INSEAD Executive Education Portfolio 2014-2015

Executive Education Portfolio 2014 - 2015
Expand your horizon. Make an impact.

02 Executive Education Portfolio 2014 - 2015
Contents
1. Introduction 03
2. Key Facts 04
3. Customised Programmes 06
4. General Management 08
5. Corporate Governance 12
6. Top Management 16
7. Leadership 20
8. Strategy 30
9. Marketing and Sales 38
10. R&D and Operations

Management 42
11. Finance 44
12. Region-Focused 50
13. Entrepreneurship and

Family Business 54
14. The INSEAD LiVE Series 58
15. INSEAD Executive Education

Certificate in Global
Management 60
16. Practical Information 62
17. Calendar 63
Professor Michael Pich

Dean of Executive Education
at INSEAD
Executive Education Portfolio 2014 - 2015 03
Executive Education for

a rapidly changing world
Operating in three full campuses in Europe, Asia and Abu Dhabi, we are
consistently ranked among the top 10 business schools in the world.
As today’s world becomes more interconnected, the business landscape in which
we operate grows more complex. INSEAD’s Executive Education programmes
are developed to respond to this rapidly changing global business environment,
unravelling and explaining new complexities while contextualising challenges and
introducing new solutions. We provide transformational learning experiences that
help individuals and businesses find new levels of innovation, motivation and value
creation, achieved through programmes that are informed by a global outlook,
thought leadership and an understanding of how to create real impact.
1
Embracing diversity and a global outlook
Informed global perspectives and cultural diversity
“INSEAD’s offering is built on
are reflected in all aspects of our research and
three key pillars: embracing
teaching. These elements, combined with a
diversity and a global outlook;
multicultural base of faculty and participants,
sharing and inspiring thought
enable senior executives, aspiring leaders and
leadership: and creating a truly
growth-driven companies to turn in-market
impactful transformational learning
challenges and business uncertainty into future
experience. Strong businesses
opportunities.
drive better outcomes for society.
2
By designing programmes that Inspiring thought leadership
expand horizons and challenge Our approach is built on research-driven
assumptions, we compel ambitious thought leadership with a clear path to action.
companies and individuals to Fresh insights and concepts are distilled to
explore new ideas, learn new skills participants to allow them to explore and acquire
and acquire a depth of knowledge new perspectives, ideas, skills and a depth of
that empowers them to respond knowledge that drives best practice and thought
and prosper in unfamiliar and leadership in their own lives and organisations.
unpredictable environments.”
3
Creating impact
Professor Michael Pich We have a transformational impact on both
Dean of Executive Education at INSEAD individuals looking to prepare themselves for
new situations and organisations seeking greater
business agility and success. Through interactive
and emotional learning experiences, we go beyond
showing participants what is needed and show
them how to achieve it, creating real impact.
Key Facts
150,000+
executives have attended
our programmes since 1967
125+
nationalities
Northern Europe
Asia Pacific
Near/Middle East
27%
24%
14%
Southern Europe 14%
of participants
Africa 8%
Western Europe 5%
America North 3%
America South 3%
Eastern Europe 2%
11,000+
participants per year
2,000+
client companies
per year
145+
independently minded faculty
16 world renowned centres for
cross-disciplinary research
3
full campuses in Europe,
45+ Open
Programmes
Asia and Abu Dhabi R&D and Operations 2

Management
3
1957 Top Management
Fontainebleau, General 4
France Management
Finance
6
Strategy
12
Leadership
13
Marketing and Sales

5
Corporate 4
Governance
3
2007 Region-Focused
Abu Dhabi
2000 3
Entrepreneurship
& Family Business
Singapore
Customised Programmes
40+
Our insights will help shape the future of
your business.
The Customised Programmes we deliver are
the result of a close working partnership where
we take time to work in collaboration with our years’ experience in delivering
partners to develop educational programmes Customised Programmes
that meet organisational needs.
With more than 40 years of experience in
delivering Customised Programmes for some
of the world’s largest companies, we offer a
unique experience, from first contact through to
delivery.
The fusion of our world-renowned, globally
200+
Customised Programmes per year
diverse faculty, total flexibility, thought
leadership, learning related to content and
partnership approach, makes an INSEAD
135+
Customised Programme a unique learning
experience.
companies participating in
Customised Programmes per year
Contact us at:
INSEAD Europe Campus INSEAD Abu Dhabi Campus

