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8/8/2019 INSEAD_EEP


1. Introduction 01

2. General Management 02

3. Governance and Top Management 06

4. Leadership 08

5. Strategy 12

6. People and Perormance Management 16

7. Marketing 20

8. Finance and Banking 22

9. Operations Management 26

10. Entrepreneurship and Family Business 30

11. Practical Inormation 32

12. Calendar 33

Contents

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Executive Education Portoli

INSEAD ExecutiveEducation will challenge

your assumptions, expandyour thinking, build yourcapabilities and inspireyou to make an impact

World in a classroom

At INSEAD you will be in a classroom with

peers, drawn rom all over the world, who

are acing similar issues and challenges to

yours. Orchestrated by expert aculty, you w

learn rom each other and explore new and

complex ideas. You will acquire new busines

management models and gain the condenc

you need to make an impact in your job.

INSEAD has more than 40 Open-enrolment

Programmes in the key business disciplines

o: General Management; Governance & TopManagement; Leadership; Strategy; People &

Perormance Management; Marketing; Finan

& Banking; Operations Management; and

Entrepreneurship & Family Business. No mat

what stage you are at in your career journey,

participating in an INSEAD Executive Educat

programme will enable you to maximise you

impact when you return to your organisation

Are youready or thechallenge?

Business is becoming more global and

increasingly competitive. Achieving a competitiveadvantage will depend on executives being able

not only to think globally but also to act and react

globally. They will need to be able to manage

disparate teams, turn cultural dierences into

a competitive edge and unlock the power o

diversity to generate creativity and innovation.

World-class aculty

INSEAD has assembled a team o 145 world-class

aculty rom more than 36 countries. They are an

inspiring mix o entrepreneurs, change agentsand innovators, many o whom have been globally

recognised or their groundbreaking research

and their contribution to business. All are experts

in their elds with real-world, practical, hands-on

experience o working with, and consulting or,

global organisations in a wide variety o industries.

Pioneering thought leadership

INSEAD thought leadership in areas such as Blue

Ocean Strategy, Leadership and Coaching, Value

Creation, Innovation and Strategic Agility among

others, is world-renowned, and is helping to

redene the uture o business. This cutting-edge

knowledge and expertise is integrated into every

one o our Executive Education programmes.

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Executive Education Portolio02

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 an

uncertain world. INSEAD oers 5 General

Management programmes that support

your important career transitions:

— Advanced Management Programme

— International Executive Programme

— Transition to General Management

— Management Acceleration Programme

— Asian International Executive

Programme

Advanced ManagementProgramme

Participant profle

— Senior executives such as CEOs, heads

o business units, geographical regions,

or corporate unctions

— An average o 12 years’ management

experience, with at least 5 years in general

management positions with signicant P&L

and cross-unctional responsibilities.

Programme content covers:

— Structured refection by participants into

how they exercise judgment

— Coaching and eedback to go beyond the

science o management to the crat o being

a senior leader

— Focus on the objective unctions o senior

leaders as dened by diverse stakeholders,

and the constraints and opportunities

oered by the external environment

— Organisational levers that leaders use to

achieve goals and how they become more

eective in achieving these goals through

a deeper understanding o themselves.

Key benefts or 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

refective process that oers participants insight

into the way in which they exercise judgement.

Length o programme

4 weeks + optional 1-week residential segment

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International ExecutiveProgramme

Transition toGeneral Management

Participant profle

— Senior unctional 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 unctional areas o business.

Participant profle

— Senior unctional 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 unctional areas o business.


— In-depth examination o the oundations o

business, to reinorce expertise in leading

the value-generation process or successultransition to general management

— Sel-awareness and leadership style

is developed within a unique group o

peers rom other cultures, industries

and backgrounds

— Using rigorous rameworks and tools,

participants learn how to make eective

decisions that create signicant value

— Using a comprehensive business simulation,

participants integrate past experience,new-ound skills and knowledge into a

global outlook.


— In-depth examination o the oundations o

business, to reinorce expertise in leading

the value-generation process or successutransition to general management

— Sel-awareness and leadership style

is developed within a unique group o

peers rom other cultures, industries

and backgrounds

— Using rigorous rameworks and tools,

participants learn how to make eective

decisions that create signicant value

— Optional 5th-week business simulation,

integrates past experience, new-ound skilland knowledge into a global perspective.

Length o programme

2 modules o 3 weeks

Length o programme

4 weeks (2 modules o 2 weeks) + optional

1-week integrated business simulation


— More eective decision making at a

general-management level

— Enhance your leadership skills, giving you

increased condence and managerial impact

— Develop a keen understanding o how

to ‘manage or value’ (using the INSEAD-

developed ‘Blue Line Management’ concept).


— More eective decision making at a gene

management level and enhanced leaders

skills, giving you increased condence an

managerial impact

— Develop a keen understanding o howto ‘manage or value’ (using the INSEAD-

developed ‘Blue Line Management’ conce

— Integrate your knowledge and skills in

a programme ormat that meets your

busy schedule.

