning and support to ensure
successful implementation, including
facilitated peer-to-peer networking to
maintain momentum between modules and
after the programme.
Key benets for participants include:
Arrive with a clear vision of your strategic
challenge and leave with an actionable plan
of execution
Gain new insights about the hidden barriers
to strategic execution and how to overcomethem
Depart with a permanent understanding
of how to get results from future strategic
initiatives.
Participant prole
Managers who are new to implementing
strategy, moving into a more challenging
implementation role or simply looking for
new ideas to try where others have failed
Those with accountability for outcome
and direct control of signicant resources
(budgets and groups of people), typically
general managers who lead business units,
senior managers who head signicant
departments or members of project teams.
Length of programme
5 days + 3 days
Strategy ExecutionProgramme
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Ren Madsen Business ManagerMiracle, IT and Services business in Denmark.
Executive Education Portfolio 2013 - 201
Former participant of INSEADs Negotiation Dynamics programme
I thought I was a good negotiator, but chose
to enrol on the INSEAD Negotiation Dynamics
programme because I wanted to become even
better. Today, I can really feel the difference.
Although it is hard to put a number on it, I
could be 10%, 20% or even 50% better! I dont
know but if Ive done any deals that I wouldnt
have done, Im denitely more condent in my
ability.
Having already completed INSEAD
programmes in Fontainebleau and Singapore,
I wanted to experience INSEADs third campus
in Abu Dhabi. I hadnt been to Abu Dhabi for
over a decade and was curious to see how it
had changed. Also, as our company becomes
more internationally oriented, I wanted to nd
out if the Middle East really was such a different
business and learning environment.
It was fascinating to learn about negotiation in
such a different culture. As I expected, there
were more Middle Eastern participants than at
other INSEAD campuses, where I was in much
more heterogeneous classes. For anyone who
does business in the Middle East, it must be
a priceless experience to do a negotiation
programme in Abu Dhabi.
Learning in a multicultural environment with
a local bias sounds impossible to teach, but
Professor Horacio Falco, the programme
director, was able to make it into a fullyfunctioning group. We spent a lot of the time
doing simulated negotiations, so it was very
valuable to work with people from a totally
different religion, value system and culture.
A good negotiator is someone who can read
other people, as well as themselves, and nd
the point at which all parties are satised
they are getting value. There are vital skills
like understanding cultural differences,
communicating, reading body language, tak
notes and, very importantly, avoiding making
any assumptions.
For anyone whodoes business inthe Middle East, it
must be a pricelessexperience to
do a negotiation
programme in
Abu Dhabi.
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Strategy
Good strategic thinking is both
rigorous and structured, and challenges
assumptions to uncover opportunities for
creating and capturing value. INSEADs12 Strategy programmes develop exactly
this kind of thinking and help to set your
organisations future direction:
Competitive Strategy
INSEAD Blue Ocean Strategy
M&As and Corporate Strategy
Managing Partnerships and Strategic
Alliances
Strategy Execution Programme
Market Entry Strategy for India Powering Growth
Business Strategy for HR Leaders
Building the Business: Strategies
for Asia Pacic
Strategic R&D Management
INSEAD-CEIBS Expanding Opportunities
Doing Business in Europe
INSEAD-CEIBS Expanding Business
to China.
26 Executive Education Portfolio 2013 - 2014
Programme content covers:
The latest strategic concepts, tools and
analytical strategies to achieve long-term
business success
Developing outstanding competitive
strategies by focusing on creating and
capturing customer value
Using prot dynamics to help predict the
future.
Key benets for participants include:
Improve strategic thinking and focus on
actions
Sharpen competitive skills and condence
to change the strategic management of an
organisation
Fine-tune intuition and apply practical tools
to break into new competitive markets.
Participant prole
Executives responsible (or about to take
responsibility) for the short- and long-
term protability of a regional business,
concerned with strategic analysis and
development, and involved in strategic
consulting and practice
Business analysts requiring a thorough
understanding of competitive analysis.