Tel: +33 (0)1 60 72 42 90 Tel: +971 2 651 52 00
Email: execed.europe@insead.edu Email: execed.mena@insead.edu
INSEAD Asia Campus INSEAD North America Office

Tel: +65 6799 5288 Tel: +1 866 446 7323
Email: execed.asia@insead.edu Email: execed.usa@insead.edu
http://executive-education.insead.edu
Our clients’ experience
You could take just our word for it. But then again you could also listen to what our clients have to
say about an INSEAD developed and delivered Customised Programme. Below is a sample from
the breadth of industries, countries and organisations that we have partnered with.
Ken Jones, President and CEO, Astellas Pharma Europe Ltd
“ In order to be the employer of choice we

asked ourselves how do we retain, motivate
and create a common culture? This started the
The impact of our partnership with INSEAD in
Europe has influenced our global corporate
view on leadership development. As the top
whole idea of a leadership journey. Partnership echelons of the company have participated in
is everyone being truly engaged in the the programme, the effect on the organisation
objective you’re trying to achieve. Myself, HR, is phenomenal. It has helped to widen and
the management team and INSEAD all invested open up our discussions as a leadership team
time and energy discussing what the right – from the direction of our company to the
journey was for us and how this applied to our future direction of what is happening in the
business. marketplace. I think that this is the biggest
benefit of our INSEAD experience.”
Hamidah Naziadin, Head of Group Corporate, CIMB
“ We needed to accelerate our ASEAN

integration so we looked for a partner who
understands our needs, who is familiar with
Since the programme, people have discovered
new passions and have taken on new roles
with better customer management. There is
Asia and who could help co-design and co- also a great sense of belonging, a great sense
develop the whole programme. INSEAD was of ownership and they know that they have to
the perfect partner for us. It was exciting to see. give back and to coach others. This is a very
Together with INSEAD, we provided a platform important culture for CIMB and INSEAD has
for our managers to think outside the box. All of helped encourage this.”
them putting their energy together, focusing on
what’s best for the business and best for CIMB.
Advanced Management
Programme
Participant profile:
— Senior executives such as CEOs, COOs,
CFOs and heads of product divisions,
geographical regions or other major
General
business units within the private or public
sectors
Management — An average of 12 years’ management

experience, at least 5 years in a general
management position with clear cross-
To succeed, businesses need leaders who functional and P&L responsibility.
bring new perspectives, new thinking
and new ideas – and who have the Programme content covers:
skills and knowledge to manage in an
— Structured reflection by participants on how
uncertain world. INSEAD offers 4 General
they exercise judgement
Management programmes that support
your important career transitions: — Coaching and feedback to go beyond the
— Advanced Management Programme science of management to the craft of being
— Transition to General Management a senior leader
— Management Acceleration Programme — Focus on the objective functions of senior
— Asian International Executive leaders as defined by diverse stakeholders,
Programme. 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 themselves.
Key benefits for participants include:

— Gain insights that challenge your
assumptions
— Develop greater confidence – 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 reflective process that offers participants
insight into the way in which they exercise
judgement.
Length of programme
4 weeks
Management
General
Transition to General Management Acceleration
Management Programme
Participant profile: Participant profile:

— Senior functional or technical managers — Functional experts whose success depends
about to make the transition to general on understanding the business as a whole
management or recently appointed general and working effectively across functions and
managers cultures
— At least 8 years’ management experience — Individual contributors and professionals
with an outstanding track record in one or who aspire to gain, or have recently gained,
more functional areas of business. management responsibilities
— Typically graduates with 5 to 12 years’ work
experience and a strong track record in their
own functional area.
Programme content covers: Programme content covers:
— An in-depth examination of the foundations — Sharpening your strategic insight: principles
of business: marketing, organisational and tools to think strategically about every
behaviour, finance and management decision and action you take to boost your
accounting, strategy, operations competitiveness and innovate
management, and the global economy — Broadening your business expertise:
— All aspects of leadership: communication, perspectives from every business function
negotiations and decision making, to give you the ability to recognise, create,
cross-cultural management, fair process, measure and capture value
team building, self-awareness, and — Strengthening your leadership foundations:
leadership style frameworks, reflection and practice to enhance
— Rigorous frameworks and tools to apply your presence, increase your ability to lead in
back at work. and across teams, and plan your future growth
— Maximising your ongoing learning and
development as your return to the workplace
through optional follow-up coaching.
Key benefits for participants include: Key benefits for participants include:
—G ain a grounding in all the key business — Become a more competent and confident
disciplines and integrate them into a complete manager with new insights, knowledge and
view of business – essential for effective skills
general management decision making — Learn how to stay focused on creating value
— Experience our unique Leadership and grounded in a long-term purpose
Development Process, which includes — Increase the ability to manage yourself
powerful 360-degree feedback and coaching and others in conditions of uncertainty and
—U
nderstand how to ‘manage for value’, using pressure
INSEAD’s own ‘Blue Line Management’ concept — Enhance your capacity to lead, with or
— Achieve new perspectives in a truly without formal authority, in diverse settings.
international class and different locations.
Length of programme Length of programme
2 modules of 2 weeks 3 weeks
Asian International Executive

Programme
— 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 specific to the region.
Programme content covers:

— Understanding the principles and context
for general management and value creation
through thorough investigation of: strategy;
finance and management accounting; crisis
and consumption
— The fundamentals of efficient 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.

— Greater insight into business fundamentals
and confidence to lead across functions
and geographical borders, to meet the new
challenges of senior management
— Acquire a new approach to strategy
processes and up-to-date business models in
an Asian context
— Frameworks and theories plus panel
discussions focusing on current issues faced
by Asian countries.
Length of programme
2 weeks
Management
General
I chose the Transition to General
Management programme because there
were a number of areas I wanted to develop.
My engineering background and professional
experience have provided me with a strong
foundation, but I felt like I was missing a few
key elements. These would include greater
Greg Bunker financial acumen, high-level strategic thinking,
Global Business Director
cultural sensitivities and how to motivate and
lead a team more effectively.
Dow Chemical’s Packaging Adhesives,
The United States Taking on a higher level of responsibility, I
have found that I have had to work more closely
“If you are looking

with the other businesses and functions within
Dow (such as Public Affairs, Finance, HR). The
scope and breadth of who I need to know and
have working relationships with is large and
for an incredible it is crucial that I manage a variety of different
expectations. I also have to be able to inspire
cultural immersion and lead people as well as paint a compelling
vision of where we are trying to head with our
experience, instruction business.
from innovative and The programme covered high-level leadership
skills as well as the day-to-day management
passionate faculty in a competencies. It also gave me the tools and
classroom with peers methodologies for shaping our business
strategy together with insights that I could put
with whom you could into practice immediately and use on a daily
basis.
be colleagues, or even One of the great benefits of the programme was
friends for life, then I that I had access to senior leaders from around
the world who spoke about their specific
would choose INSEAD.” challenges and opportunities. It certainly gave
me different perspectives that I have been
Participant of the Transition to General applying in leading my own multinational team.
Management programme. The depth of knowledge of the faculty was also
incredible. They have a passion for business,
the subjects they teach and they are very
approachable.
I now have a much better knowledge of