N E W

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Management AccelerationProgramme

Participant profle

— Emerging leaders early in their careers

as managers, or high-value individual

contributors close to gaining

management responsibilities

— Those with potential or uture senior

general-management positions typically

graduates with at least 5 years’ work

experience in roles with some operating,

corporate or management responsibility.


— Fundamental business principles and skills

necessary or a thorough oundation in

general management, to develop a deeperand broader level o competence in key

unctional disciplines

— Conceptual rameworks and refective

learning processes, to develop the

knowledge, awareness and abilities to

exercise leadership in and across teams

— A broader perspective o the business

and the connection o everything learnt

on the programme to achieving a value-

creating perspective.

Length o programme

3 weeks or 1 module o 2 weeks + 1 module

o 1 week


— Become a more condent manager

ready or new responsibilities, with new

knowledge, skills and sel-awareness

— Focus on creating value and providing

leadership to become a moreeective manager

— Return to the oce ready to make an

immediate impact with a resh perspective

encompassing the bigger business

picture and a longer-term view.

Asian InternationalExecutive Programme

Participant profle

— 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.


— Understanding o the principles and context

or general management and value creation

through thorough investigation o: strategy;nance and management accounting;

crisis and consumption

— The undamentals o ecient 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.

Length o programme

2 weeks


— Greater insight into business undamentals

and condence to lead across unctions

and geographical borders, to meet the

new challenges o senior management

— Acquire a new approach to strategyprocesses and up-to-date business models

in an Asian context

— Framework and theories plus panel

discussions ocusing on current issues

aced by Asian countries.

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More than 9,500 executivesrom 2,000 companies and

126 countries. 9 areaso expertise and 40programmes. 3 ullcampuses in Europe, Asia and theMiddle East

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Governanceand 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

new possibilities and shape the uture.

INSEAD oers 2 programmes to take

you to the next level:

— The Challenge o Leadership

— AVIRA: Awareness, Vision, Imagination,

Responsibility, Action


— How behaviour aects the organisation,

examining conscious and unconscious

behaviour, and rational and irrational action

— Increasing managers’ abilities to act, refect

and then reocus their actions, to become

‘refective practitioners’

— Clinical rameworks, drawing upon

psychoanalysis, development psychology,

and cognitive theory, among others.

The Challenge o Leadership


— Increased condence at the most senior

levels by revealing the orces behind

authority and power

— Developing a leadership style to improve the

health and eectiveness o the organisation,and deliver better work-lie balance

— Enhanced capabilities to diagnose toxic

organisational cultures and dysunctional

processes in companies, delivering improved

group dynamics and the creation o

high-perormance teams.

Participant profle

— 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 o programme

3 modules o 5 days + 1 module o 4 days

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The INSEAD Governance Initiative, launche

in 2010, undertakes cutting-edge research

and teaching tailored to the needs o board

and international directors. It aims to

oster a global dialogue on the challenges

o governance and leadership in an

international context.

Our research centres on 2 key questions:

how boards add value to the corporations

they serve, and how they develop a

dynamic culture to support superior

corporate perormance.

Research areas in which we aim to make

a substantive contribution include

the ollowing:

— Teamwork and culture at board level,

board design, and processes that

contribute to high-perorming companie

— Shareholder ‘value creation’ and

alignment o all stakeholders on commo

corporate objectives

— The board’s role in ormulating, deciding

and communicating strategy

— Board reputation, its preservation

and enhancement

— Auditing or perormance and

understanding key nancial issues

and trade-os

— Challenges and risks associated with

dierent types o private ownership.

AVIRA: Awareness, Vision,Imagination, Responsibility, Action

INSEAD Governance Initiativ


— Obtain sharper vision and action points

that will inspire perormance across

the organisation

— Comprehend the internal and external shits

that infuence and dene a senior role

— Learn about the habits o eective

organisations and leaders.

Participant profle

— CEOs and other C-suite executives,

board members, chairpersons, managing

directors and executive vice-presidents

o international organisations

— Participants are drawn rom diverse business

and cultural backgrounds.


— Exploring the 5 essential attributes o

excellent CEOs (Awareness, Vision,

Imagination, Responsibility and Action)

— Engagement with a CEO-level peer group

and international thinkers to increase the

ability to master the complexities o the

CEO’s job in the context o an ever-changing

global environment

— A orum or leaders rom around the

world to explore and debate issues

most prominent on their agenda and an

opportunity to refect on business, society,

leadership and personal lie.

Length o programme

5 days

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Leadership

Are all eective managers good leaders?

Are there certain abilities that distinguish

an infuential leader rom an eective

manager? No matter what stage you are

at in your career development or the

challenges you ace, INSEAD oers 5

Leadership programmes that will helpyou develop your leadership skills:

— The Leadership Transition

— Leading or Results

— Learning to Lead

— Managing Global Virtual Teams

— Consulting and Coaching or Change

The Leadership Transition

Participant profle

— Mid-career executives in upper-middle to

senior-level positions preparing to take on

enhanced leadership responsibilities

within their organisations

— Typically they are drawn rom across all

sectors and unctions within national and

international organisations.