Length of programme
3 days
CompetitiveStrategy
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Executive Education Portfolio 2013 - 201
Programme content covers:
Review of traditional strategies leading to
How blue is your strategy? an individual
assessment and plan of action
Rendering rivals obsolete and unleashing
new demand through strategic moves or
Value Innovation
How tomorrows leading companies will
succeed by creating blue oceans of
uncontested market space.
Programme content covers:
Composing the right portfolio of business
in order to provide the set of resources an
capabilities a company needs to create va
Choosing the best mode of corporate
development using the Build, Borrow or B
framework
Executing M&A deals: nancial and strate
assessment, decision making biases, and
post-merger integration.
Key benets for participants include:
In-depth understanding of Blue Ocean
Strategy tools and concepts developed at
INSEAD
Learn to engage colleagues in a Blue Ocean
Strategy process
Develop a Blue Ocean Strategy to break
away from the competition through Value
Innovation.
Key benets for participants include:
Dene an optimal portfolio of businesses,
well as the right mix of internal and exter
growth
Enhance M&A capabilities through the
development of a disciplined and holisticprocess for acquiring and integrating new
resources and skills
Design a post-M&A integration approach
ts strategic objectives, while also taking
into account human constraints.
Participant prole
Senior executives, business owners, heads of
strategy, or mid- and upper-level executives
directly involved in the development of new
products and services
Specically, those seeking to break out of
the traditional red ocean of competition
and create strong protable growth for
their organisations in both existing and new
markets.
Participant prole
CEOs, general managers, senior executiv
board members and those responsible for
corporate strategy
Corporate development ofcers, heads of
M&As and those responsible for corporate
partnerships
Company advisors, such as lawyers and
investment bankers, or private equity
executives concerned with M&A deals.
Length of programme
4 days
Length of programme
4.5 days
INSEAD BlueOcean Strategy
M&As and CorporateStrategy
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28 Executive Education Portfolio 2013 - 2014
Programme content covers:
The strategic purpose and value of
partnerships and alliances
Selection of partners using analysis of
complementary skills and capabilities,
and how to structure successful alliances,
including continuation and exit terms
Adapting and adjusting collaboration over
time through effective conict management,
fostering cross-cultural awareness and
building trust.
Key benets for participants include:
Build skills in partner selection, network
development and alliance design
Acquire specic frameworks to help
effectively address cultural issues and
capture value
Develop management approaches for
anticipating and resolving stress at every
stage in the collaborative process.
Participant prole
Senior executives and line managers with
direct responsibility for collaborative
alliances and partnerships
Those involved in cross-company
collaborations on a day-to-day basis and
accountable for their outcome.
Length of programme
5 days
Managing Partnerships andStrategic Alliances
Programme content covers:
How to balance the rational with the
emotional, identifying hidden traps and
building internal capabilities, with the aimof continuously implementing strategy
successfully
The skills, knowledge and condence
to make strategy work by overcoming
the barriers to execution, to achieve
constructive, timely and sustainable change
Extended learning and support to ensure
successful implementation, including
facilitated peer-to-peer networking to
maintain momentum between modules and
after the programme.
Key benets for participants include:
Arrive with a clear vision of your strategic
challenge and leave with an actionable plan
of execution
Gain new insights about the hidden barriers
to strategic execution and how to overcomethem
Depart with a permanent understanding
of how to get results from future strategic
initiatives.
Participant prole
Managers who are new to implementing
strategy, moving into a more challenging
implementation role or simply looking for
new ideas to try where others have failed
Those with accountability for outcome
and direct control of signicant resources
(budgets and groups of people), typically
general managers who lead business units,
senior managers who head signicant
departments or members of project teams.
Length of programme
5 days + 3 days
Strategy ExecutionProgramme
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Executive Education Portfolio 2013 - 201
Programme content covers:
Rethinking your whole approach to growt
by focusing on the customer, rather than
internal issues and competitors
Developing a power offer that really doe
offer customers what they want (even if th
did not know it)
Engaging your customers so that they
become the best advocates for your prod
or service
Putting these ideas into practice through t
INSEAD-developed DiG simulation.