finance, marketing, leadership, and I believe
I closed many of the gaps I felt I had prior to
attending. If you are looking for an incredible
cultural immersion experience, instruction from
forward-thinking, innovative, and passionate
faculty in a classroom with peers with whom
you could be colleagues, or even friends for
life, then I would choose INSEAD.
NEW
Leading
from the Chair
— Chairs of boards of directors
— Chairs of core board committees, such as
audit, compensation, governance, risk and
Corporate investment, and nomination.
Governance
Being a board member is an exceptionally
important role that resembles no other.
Even those who have excelled in senior Programme content covers:
management face new challenges. But how
— Chair responsibilities – setting and
do you develop new skills and knowledge
measuring board support systems and
at this level? INSEAD has created 4 highly
performance, understanding the keys
specialised programmes to bridge the
to effective group dynamics, bridging
gap between senior management and
the information gap between board and
corporate governance – and to give board
management
members the insights they need to ensure
high performance and value creation in the — Chair competencies and skills – motivating
long – and short–term: individual directors, facilitating effective
meetings, leading difficult discussions,
— Leading from the Chair
mentoring and developing board members
— International Directors Programme and executives
— Value Creation for Owners and Directors
— Crisis management – how the role of the
— The Family Enterprise Challenge.
chair changes, addressing stakeholder
pressure, managing directors’ anxieties,
interacting with the CEO.

— 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 meetings
— Acquire 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.
Length of programme
3 days
NEW
International Directors Value Creation for Owners
Programme and Directors
Governance
— Those with, or about to take up, board-level — Private and public shareholders, including
Corporate
responsibilities, whether chairs, C-suite directors, board representatives and CFOs –
executives, non-executive directors, family from throughout the world
members and controlling shareholders — Particularly relevant to private owners
of large family companies, or directors of of businesses, active investors, and
government and non-profit organisations and shareholders in family firms.
agencies
— Senior professionals from the institutional
investment community and professional
firms who serve boards.
— A focus on the knowledge and competencies — Definition of the concept of value: how to
expected from directors in today’s create it, how to specify and assess the risk
environment whilst developing skills that that owners and directors are prepared to
contribute to creating effective board culture take in the pursuit of value
and performance — The relationship between value creation
— 3 modules: board effectiveness and and growth – and the strategic options
dynamics; board decision making and for achieving it: M&As, alliances and
oversight; director effectiveness and international expansion
development - which, together, represent — Presentation of an operational framework
the knowledge base directors need to be for the main drivers of ownership and to
effective board members facilitate effective interaction between
— Tailor-made learning methods for directors owners, boards and managers – with an
including 360-degree survey, coaching and emphasis on fair process in leadership
simulation exercises. — Selection and performance evaluation of
boards and managers.
—U nderstand the broader context in which — Understand the broader context in which
boards operate and the responsibilities that owners and directors operate and the
come with a board mandate responsibilities that come with such mandates
—H
one the ability to challenge executives — Learn the principles and main language for
through positive exchanges focused on effective behaviour by value-creating owners
the key issues that underpin corporate and directors
performance — Understand the relationship between value
—A
formal certification, the INSEAD Certificate creation and growth – and the strategic
in Corporate Governance (ICCG), which options for achieving it
demonstrates mastery of skills and — Exchange ideas on best practice with leading
competencies expected from board members. business owners from throughout the world.
3 modules of 3 days 4 days
The Family Enterprise

Challenge
— Family members who work in a family-owned
firm and/or are controlling shareholders of a
family business
— Advisors and professionals who hold a
significant 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.

— Overview of, and insight into, the unique
challenges faced by the family-owned
firm, including governance, succession of
ownership and leadership, establishing
family values, teamwork across generations
and key strategic decision making, leading
to the development of an individual,
practicable action plan
— Interpersonal relationships and how to
improve communication through better
understanding of fair process, conflict
resolution, teamwork across generations and
management of family dynamics
— Recognition of differing agendas and
motivations of the individual and the family,
and how to run effective family meetings.