— Latest leadership models and current

thinking on how adults learn and change

— What leaders really do, whether they are

born or made and comparisons to renowned

leaders and their styles

— Building networks, seeking continual sel-

improvement through 360º eedback and

enhanced coaching skills or change.


— Valuable insight into leadership style

and its impact

— Develop a more constructive use o

leadership power allowing or more

eective behaviour and results as a leader

— Become a more eective change agent,

acilitating an increase in positive results

rom senior-level initiatives.

Length o programme

5 days + 2 days (2 modules)

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Leading or Results

Participant profle

— Middle or senior executives rom all

unctional areas with more than 5 years’

experience as managers, who have made

the transition rom managing individual

contributors to managing other managers

— Typically they have increasingly broad

responsibilities, high potential or more

senior leadership positions and can

impact organisational results by inspiring

extraordinary achievement.


— Transormation o experienced managers

into leaders able to set direction and

provide results-oriented vision

— Improving eectiveness through detailed

sel-assessment and 360º eedback

culminating in a personal leadership-

development action plan

— Creating a culture o achievement to

promote long-term growth and uture

leaders by aligning resources, developing

capabilities and inspiring action.


— Clear insights into personal leadership

strengths and weaknesses

— Gain tools or setting direction and creating

vision to guide teams and groups to create

a high-perormance culture

— Take away rameworks or inspiring people

and motivating them to perorm better.

Length o programme

5 days

Learning to Lead

Participant profle

— Proessionals making their rst transition

rom individual contributor to managing

people and having responsibility or

direct subordinates

— Drawn rom all proessional backgrounds

and age ranges, participants share a desir

to develop people-management skills,

whether they are making the transition, or

on the brink o doing so in the next 2 year


— Mastering the leadership skills essential

becoming a successul manager o peopl

— Developing people skills to provide

constructive eedback eectively, reinor

good perormance, correct undesired

behaviour and resolve confict

— Understanding o the manager’s repertoir

tools and techniques to support dierent

managerial roles.


— Develop clear insights into individual

strengths and weaknesses as a leader

— Acquire condence and tools to create

vision and set team direction or

greater success

— Master rameworks or inspiring people

and motivating them to perorm better.

Length o programme

3 days

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Participant profle

— Managers who lead teams o at least

5 people dispersed across 2 or

more countries

— Specically, those ocusing on the precise

challenges o working across national

boundaries and geographical distances.


— Explores the key dimensions o culture

to create a ramework or decoding national

dierences 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 o managing at a distance.


— Maximise the perormance o global

virtual teams to turn distance into a

global advantage

— Gain a ramework or cross-cultural

understanding to deliver new waysto manage

— Enhanced communication techniques and

mechanisms to build trust across cultural

and national boundaries.

Length o programme

5 days

Consulting and Coachingor Change

Participant profle

— General managers, executives and

proessionals rom within human resources,

leadership development or talent

management, working in regional

or global roles

— Consultants in either small boutique or

global consulting rms and proessionals

in coaching rms.


— Theoretical and methodological grounding

in the ‘clinical perspective’ to acquire a deep

understanding o individual behaviour andorganisational dynamics

— Understanding dierent personal and

proessional leadership styles using

instruments developed within the INSEAD

Global Leadership Centre along with

360˚ eedback

— Intervention strategies or enhancing

individual, team and organisational change

and transormation while creating more

authentizotic organisations.


— Leading organisational change initiatives

more eectively by being a more refective

change agent

— Increased sel and interpersonal awareness

— New coaching and consulting

methodologies which can be used to create

healthy organisations with positive values.

INSEAD is introducing a new Executive Masters in Clinical

Organisational Psychology Degree in 2011. For more details

and how to ‘upgrade’ an INSEAD Diploma in Consulting and

Coaching or Change, go to: executive.education.insead.edu

Length o programme

5 modules o 3 days + 2 modules o 4 days

Managing GlobalVirtual Teams N

E W

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It all starts withnew thinking,

new knowledge,new insight,new capabilitiesand renewed energy

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Strategy

Good strategic thinking is both

rigorous and structured, and challenges

assumptions to uncover opportunities

or creating and capturing value. It

also provides uture direction or the

organisation. INSEAD oers 7

strategy programmes:

— Competitive Strategy

— INSEAD Blue Ocean Strategy

— Powering Growth

— Managing Partnerships and

Strategic Alliances

— M&As and Corporate Strategy

— Building the Business: Strategies

or Asia Pacic

— Business Strategy or HR Leaders

Competitive Strategy

Participant profle

— Executives responsible (or about to take

responsibility) or the short- and long-

term protability o a regional business,

concerned with strategic analysis and

development, and involved in strategic

consulting and practice

— Business analysts requiring a thorough

understanding o competitive analysis.


— Latest strategic concepts, tools and

analytical strategies to achieve long-term

business success

— Developing outstanding competitive

strategies by ocusing on creating and

capturing customer value

— Using prot dynamics to help predict

the uture.


— Improve strategic thinking and ocus

on actions

— Sharpen competitive skills and condence

to change the strategic management o

an organisation

— Fine-tune intuition and apply practical tools

to break into new competitive markets.