Key benets for participants include:
Adopt a completely new way forward to
achieve growth
Obtain new tools and practise using them
that the principles become second nature
Lead the momentum that Powering Growt
will bring to your organisation.
Participant prole
Proactive managers concerned with any
aspect of the business related to strategie
for top performance or protable growth
including those working with internal
customers
Likely to be highly experienced executive
with responsibilities such as: general
management, strategic planning, marketin
and sales, product development and R&D,
human resources or public relations.
Length of programme
5 days
PoweringGrowth
Programme content covers:
India from economic, regulatory, socio-
cultural and institutional perspectives
including a talk by a specialist legal rm anda meeting with senior policy makers
Creating and transferring competitive
advantage through international strategy
including a visit to a large manufacturer
Identifying and targeting Indian consumers
including a visit to a distribution company
Developing an Indian market mindset
including a talk by a marketing and
communications agency and an evening with
an Indian family.
Key benets for participants include:
Shorten your learning curve so that your
business is operational in India from day one
Turn your international strategy into your
competitive advantage
See your products and services through the
eyes of the Indian consumer
Gain local knowledge of the Indian business
landscape through visits to a wide range of
companies.
Participant prole
Strategic decision makers in companies that
are considering entering the Indian market
or companies that have recently entered the
market and are looking to expand
Senior general managers and directors with
responsibility for functions, businesses or
regions.
Length of programme
6 days
NEW
Market Entry Strategyfor India
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30 Executive Education Portfolio 2013 - 2014
Programme content covers:
The socio-political environment and regional
competitive context of doing business in Asia
Pacic
Successes and failures of multinationals and
local corporations, and the various strategic
options available for entry into the different
markets in the region
The importance of linking strategies to
operations.
Key benets for participants include:
Deeper understanding of the competitive
context and business environment in Asia
Analyse alternative strategies and
organisational models applicable to the
region
Assess the balance between cultural
differences, national governments and the
global perspectives of rms.
Participant prole
Senior managers and decision makers with
at least 8 years managerial experience and
mandated with strategic responsibility for
driving their businesses forward in Asia
Country or regional directors, senior
business development managers, senior
corporate planners or senior managers from
various countries and industries throughout
the region and from headquarters.
Length of programme
5 days
Building the Business:Strategies for Asia Pacic
Programme content covers:
Essential competencies of strategic decision
making explicitly linked to HR
The corporate context, including the shifting
competitive environment, the organisations
competitive position and its corporate
advantage
Developing a compelling new value
proposition using the Blue Ocean approach
to strategy.
Key benets for participants include:
Develop condence and knowledge to align
HR strategy with the CEOs vision, leading to
improved communications with the CEO
Build understanding of a 5-step framework
for developing business strategy
Improve skills to identify where and how HR
can affect each step of the strategic process.
Participant prole
Senior HR and organisational development
leaders from large multinational rms at the
director or vice-president level
HR leaders from rms with large strategic
expansion plans in which HR can play a key
role in adding value.
Length of programme
5 days
Business Strategyfor HR Leaders
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Executive Education Portfolio 2013 - 201
Programme content covers:
Strategic aspects of R&D, beyond the
typical project management, encompassing
organising for innovation and building anetwork of partners to harness innovation in
the eld
Managing R&D activities that lead to product
innovation as a strategic business process
across multiple functions
Managing and measuring a portfolio of
processes in an innovative culture.
Programme content covers:
Understanding the European business
environment: the challenges of expanding
business in Europe; navigating the Europeregulatory environment; employment
practices and labour unions
Marketing strategies and bridging cultura
differences: attracting your customer,
distribution channels and building busine
relationships
Managing the internationalisation process
and leveraging Europe to build the global
enterprise
European business in action seen througbusiness visits and success stories of
Chinese companies in Europe.