— 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 and
enhance dialogue amongst the family team
— Develop a concrete family action plan and
enable smoother transitions.
Length of programme
4 days
I have 23 years of international executive

experience in strategy, digital technologies and
emerging markets. Today, I run a consultancy
and I work with companies in the telecoms,
media, consumer electronics and healthcare
Governance
Corporate
sectors to provide advisory work to boards and
CEOs when they are analysing risk, strategic
Mary Francia direction and the global opportunities they
Founder and Managing Director
encounter.
Serowires Strategy Consulting, I came away with many takeaways from the
The United States International Directors Programme but
perhaps the most important was leaving with a
“The most important different perspective. It was a bit like changing

a lens on a camera! I gained much broader and
deeper knowledge. It was unexpected.
takeaway from the The programme also helped identify what

management might not be doing in key
programme was areas required by the board. It explored
potential gaps and blind spots in the day-
leaving with a different to-day operations. We learnt how to drive
performance; how to coach and what level of
perspective. It was a bit acumen is required to be effective as a board
like changing a lens on member.
It was thanks largely to the faculty’s knowledge

a camera! I gained much that there were so many great discussions
broader and deeper during the programme. They helped delve into
all areas relating to governance, considered all
knowledge. It was the alternatives and angles and provided their
own rich perspective.
unexpected.” Boards are often thrust into the limelight when
Participant of the International Directors a company is struggling. In order to help
Programme. companies navigate crises like those recent
and current, boards need to grasp diversity,
technology and emerging markets. The
programme helps you address what you need
to master to become an efficient and effective
board member. It may also highlight what
your board may not be doing and give you an
opportunity to implement change and enrich
your contribution.
AVIRA: Awareness, Vision,

Imagination, Role, Action
— CEOs and other C-suite executives, board
members, chairpersons, managing directors
and executive vice-presidents
Top Management — Participants are drawn from diverse business

and national backgrounds.
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 future.
INSEAD offers 3 programmes to take you to — The leader’s role in the context of an ever-
the next level: changing global economic, political and
social environment
— AVIRA: Awareness, Vision, Imagination,
Role, Action — Habits of effective top executives and
— The Challenge of Leadership practices of high-performing organisations
— LEAP: Leadership Excellence through — Engagement with accomplished peers and
Awareness and Practice. international thinkers
— Coaching and feedback sessions that
provide an opportunity for self-awareness
and a deeper understanding about your
leadership and personal development.

— 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 organisation’s
future performance and departing with a
concrete personal action plan to lead and
deliver more effectively.
Length of programme
5 days
The Challenge LEAP: Leadership Excellence

of Leadership through Awareness and Practice

— Experienced senior executives in large and — Senior executives who already occupy
medium-sized firms, entrepreneurs or senior significant leadership positions, including:
executives in the public sector top managers (e.g., CEO, Managing Director,
— Typically CEOs and board members, Executive Vice-President) in large and
participants hold top-level positions with medium-sized corporations
Management
extensive career experience. — Senior partners in professional firms; senior
executives in not-for-profit organisations;
Top
entrepreneurs; owners of large family
businesses; and board members of any such
organisations.
— How behaviour affects the organisation, — A focus on how to help senior leaders bridge
examining conscious and unconscious the knowing-doing gap by identifying
behaviour, and rational and irrational action and internalising the new behavioural
— Increasing managers’ abilities to act, reflect knowledge and the responses needed to
and then refocus their actions, to become improve the way they lead
‘reflective practitioners’ — Leadership challenges at 3 distinct yet
— Clinical frameworks, drawing upon connected levels: organisational level;
psychoanalysis, development psychology, interpersonal level; and intra-personal level
and cognitive theory, among others. — Combination of plenary and group work,
supported by world-class business
professors, outstanding guest speakers and
top professional coaches. Between modules,
short weekly follow-ups with the same
faculty and coaches give senior leaders the
support to practise further.
— Increased confidence at the most senior — Reflect on (and redefine some of) your
levels by revealing the forces behind leadership and personal objectives
authority and power — Improve your understanding of your
— Developing a leadership style to improve the leadership style
health and effectiveness of the organisation, — Close the knowing-doing gap and develop
and deliver better work-life balance new capabilities through the selection of key
— Enhanced capabilities to diagnose toxic areas for development and regular feedback
organisational cultures and dysfunctional and practice
processes in companies, delivering — Become a more reflective leader and increase
improved group dynamics and the creation your ability to keep learning in the future.
of high-performance teams.
3 modules of 5 days + 1 module of 4 days 9 days + 5 days + 6 days
Having attended a number of other