Length o programme

3 days

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INSEAD Blue Ocean Strategy

Participant profle

— Senior executives, business owners, heads o

strategy, or mid- and upper-level executives

directly involved in the development o new

products and services

— Specically, those seeking to break out o

the traditional ‘red’ ocean o competition

and create strong protable growth or

their organisations in both existing and

new markets.


— Review o traditional strategies leading to

‘How blue is your strategy?’ – an individual

assessment and plan o action

— Rendering rivals obsolete and unleashing

new demand through strategic moves or

Value Innovation

— How tomorrow’s leading companies will

succeed by creating ‘blue oceans’ o

uncontested market space.


— In-depth understanding o 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 rom the competition through

Value Innovation.

Length o programme

4 days

Powering Growth

Participant profle

— Senior executives concerned with strateg

to drive high perormance, who are seeki

to shit strategic ocus onto the customer

or aiming to sharpen their existing

customer ocus

— The programme is suitable or those concer

with the organisation’s stakeholders, wheth

external or internal customers (such as

employees or other business units).


— Exploration o the impact o marketing, to

discover what drives customer behaviour

and how to turn passive satisaction into achampioning o the company, its products

or its services

— The impact o innovation through the

transormation o a company’s products

or services to engage stakeholders

— Pulling all elements together to gain

momentum or continuous growth and

to deliver long-term success or the

organisation and its stakeholders.


— Discover the best opportunities or growt

(beore the competition does)

— Create a strategy to engage customers

and make them the organisation’s

greatest champions

— Achieve excellence and eciency

throughout the organisation.

Length o programme

5 days

N E W

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Managing Partnershipsand Strategic Alliances

Participant profle

— Senior executives and line managers with

direct responsibility or collaborative

alliances and partnerships

— Those involved in cross-company

collaborations on a day-to-day basis

and accountable or their outcome.

Participant profle

— General managers, senior executives

and those responsible or designing and/

or implementing corporate strategy, and

developing the business portolio

— Company advisors such as corporate

lawyers and investment bankers, or private

equity executives seeking to go beyond the

transactional aspects o M&A deals.


— The strategic purpose and value o

partnerships and alliances

— Selection o partners using analysis o

complementary skills and capabilities,

and how to structure successul alliances,

including continuation and exit terms

— Adapting and adjusting collaboration over

time through eective confict management,

ostering cross-cultural awareness and

building trust.


— Creating the right composition or a

portolio o businesses, to provide the set

o resources and capabilities a companyneeds to create value

— Selecting the correct mix o internal and

external corporate development tools to

manage the business portolio eectively

— Developing a rigorous, holistic approach to

manage M&As and divestitures successully,

whilst strategically supplementing internal

development and restructuring eorts.


— Build skills in partner selection, network

development and alliance design

— Acquire specic rameworks to help

eectively address cultural issues and

capture value

— Develop management approaches or

anticipating and resolving stress at

every stage in the collaborative process.


— Denition o an optimal portolio o

businesses through rigorous capability

and market-based analysis

— Enhanced M&A corporate capabilities

through development o a disciplinedand holistic process or acquiring and

redeploying resources and skills

— Development o the corporate discipline o

active ownership and timely divestitures.

Length o programme

5 days

Length o programme

3.5 days + 1 optional nance immersion day

M&As andCorporate Strategy N

E W

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Building the Business:Strategies or Asia Pacifc

Participant profle

— Senior managers and decision makers with

at least 8 years’ managerial experience and

mandated with strategic responsibility or

driving their businesses orward in Asia

— Country or regional directors, senior

business development managers, senior

corporate planners or senior managers rom

various countries and industries throughout

the region and rom headquarters.


— Socio-political environment and regional

competitive context o doing business in

Asia Pacic

— Successes and ailures o multinationals and

local corporations, and the various strategic

options available or entry into the dierent

markets in the region

— The importance o linking strategies

to operations.


— Deeper understanding o the competitive

context and business environment in Asia

— Analyse alternative strategies and

organisational models applicable

to the region

— Assess the balance between cultural

dierences, national governments and

the global perspectives o rms.

Length o programme

5 days

Business Strategyor HR Leaders

Participant profle

— Senior HR and organisational developmen

leaders rom large multinational rms at th

director or vice-president level

— HR leaders rom rms with large strategic

expansion plans in which HR can play a k

role in adding value.


— Essential competencies o strategic decisi

making explicitly linked to HR

— The corporate context, including the shitin

competitive environment, the organisation

competitive position and its corporate

advantage

— Developing a compelling new value

proposition using the ‘Blue Ocean’

approach to strategy.


— Develop condence and knowledge to al

HR strategy with the CEO’s vision leading

improved communications with the CEO

— Build understanding o a 5-step ramewor

or developing business strategy

— Improve skills to identiy where and how

can aect each step o the strategic proce

Length o programme

5 days

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Executive Education Portolio

Perormance management is a holistic

process and ocuses on aligning individual

contributions with organisational strategy

to ensure that goals are consistently

being met eectively and eciently.