Key benets for participants include:
View R&D from a strategic perspective rather
than a collection of development projects
Build tools to translate business strategy into
a portfolio of innovation initiatives and to
measure performance of uncertain and long-term innovation
Build processes and structures that support
R&D activities for different purposes and
with different degrees of novelty.
Key benets for participants include:
Fast-track your understanding of the uniqu
European business and cultural environm
Build greater understanding of how to get
the best out of a European workforce
Develop techniques for effective
communication and negotiation with
European counterparts.
A world-class programme developed by
INSEAD in partnership with China Europe
International Business School (CEIBS).
Participant prole
Senior executives involved in managing R&D
activities (directly or because this is a major
focus of their organisation)
Typically either moving from a specialised
function into a more generalist role or
general managers required to be more
closely involved in R&D activities.
Participant prole
Executives of companies entering or
expanding into the European market,
whether organically or through M&A
In strategic positions, such as president,
general manager, owner, head of
international strategy or head of a
functional area.
Length of programme
5 days
Length of programme
6 days
Strategic R&DManagement
INSEADCEIBS ExpandingOpportunities Doing Business in Europe
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32 Executive Education Portfolio 2013 - 2014
Programme content covers:
Assessing your China opportunities and
options strategically: macroeconomic trends,
key regulations, preferential policies andnancing options
Mapping your growth strategies: insights
into Chinese consumer behaviour and
markets; opportunities and challenges
in manufacturing and supply chain
management; Chinese advantages for your
global enterprise; the war for talent
Selecting, valuing and successfully managing
local partnerships: government relationships;
channels for nding local partners;
negotiation techniques; managing your own
expectations.
Key benets for participants include:
Dene your China strategy by understanding
government policies, markets, consumers
and supply chains
Build win-win local partnerships by selecting
the right rms and using cultural insights tobuild relationships
Obtain expert advice on your specic China
projects.
A world-class programme developed by
INSEAD in partnership with China Europe
International Business School (CEIBS).
Participant prole
Executives of companies entering or
expanding into the Chinese market, whether
organically or through M&A
In strategic positions, such as president,
general manager, owner, head of
international strategy or head of a
functional area.
Length of programme
6 days
INSEADCEIBS ExpandingBusiness to China
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Tavane Gurdos Product Marketing Manager for MicrosoftResponsible for growing sales of selected Microsoft Ofce products in Brazil.
Executive Education Portfolio 2013 - 201
Former participant of INSEADs Strategy Execution Programme
In my job, I have to develop strategic plans,
carry out competitive analysis, draw up digital
marketing plans, launch products, dene
value propositions, segment markets, build
relationships with partners, get the internal
team ready and work with other teams in the
Microsoft group. So my job bridges strategy
and execution just like the Strategy Execution
Programme.
At the moment, I am responsible for two
businesses that are relatively new in the
Brazilian market, so Im paying particular
attention to strategy execution. However, the
challenge is that, despite having a good plan,
there is always room for improvement when it
comes to execution.
INSEAD was highly recommended by
colleagues. I liked the structure of the course,
because I could see it would motivate me to
apply the learning and overcome the barriers
to execution. The regular online meetings with
the group between modules were particularly
motivating as well as the practical aspects.
The programme was all really, really interesting.
We did two days of theories and case studies.
Then on the third day, we did a simulation
exercise and we really had a challenging time!
It was fascinating to see the dynamics within
our group: we thought we were communicating,
but we werent. This experience underlinedhow much of a challenge communication is,
when youre implementing a strategy. I was
also struck by the importance of empowerment,
which has already changed the way I carry
out my daily activities and my strategy
execution plan.
Its great to have so many ideas and feedbac
from different industries and companies.
Despite our differences, we discovered we
were all facing similar issues. It was a really
amazing experience that I truly recommend
INSEAD provides a unique learning
environment very international. The structu
of the Strategy Execution Programme is
different from other schools Ive attended inthe US: two modules with online meetings in
between. The other big difference is that the
INSEAD programme enabled us to work on o
own plans rather than someone elses, which
makes it unique.