programmes at various business schools
over the past 20 years, I was looking for a
programme that over a week could provide
a current update on a range of topics facing
leadership. AVIRA has that focus, and INSEAD a
great – and well deserved – reputation.
Jesper Lok
President and CEO All businesses live in a broad context. So it’s
essential to step out of your business from
DSB (Danish State Railways), Denmark time to time in order to critically assess that
Management
context and the impact it will have. Professor
“All businesses live in Subi Rangan, the programme director, is a
Top
great inspiration. Subi has a fantastic ability
to take you from a helicopter view through
various tools and frameworks to the hands-on
a broad context. So it detail. AVIRA provided me with great tools
for building decisions, processes, teams and
is essential to step out crystallising strategy.
of your business from Subi and his team are all very passionate about
their areas of research and expertise. They
time to time in order are on a mission to pass on that enthusiasm
to critically assess that and insight but at the same time, they keep an
open mind. It is a pleasure to spend time with
context and the impact it people like that and I was equally impressed
by the diversity and quality of the participants.
will have.” All seasoned business leaders with solid
experience from all walks of life and truly
Participant of AVIRA: Awareness, global in their outlook.
Vision, Imagination, Role and Action
I would highly recommend AVIRA and
programme.
INSEAD to any leader with a desire to manage
holistically. I’d even recommend repeating it
myself in five years’ time! It has a framework
that enables participants to check in at a later
date to once again update their perspective in
an increasingly dynamic world.
The Challenge
of Leadership
— Experienced senior executives in large and
medium-sized firms, entrepreneurs or senior
executives in the public sector
Leadership — Typically CEOs and board members,

participants hold top-level positions with
extensive career experience.
Effective managers do not always make
strong leaders. They have to learn new skills
and gain new self-awareness in order to
influence and inspire those around them. And
in today’s increasingly international business Programme content covers:
environment, they also need to adapt their
— How behaviour affects the organisation,
skills and self-awareness to lead across
examining conscious and unconscious
cultures and borders. Choose from our wide
behaviour, and rational and irrational action
range of 13 Leadership programmes:
— Increasing managers’ abilities to act, reflect
— The Challenge of Leadership
and then refocus their actions, to become
— LEAP: Leadership Excellence through ‘reflective practitioners’
Awareness and Practice
— Leading the Business of Sustainability — Clinical frameworks, drawing upon
psychoanalysis, development psychology,
— The Leadership Transition
and cognitive theory, among others.
— Leading for Results
— High Impact Leadership Programme
— Learning to Lead
— Achieving Outstanding Performance
— Leading Successful Change
— Managing Global Virtual Teams
— Management Skills for International
Business
— Strategy Execution Programme
— Negotiation Dynamics. Key benefits for participants include:
— Increased confidence 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.
Length of programme
3 modules of 5 days + 1 module of 4 days
NEW
LEAP: Leadership Excellence Leading the Business
through Awareness and Practice of Sustainability