INSEAD oers 5 People and Perormance

Management programmes:

— Achieving Outstanding Perormance

— Leading Successul Change

— Management in the Humanitarian Sector

— Managerial Skills or International

Business

— Negotiation Dynamics

16

People andPerormance

Management

Achieving OutstandingPerormance

Participant profle

— Senior executives concerned with initiatives

to enhance perormance, specically those

whose organisations have already mounted

perormance-improvement initiatives

— Participants are encouraged to attend with

colleagues rom their own organisation.


— The challenge o improving and sustaining

perormance by exploring the roles o

People, Processes and Measurements

— Selection, motivation and autonomy within

the management and leadership o teams

— Optimisation o perormance through

the Value Innovation process as well as

measurement in its broadest sense.


— Diagnose the causes o poor perormance

— Understand how to plan and implement

perormance-improvement initiatives

— Build a list o concepts and tools to manage

implementation and achieve sustainable

levels o perormance.

Length o programme

5 days

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Leading SuccessulChange

Management in theHumanitarian Sector

Participant profle

— Middle to upper-middle managers in public-

or private-sector organisations with at least

8 years’ management experience

— Responsible or teams, units or larger

segments o their businesses and likely

to lead strategic change initiatives within

their organisation.

Participant profle

— Executives working in the humanitarian

sector in strategic decision-making roles

with 10 to 15 years’ operational experienc

— Private-sector executives seeking to enga

with the humanitarian sector, and those

seeking to understand the issues aced by

humanitarian relie organisations, such as

the military, media, academia, donors and

unding organisations.


— Developing core skills or leading and

sustaining change by helping others see

the need, anticipating resistance to change,inspiring and infuencing change

— Sel-awareness as an agent or change,

your strengths and weaknesses and

personal approach

— Practising new tools or implementing

change through a simulation exercise.


— Critical management issues acing those

operating within the humanitarian sector

including nance, strategy, negotiationand leadership

— Application o supply-chain concepts in

an operational and humanitarian context

— People and perormance issues arising

rom working in turbulent conditions and

in overcoming barriers to change.


— Better understanding o change

— Enhance capabilities in implementing

change and improve skills to initiate and

execute change

— Creation o a detailed action plan to develop

an individual repertoire o change skills.


— Acquire the tools and concepts to raise

the standard o management within

humanitarian organisations

— Develop inter-sector and cross-sector

learning to acilitate better co-operationamong the various actors involved with

the humanitarian eld

— Enable private-sector managers to learn

rom the specic skill set o humanitarian

organisations including agility, fexibility an

eciency in a highly volatile environmen

Length o programme

3 days

Length o programme

5 days

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Negotiation DynamicsManagerial Skillsor International Business

Participant profle

— Senior managers currently, or about to be,

posted abroad as well as those executives

based at headquarters who co-ordinate or

manage international activities

— Managers in public organisations

or government agencies involved in

international activities.

Participant profle

— Executives who have at least 8 to 10 years o

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.


— Cross-cultural understanding and building

the transnational network or eective

global teamwork

— Review o individual strengths and

weaknesses and how attitudes, belies

and values infuence management

— Understanding the advantages and

challenges o working across boundaries

and borders to become a global/

international organisation.


— The theory, guidelines and practical tools

or negotiators including the psychological

aspects o bargaining and the importanceo trust

— Diagnosis o problems and promotion

o agreement inside and outside o

organisations

— Value creation and distribution.


— Improve communication across cultures

with condence to manage teams and

organisational processes across boundaries

— More eective understanding o a global

matrix organisation, and the implications orglobal integration and local responsiveness

— See globalisation as an opportunity to do

things better, cheaper and aster.


— Build a stronger negotiation base, helping

you to improve the outcome o deals

— Develop analytical tools and rameworks

or understanding and winning in more

sophisticated negotiations

— Acquire hands-on practice, enabling you to

strengthen weak points and preparing you

to return to work.

Length o programme

10 days

Length o programme

3 days

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145 independentlyminded aculty rom

36 countries, globallyrecognised or theirgroundbreaking researchand their contributionto business


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Marketing

Today, more so than ever, marketing

executives are under pressure to deliver

results in increasingly competitive and

global markets. At the same time they are

acing higher customer expectations and

a prolieration o new media and sales

channels. INSEAD oers 3 Marketingprogrammes that will keep you at the

oreront o marketing practice:

— AIMS: Advanced Industrial

Marketing Strategy

— International Marketing Programme

— Leading the Eective Sales Force

AIMS: Advanced IndustrialMarketing Strategy

Participant profle

— Executives who already have marketing

management experience rom corporations

engaged in marketing and sales to other

companies or institutions

— Senior general managers whose role requires

that they understand strategic business-to-

business marketing in order to work eectively

with their own marketing specialists, or those

who are moving into marketing responsibilities.


— The key strategic marketing concepts

applied within a B2B/Industrial context,

emphasising value propositions and value generation

— Strategic issues unique to a B2B/Industrial

environment including global account

strategies and the interace with R&D

— Roadmaps to eective implementation,

dealing with organisations, processes

and relationships, together with hands-on

experience o applying marketing concepts

and tools in a risk-ree environment through

the competitive INDUSTRAT simulation.