It was fascinatingto see the dynamicswithin our group:
we thought we were
communicating, but
we werent.
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Marketingand Sales
Today, more so than ever, marketing
executives are under pressure to deliver
results in increasingly competitive and
global markets. At the same time they arefacing higher customer expectations and
a proliferation of new media and sales
channels. INSEAD offers 5 programmes
that will keep you at the forefront of
Marketing and Sales practice:
AIMS: Advanced Industrial Marketing
Strategy
International Marketing Programme
Powering Growth
Leading the Effective Sales Force
Negotiation Dynamics.
34 Executive Education Portfolio 2013 - 2014
Programme content covers:
A thorough look at the many and varied
issues todays marketing executives must
consider to be successful in the complex andrapidly changing B2B environment
Strategic challenges unique to B2B
marketing, such as forming strategic
alliances and strategic pricing, together with
universal marketing challenges set within a
B2B context
Extensive hands-on experience of
implementing marketing tools and concepts
in the specially created INDUSTRAT
simulation.
Key benets for participants include:
Gain insight into the management of your
product portfolio
Improve your customer and supplier
relationships based on strategic
segmentation of marketing actions
Benchmark with others who face similar
challenges and apply strategic industrial-
B2B marketing concepts and tools in a
no-risk environment.
Participant prole
Seasoned executives who already have
marketing management experience and who
work for corporations engaged in marketing
and sales to other companies and institutions
Senior general managers who need to
understand strategic B2B marketing in order
to work effectively with their own marketing
specialists, and senior managers from other
disciplines who have recently gained B2B
responsibilities.
Length of programme
5 days
AIMS: Advanced IndustrialMarketing Strategy
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36 Executive Education Portfolio 2013 - 2014
Programme content covers:
Optimising performance of the sales
force through key account management,
compensation strategies, resource allocationand the implementation of control systems
Making better business decisions through
the realisation of judgemental biases and
correction remedies
Development of an individual 100-day action
plan to deliver immediate impact to the
organisation.
Key benets for participants include:
Gain the skills necessary to make the
sales force a key source of sustainable
competitive advantage
Comprehensive approaches to motivate
and compensate the sales force
Skills to manage a dynamic sales force in the
face of increasing product, consumer and
market complexity.
Participant prole
Senior executives responsible for business
development strategies and planning in
either local or international markets
Typically participants will spend over half
their time managing sales force issues.
Length of programme
5 days
Leading the EffectiveSales Force
Programme content covers:
The theory, guidelines and practical tools
for negotiators including the psychological
aspects of bargaining and the importanceof trust
Diagnosis of problems and promotion of
agreement inside and outside of organisations
Value creation and distribution.
Key benets for participants include:
Build a stronger negotiation base, helping
you to improve the outcome of deals
Develop analytical tools and frameworks
for understanding and winning in more
sophisticated negotiations
Acquire hands-on practice, enabling you to
strengthen weak points and preparing you to
return to work.
Participant prole
Executives who have at least 8 to 10 years of
management experience and have gained
substantial experience in conducting and
supervising business negotiations
Executives involved in M&As or joint-venture
negotiations; those handling procurement;
human resource managers; entrepreneurs;
managers in liaison roles such as national
account managers; key account managers;
barristers and other lawyers.
Length of programme
3 days
NegotiationDynamics
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Luisa Piazza Head of Public Affairs, SEAT PG
Former participant of INSEADs International Marketing Programme
Executive Education Portfolio 2013 - 201
SEAT PG is a leading Yellow Pages and
web/mobile company that offers services
to businesses to help them promote their
activity. I am now in charge of advocating my
companys interests in front of policy makers
and institutions, at national and EU level. I serve
as the media spokesperson and represent
my company in a range of trade and industry
associations. As such, I need to communicate
clearly the business decisions we make.