— Comprehensive overview to strategic

marketing concepts in the B2B environment

— Personal eedback in an active learning

process o applying theories, concepts

and tools

— Benchmarking through a systematic, aculty-

coached process with others who ace

similar challenges.

Using guided home preparation, defne your personal strategic

challenge beore arrival, leave with an individual execution

roadmap, and receive ollow–up through a virtual environment.

Length o programme

5 days

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International MarketingProgramme

Leading the EectiveSales Force

Participant profle

— Marketing executives who want to hone and

update their experience in line with today’s

marketing challenges

— Non-marketing executives who have

recently taken up marketing responsibilities

or who regularly interact with the marketing

unction, and want to build their

marketing skills.

Participant profle

— Senior executives responsible or busines

development strategies and planning in

either local or international markets

— Typically participants will spend over hal

their time managing sales-orce issues.


— The key strategic elements o the marketing

process within the context o today’s big

marketing challenges, such as the impacto social media on brand management,

low-price competition and market

commoditisation

— Design, organisation, execution and

evaluation o marketing activities within

a complex, global business environment

— Explore the implications o the emergence

o new markets, as opportunities or sales

growth and as threats rom new branded

entrants into home markets.


— Optimising perormance o the sales

orce through key account management,

compensation strategies, resource allocatioand the implementation o control system

— Making better business decisions through

the realisation o judgemental biases and

correction remedies

— Development o an individual 100-day

action plan to deliver immediate impact

to the organisation.


— Design the marketing process and create a plan

using customer insight, competitor analysis and

market research

— Develop a brand strategy and positioning,

along with resulting communication, pricing,and distribution strategies, including a ocus

on new social media

— Experience INSEAD’s specically designed

marketing simulation under the guidance

and direction o the programme’s highly

acclaimed aculty.


— Gain the skills necessary to make the

sales orce a key source o sustainable

competitive advantage

— Comprehensive approaches to motivate

and compensate the sales orce

— Skills to manage a dynamic sales orce in

the ace o increasing product, consumer

and market complexity.

Length o programme

5 days

Length o programme

5 days

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As the world economy becomes more

global and increasingly disparate it is

essential or all executives to understand

the many acets o nance in order to

maximise value or their organisations.

INSEAD oers 5 programmes:

— Finance or Executives

— Corporate Financial Strategy in

Global Markets

— Global Investors Workshop

— Risk Management in Banking

— Strategic Management in Banking

Financeand Banking

Finance or Executives

Participant profle

— Non-nancial executives, including general

managers and senior unctional managers

— Senior unctional managers outside nanceand corporate customer-relations ocers in

nancial-services organisations who require

a better understanding o the nancial

impact o business decisions.


— The impact o corporate policies and

operations on nancial perormance and

how to appraise investment opportunities

— Interpreting nancial inormation to get to

the business reality behind the numbers

— The principles o value-based management

and how to manage resources to create

shareholder value.


— Improve understanding o key nancial

elements o value-based management

— More eective communication between

managers and accounting and nance unctions

— Powerul tools to aid analysis

and decision making.

Length o programme

9 days in Fontainebleau or 7 days in Singapore

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Global Investors Workshop

Participant profle

— Senior investment-executives with

expertise in asset management

— Executives will have signicant experienco working or banks, pension schemes or

asset-management rms and responsibili

or investment.


— Key actors in portolio-management theo

and security selection

— The latest practices in asset valuation,

portolio construction and investment-un

management, and how to apply them

— Key drivers o success or asset manageme

its business model and its marketing chann


— Deep understanding o key investment-

management concepts

— New insights into running a successul

asset-management rm

— Improve investment decisions and analys

leading to better long-term results.

A world-class programme developed by INSEAD in partners

with the CFA Institute.

Corporate Financial Strategyin Global Markets

Participant profle

— Executives with a undamental

understanding o nance, who want to

sharpen or update their skills, including

treasurers, directors o nance, nancial

analysts, senior bankers and heads

o accounting

— Executives who have recently transerred

to the nance unction and are in need o

additional, highly specialised training.


— Valuation including value-based

management and managerial incentives

— The impact o taxes, nancial distress costs,

agency costs and inormation asymmetries

— All orms o corporate restructuring,

including M&As, trends such as leveraged

buyouts and share buyouts, and the

importance o eective stakeholder

communications.


— Develop the ability to measure the

consequences o strategic decisions

or shareholder value

— Improve understanding o how to increase

the value o the company by appropriateinvestment, nancing and restructuring

decisions

— Increase knowledge o the nancial markets,

particularly how the markets perceive

decisions and how to change perceptions.

Length o programme

9 days

Length o programme

4.5 days

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Strategic Managementin Banking

Risk Managementin Banking

Participant profle

— General managers or board members

concerned with risk governance

— Senior managers in various unctionalareas who need to inorm themselves

about risk control.

Participant profle

— Senior bank executives, including board

members, responsible or prot centres in

retail, corporate and capital markets

— Typically, participants have about 20

to 25 years’ experience in domestic or

international operations.


— Risk governance, the balance between

long-term value creation and risk control

— An integrated approach to risk management

and value creation, with an analysis o the

impact o Basel 3 regulations on capital

and liquidity

— ‘ALCO’ challenge simulation to develop

skills in value creation and risk control.