Back in 2001, I was helping move Italian
telephone books from an old style product
into a multi-media range of services. It was
an important project for my company. As
marketing manager, I needed the right tools
and instruments to make the change successful.
We needed a good marketing plan and
strategy. I decided to undertake the INSEAD
International Marketing Programme to learn
how to implement both of these and gain newmarketing insights.
I had a few years of marketing experience
behind me when I did the programme, which
gave me the ability to look at things from a
different perspective. It broadened my vision,
it gave me new insights new ways to look
at, and develop, a marketing strategy, how to
conduct analysis and how to explain the project
decision making process to my stakeholders
both within the company and my clients. I came
back to my project with a better understandingof the direction we should take and how to put
it in place, and implement our strategy and
marketing plan. This was thanks to not only the
programme content, but also the interaction
with the other participants.
I gave very positive feedback at the end of
the programme and even 12 years later, I still
feel the same way INSEAD is a great place to
learn. It was a very special and enriching
experience. Go and benet from it: not only
from the teaching but also from the network
can, and will, develop.
It broadened myunderstanding andvision of marketing.
It gave me new
insights new
ways to look at,and develop a
marketing strategy,
how to conduct
analysis and how
to explain the
project decision-
making process to
my stakeholders.
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R&D andOperationsManagement
R&D and operations innovation have
proven to be the key to competitive
advantage. And superior operations
management is the way to sustain it.INSEAD offers 3 programmes in these
elds to help you create value and
continue creating value in todays
increasingly demanding, complex and
dynamic global ecosystem of supply
chains, manufacturing networks and
R&D alliances:
Manufacturing in a Global Network
Supply Chain Management
Strategic R&D Management.
38 Executive Education Portfolio 2013 - 2014
Programme content covers:
Turning a global manufacturing network
into a source of sustainable competitive
advantage through the design, operation andperformance measurement of key value-
adding processes
The future of global operations networks,
encompassing timeless and timely issues
(such as lean process management and the
emergence of new global forces)
Strategic management of manufacturing
operations, including best practice from
leading global organisations, process
analysis and performance management
(such as operational metrics, continuous
improvement, innovation and sustainability).
Key benets for participants include:
Acquire tools and concepts for effectively
interfacing with a global ecosystem
Build skills to design and operate global
manufacturing networks and improve
management processes
Develop understanding of macroeconomic
trends, performance measures and
organisational levers in manufacturing
increasing motivation and performance.
Participant prole
Senior managers responsible for
manufacturing/production within an
international context
Typically either experienced executives
looking for new insights and perspectives
or managers new to the function, who are
looking to improve their competencies in this
international operations area.
Length of programme
5 days
Manufacturing in a GlobalNetwork
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Executive Education Portfolio 2013 - 201
Programme content covers:
The improvement of key ows in the supply
chain by optimising business processes,
organisational structures and enablingtechnologies
Key concepts that underpin supply
chain development, supported by 3
guiding principles: value, alignment and
sustainability
Conceiving innovative strategies and
deploying differentiated solutions that can
help serve customers better and create
value.
Key benets for participants include:
Enhanced management of value as a guiding
principle to deliver superior managerial
performance with signicant business
impact
Discover tools to align core processesresulting in the achievement of operational
excellence
Understand frameworks to manage risks and
opportunities for sustainable supply chain
management on a global scale.
Participant prole
Executives involved in creating, optimising
or redesigning a supply chain, who either
are responsible for or contribute to the
supply chain decision making process in
their company
Typically participants have experience
in: operations, manufacturing, logistics,
procurement, information technology
management, marketing, new product
development or distribution.
Length of programme
5 days
Supply ChainManagement
Programme content covers:
Strategic aspects of R&D, beyond the
typical project management, encompassin
organising for innovation and building anetwork of partners to harness innovation
the eld
Managing R&D activities that lead to prod
innovation as a strategic business process
across multiple functions
Managing and measuring a portfolio of
processes in an innovative culture.
Key benets for participants include:
View R&D from a strategic perspective rat
than a collection of development projects
Build tools to translate business strategy in
a portfolio of innovation initiatives and to
measure performance of uncertain and loterm innovation
Build processes and structures that suppo
R&D activities for different purposes and
with different degrees of novelty.
Participant prole
Senior executives involved in managing R
activities (directly or because this is a maj
focus of their organisation)
Typically either moving from a specialised
function into a more generalist role or
general managers required to be more
closely involved in R&D activities.
Length of programme
5 days
Strategic R&DManagement
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Finance
As the world economy becomes more
global and increasingly disparate, it is
essential for all executives to understand
the many facets of nance in order tomaximise value for their organisations.
INSEAD offers 6 programmes:
Finance for Executives
Advanced International Corporate
Finance
Advanced Valuation Programme
Advanced Asset Management
Strategic Management in Banking
Risk Management in Banking.
42 Executive Education Portfolio 2013 - 2014
Programme content covers:
The impact of corporate policies and
operations on nancial performance and how
to appraise investment opportunities
Interpreting nancial information to get to
the business reality behind the numbers
The principles of value-based management
and how to manage resources to create
shareholder value.
Key benets for participants include:
Improve understanding of key nancial
elements of value-based management
More effective communication between
managers and accounting and nance
functions
Powerful tools to aid analysis and decision
making
Personalised review of nancial statements
from your company or business unit by our
expert faculty.
Participant prole
Non-nancial executives, including general
managers and senior functional managers
Senior functional managers outside nanceand corporate customer-relations ofcers in
nancial-services organisations who require
a better understanding of the nancial
impact of business decisions.
Length of programme
8 days in Fontainebleau or 7 days in Singapore
Financefor Executives
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Programme content covers:
Fundamentals of valuation: pricing
versus valuation methods; value creation
Opportunity Cost of Capital versus WeighAverage Cost of Capital
Evaluating a companys strategic position
using data and historical analysis to estim
and interpret important economic indicato
Forecasting cash ows and continuing valu
developing accurate forecasts using top-
down and bottom-up techniques
Potential complications: complicated tax
scenarios; valuation of foreign companies
including the developing world; political rand government intervention.
Key benets for participants include:
Learn how to distinguish value creation fro
value destruction in order to ensure long-
term competitive success and survival
Deepen your understanding of the why w
do it that way behind the valuation conceyou practise daily
Develop the ability to handle cross-borde
emerging-market and other complicated
valuations
Question common practices and identify
common mistakes and misunderstandings
Participant prole
Experienced professionals with signican
valuation experience and knowledge of
basic valuation concepts who want to gain
new insights into company valuation
Typically: bankers; corporate nance
consultants or accountants; M&A
professionals; private equity professionals
general managers concerned with
investment or nance strategy.
Length of programme
3 days
Advanced ValuationProgramme
Advanced InternationalCorporate Finance
NEW
Programme content covers:
Optional introductory refresher day on the
fundamentals of company valuation and
optimal capital structure
Advanced international project valuation,
including an overview of international
valuation methods for highly leveraged
transactions, and the international dimension
of risk, including strategies for dealing with
currency and country risk
Value creation in raising capital an exploration
of the main issues involved in raising equity
capital and being publicly traded
Tactical issues in nance, focusing on theoptions for companies that nd themselves
undervalued.
Key benets for participants include:
Make better investment, nancing and pay-
out decisions in an international context
Accurately measure the impact of your
strategic decisions on risk and shareholder
value
Strengthen your knowledge of global
nancial markets
Increase your tactical nance capabilities
and improve your valuation skills.
Participant prole
Executives and board members who want
to sharpen their nance knowledge in an
international context
CFOs, board members, nancial analysts,
consultants, nance professionals and
investment bankers, who already have a
good understanding of nance theories.