— Strategic analysis o the nancial services

industry, encompassing the choice o a

bank model (specialised or universal,domestic or international)

— The use o inormation technology and

customer-relationship management to

deepen relationships

— ‘ALCO’ challenge simulation to develop

skills in value creation and risk control.


— Expand understanding o the broader

context behind analytical models and

approaches to risk in banking

— Lessons rom the global crisis as they relate

to liquidity risks, und-transer pricing,the uture o capital regulation and

perormance-related pay

— Draw recent results rom psychology on

behavioural biases in risk management.


— Gain expertise in strategic positioning,

including the choice o a bank model

(specialised or universal, domestic

or international)

— Develop new ideas to reach clients withnew technology and deepen your

customer relationships

— Practise with the help o a simulation, your

skills in asset and liability management.

Length o programme

5 days

Length o programme

9 days

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When was the last timeyour assumptions were

challenged or your judgement tested?


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OperationsManagement

Eecting superior operations strategies

has been proven to create value and

provide sustainable competitive

advantage. They allow businesses to

provide a diverse range o services

and goods in increasingly demanding,

complex and dynamic marketplaces.INSEAD oers 4 Operations

Management programmes:

— Supply Chain Management

— Strategic R&D Management

— International Project Management

— International Manuacturing

Programme

Supply Chain Management

Participant profle

— Executives involved in creating, optimising

or redesigning a supply chain, who are

either responsible or, or contribute to, the

supply chain decision-making process in

their company

— Typically participants have experience

in: operations, manuacturing, logistics,

procurement, inormation technology

management, marketing, new product

development, or distribution.


— The improvement o key fows in the

supply chain by optimising business

processes, organisational structuresand enabling technologies

— Key concepts that underpin the supply

chain development, supported by 3

guiding principles: value, alignment

and sustainability

— Conceiving innovative strategies and

deploying solutions that can help serve

customers better and create value.


— Enhanced management o value as a guiding

principle to deliver superior managerial

perormance with signicant business impact

— Discover tools to align core processes

resulting in the achievement o operational excellence

— Understand rameworks to manage risks

and opportunities or sustainable supply

chain management.

Length o programme

5 days

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Strategic R&D Management

Participant profle

— Senior executives involved in managing R&D

activities (directly or because this is a major

ocus o their organisation)

— Typically either moving rom a specialised

unction into a more generalist role, or

general managers required to be more

closely involved in R&D activities.


— Strategic aspects o R&D, beyond the

typical project management, encompassing

organising or innovation and building anetwork o partners to harness innovation

in the eld

— Managing R&D activities that lead to

product innovation as a strategic business

process across multiple unctions

— Managing and measuring a portolio o

processes in an innovative culture.


— View R&D rom a strategic perspective more

than a collection o development projects

— Build tools to translate business strategy into

a portolio o innovation initiatives, and to

measure perormance o uncertain andlong-term innovation

— Build processes and structures that support

R&D activities or dierent purposes and

with dierent degrees o novelty.

Length o programme

5 days

International ProjectManagement

Participant profle

— Executives involved in complex projects,

who have not undergone specialised

training or acquired the rameworks or

eective project management

— Typically participants are involved in:

launching new products; developing new

services or campaigns; implementing a

change-management programme or

setting up a new business.


— Cross-unctional skills to implement the

principles o risk planning and control,

to measure eectiveness across dierentteams, and to provide a structure or proje

management across your business

— Enhanced people skills to manage disperse

teams working in dierent time zones

and locations, with dierent agendas and

operating within dierent cultural contexts

— Understanding stakeholder drivers,

organising projects as a community,

diagnosing the network and the

project contract.


— Develop project management skills and

understanding o project teams and

stakeholders’ relationships

— Overcome complexity and uncertainty

in order to cope with the newglobal environment

— Improve team collaboration on corporate

initiatives, leading to more projects

delivered on time and on budget.

Length o programme

5 days

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International ManuacturingProgramme

Participant profle

— Senior executives with approximately

10 years o experience and international

responsibilities

— Typically drawn rom corporate

manuacturing, procurement, sales

and operations, planning, marketing,

and R&D unctions.


— Design and management o a global

operations network, ocusing on processes,

people and technology

— Strategic management o all aspects o value

delivery, including people perormance and

technology management

— Mastery o key processes, including

procurement, manuacturing, new product

development and organisational learning.


— Acquire tools and concepts or leading

a global network o operations

— Build skills to design and improve

operations-management processes

on a global scale

— Develop an understanding o global trends,

risks and opportunities, perormance

measures and talent-management issues

in manuacturing, ensuring sustainability.