Length of programme
4 days + optional introductory day
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44 Executive Education Portfolio 2013 - 2014
Programme content covers:
Strategic analysis of the future of the nancial
services industry, encompassing the choice
of a bank model (specialised or universal,domestic or international)
Analysis of the future of asset management
and private banking
The use of information technology and
customer-relationship management to
deepen relationships
ALCO challenge simulation to develop skills
in value creation and risk control.
Key benets for participants include:
Gain expertise in strategic positioning,
including the choice of a bank model
Assess the future of asset management and
private banking
Develop new ideas to reach clients with
new technology and deepen your customer
relationships
Practise, with the help of a simulation, your
skills in asset and liability management.
Participant prole
Senior bank executives, including board
members, responsible for retail, corporate,
capital markets and international banking
Typically, participants have about 20
to 25 years experience in domestic or
international operations.
Length of programme
9 days
Strategic Managementin Banking
Programme content covers:
Strategic asset management, including:
portfolio allocation, risk analysis, current
trends, benchmarking
Stock selection techniques for long-
term investors, including: value creation
determinants for the long run; technical
analysis and the role of protability;
corporate events as signals of value;
new sources of information
Arbitrage investing and behavioural
strategies, including: understanding
behavioural biases; investment tools based
on behavioural biases; short-term portfolio
analysis; sources of mispricing; comparison
of old strategies with the latest techniques;
sources of performance and risk.
Key benets for participants include:
Broaden and deepen your understanding of
new investment management concepts and
explore the latest investment strategies and
techniques
Gain insights into up-to-the-minute assetallocation trends
Acquire new tools and knowledge to provide
better performance for your clients
Learn industry best practices and
explore the main pitfalls of modern asset
management.
Participant prole
Experienced investment managers with
decision making responsibilities from
all types of organisations: pension funds,
insurance companies, mutual funds,
endowments, hedge funds and more
Typically, participants have job titles, such
as: Investment Analyst, Asset Manager,
Investment Manager, Portfolio Manager or
Investment Director.
Length of programme
4 days
Advanced AssetManagement
NEW
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Programme content covers:
Risk governance, the balance between long-
term value creation and risk control
An integrated approach to risk management
and value creation, with an analysis of the
impact of Basel 3 regulations on capital and
liquidity
Attention to behavioural biases in risk
assessment
ALCO challenge simulation to develop skills
in value creation and risk control.
Key benets for participants include:
Expand understanding of the broader
context behind analytical models and
approaches to risk in banking
Lessons from the global crisis as they relate
to liquidity risks, fund-transfer pricing, thefuture of capital regulation and performance-
related pay
Draw on recent results from psychology on
behavioural biases in risk management
Discuss risk governance in banking.
Participant prole
Senior bank executives or board members
concerned with risk governance
Senior bankers in various functional areaswho need to inform themselves about risk
control.
Length of programme
5 days
Risk Managementin Banking
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I enrolled on the Finance for Executives
programme for two reasons. Firstly, I knew
INSEAD as I had already done a course there,
the International Directors Programme.
Secondly, with 15 companies to run at various
stages of growth, it was apparent I needed to
ll the gap I had in terms of the nancial
technical knowledge required to understand
some of the things we are doing.
No matter where you come from, or what you
do, once you get to a certain level in business
nance is essential. What the programme
does is give everyone the same language with
which to communicate in terms of nance. One
of the great joys of the programme is being
able to meet people from all over the world
who all bring different perspectives. What the
programme co-directors were able to do is
take all those different perspectives and all that
different terminology, and blend it all into one,where everyone is talking the same language.
I think that is really important, particularly in
todays globalised world.
When you engage with someone whose
profession is nance, you dont have the
condence to really get into the detail,
unless you have done the programme. You
come away with the condence that you know
what you are talking about, and also what
other people are talking about when they use
technical, nancial terms. More importantly,you can question them, and that broadens your
knowledge of your own business, of the people
within your business and the people with whom
you do business.
The programmes co-directors were brilliant.
Youd think a two week nance course would be
dry, a little bit painful and rather d
Recommended