Length o programme

10 days

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You will be in a classroomwith peers, drawn rom all

over the world, who are alsograppling with the complexissues o doing businessin a global world


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Entrepre-neurship

and FamilyBusiness

Entrepreneurship is at the heart o every

economy, with amily rms making up 2/3

o all businesses in the world and social

entrepreneurship playing an increasing

role in addressing critical social andenvironmental issues. INSEAD oers 2

distinct programmes to support these

key types o enterprises:

— The Family Enterprise Challenge

— INSEAD Social Entrepreneurship

Programme

The FamilyEnterprise Challenge

Participant profle

— Family members who either work in a amily-

owned rm and/or are controlling shareholders

o a amily business

— Advisors and proessionals who hold a

signicant role working or amily business

(or example, board member, CEO, chair o

business board)

— Participants are asked to come in teams o at

least 2 members o the same amily enterprise.


— Overview o and insight into the unique

challenges aced by the amily-owned

rm, including governance and keystrategic decision making, leading to

the development o an individual,

practicable action plan

— Interpersonal relationships and how to

improve communications through better

understanding o Fair Process, confict

resolution and management o

amily dynamics

— Recognition o diering agendas and

motivations o the individual and the amily,

and how to run eective amily meetings.


— Gain a greater understanding o the

challenges and dynamics o amily

businesses, as well as a better insight into

governance structures and processes

— Improve personal communications andenhance dialogue amongst the amily team

— Develop a concrete amily action plan and

enable smoother transitions.

Length o programme

4 days

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INSEAD SocialEntrepreneurship Programme

Participant profle

— Entrepreneurs and senior managers rom

companies or organisations (non-prot

or or-prot) involved in social

entrepreneurial activities

— Typically participants are either leading

or have major operating responsibility

or social entrepreneurial activities.


— Dening the role social entrepreneurs play

in society and key challenges they ace

bridging the gap between human needsand the resources required to address them

— Steering a dynamic organisation: building

and leading eective, cohesive teams; and

managerial skills, including negotiation,

decision making and accounting

— Business-model innovation or the social

sector, how to scale up and build strategic

partnerships to grow.


— Gain skills in applying business tools to

leverage the marketplace and achieve

social benets

— Improved organisational and negotiation

skills to manage a growing social enterprise

— Become part o a dynamic network

o international social entrepreneurs

and engage with innovators and those

establishing best practices.

Length o programme

5 days

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Executive Education Portolio

Practical InormationContact us

Whether you are looking or Open-enrolment

Programmes or yoursel or your managers, or

Customised Programmes or your organisation,

our personal advisors are on hand to oer you

one-on-one consultation and advice on what is

most suitable or you. They will also be happy to

provide you with urther inormation, or answer

any questions you may have on INSEAD and

Executive Education.

INSEAD Europe Campus

Boulevard de Constance

77305 Fontainebleau Cedex, France

Tel: +33 (0)1 60 72 42 90

Email: [email protected]

INSEAD Asia Campus

1 Ayer Rajah Avenue

Singapore 138676

Tel: +65 6799 5288


INSEAD Abu Dhabi Campus

Muroor Road Street N°4, P.O Box 48049

Abu Dhabi, United Arab Emirates

Tel: +971 2 651 52 00


For up-to-the-minute details o all INSEAD

Executive Education activities, please visit

http://executive.education.insead.edu

Campus inormation

As one o the largest o the world’s leading

business schools – and certainly the most

international – INSEAD is well placed to make

an impact on your business. INSEAD is unique

in having a three-campus structure, with a

European campus in Fontainebleau, France,

an Asian campus in Singapore and a Middle

Eastern campus in Abu Dhabi, United Arab

Emirates. The campuses are equally diverse

and all have world-class aculty in residence.

Executive programmes run at one, two or even

across all three o our main locations. Our

Customised Programmes can also be held

anywhere in the world.

Europe

Fontainebleau, the home o INSEAD’s Europe

Campus, is spread across 8 hectares. Nestled

in the vast orest o Fontainebleau, the modern

architecture o the campus blends harmoniously

with the green and leay surroundings. Facilities

are o the highest standard and include 28

lecture theatres, 2 restaurants, a bar, a bookshop,

extensive library resources and a ully

equipped gym.

Asia

The Asia Campus is situated in the greenery o

the Buona Vista area, the country’s ‘knowledge

hub’, and is just 25 minutes rom the airport

and 10 minutes rom the nancial district.

It occupies a 2.8-hectare site and has 7

amphitheatres with a total capacity o 500 and

an 85-room residence.

Abu Dhabi

Abu Dhabi is the home o INSEAD’s third

campus, which is just 25 minutes rom theairport and 10 minutes rom the ‘Corniche’.

This new, 12-storey, 6,000 square-metre

building, purposely designed or Executive

Education, presents a whole new world o

possibilities or management education in

the Middle East.

32

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INSEAD Europe Campus

Boulevard de Constance

77305 Fontainebleau Cedex, France

Tel: +33 (0)1 60 72 42 90

Fax: +33 (0)1 60 74 55 13


INSEAD Asia Campus

1 Ayer Rajah Avenue

Singapore 138676

Tel: +65 6799 5288

Fax: +65 6799 5299


INSEAD Abu Dhabi Campus

Muroor Road Street N°4, P.O Box 48049

Abu Dhabi, United Arab Emirates

Tel: +971 2 651 52 00

Fax: +971 2 443 94 61Email: [email protected]

http://executive.education.insead.edu

Documents

INSEAD_EEP