— Senior executives who already occupy — Senior executives making significant
significant leadership positions, including: decisions for their organisation, including
top managers (e.g., CEO, Managing Director, line managers, general managers, heads of
Executive Vice-President) in large and divisions and managers of profit centres
medium-sized corporations — Senior executives whose job it is to increase
— Senior partners in professional firms; senior and direct their organisation’s sustainability-
executives in not-for-profit organisations; related activities.
entrepreneurs; owners of large family
businesses; and board members of any such
organisations.
Leadership
— A focus on how to help senior leaders bridge — Strategy and innovation: identifying strategic
the knowing-doing gap by identifying opportunities and steering innovation
and internalising the new behavioural efforts toward new products, services or
knowledge and the responses needed to business models that leverage present and
improve the way they lead future sustainability-related challenges and
— Leadership challenges at 3 distinct yet address customers’ sustainability-related
connected levels: organisational level; objectives
interpersonal level; and intra-personal level — Leadership and change: deploying a growth-
— Combination of plenary and group work, oriented attitude toward sustainability
supported by world-class business throughout the organisation and developing
professors, outstanding guest speakers and an organisational culture that fosters
top professional coaches. Between modules, innovation and growth
short weekly follow-ups with the same — Stakeholder engagement: ensuring that your
faculty and coaches give senior leaders the employees and organisation engage with
support to practise further. internal and external key stakeholders in a
more inclusive and effective way.
— Reflect on (and redefine some of) your — Improve your understanding of key
leadership and personal objectives environmental and social changes impacting
— Improve your understanding of your today’s and tomorrow’s global business world
leadership style — Learn to look at these changes as an
— Close the knowing-doing gap and develop opportunity for your business, which can
new capabilities through the selection of key guide strategic decisions and innovation
areas for development and regular feedback — Leave with an actionable plan for both your
and practice business and your organisation.
—B
ecome a more reflective leader and increase
your ability to keep learning in the future.

9 days + 5 days + 6 days 5 days
The Leadership Leading

Transition for Results

— Experienced, mid-career executives in — Middle-ranking or senior executives from
upper-middle to senior level positions all functional areas with more than 5 years’
preparing to take on enhanced leadership experience as managers, who have made
responsibilities within their organisations the transition from managing individual
— Particularly those who are moving from contributors to managing other managers
functional or operational roles into roles that — Typically they have increasingly broad
are more strategic. responsibilities, high potential for more
senior leadership positions and can
impact organisational results by inspiring
extraordinary achievement.
— Latest leadership models and current — Transformation of experienced managers
thinking on how adults learn and change into leaders able to set direction and to align
— What leaders really do, whether they are the organisation with a clear vision
born or made and comparisons to renowned — Update in leadership capabilities, at the
leaders and their styles individual, small group and organisational
— Building networks, seeking continual self- levels
improvement through 360-degree feedback — Improving effectiveness through detailed
and enhanced coaching skills for change. self-assessment and 360-degree feedback,
culminating in an action plan for personal
leadership development.
— Valuable insight into leadership style — Clear insights into personal leadership
and its impact strengths and weaknesses
— Develop a more constructive use of — Gain tools for setting direction and vision
leadership power, allowing for more to guide teams and units to create a high-
effective behaviour and results as a leader performance culture
— Become a more effective change agent, — Develop strategies to motivate people,
facilitating an increase in positive results delegate responsibility and lead change.
from senior-level initiatives.

5 days + 2 days 5 days
NEW
High Impact Leadership Learning
Programme to Lead

— Managers with at least 3 to 6 years’ — Professionals making their first transition
experience leading teams (including MBA from individual contributor to managing
graduates), who are looking for specific people and having responsibility for direct
training in leadership and management subordinates
—T
he programme will benefit a range — Drawn from all professional backgrounds
of candidates – from high-potentials to and age ranges, participants share a desire to
experienced technical specialists who have develop people-management skills, whether
come to leadership positions late in their they are making the transition or have made
careers. this move within the last two years.
Leadership
— Understanding organisations: their structure, — Mastering the leadership skills essential to
culture, and behaviour; how to influence becoming a successful manager of people
and incentivise people leveraging formal — Developing people skills to lead teams,
structures and informal networks motivate others, reinforce good performance,
—L
eading teams: the interface between the correct undesired behaviour and provide
individual and the organisation; how to constructive feedback effectively
manage internal group processes and develop — Learning frameworks, tools and techniques
talent; how to manage external sources of to support different managerial roles.
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; the creation of an
individual development plan with post-
programme follow-up.
— Understand how organisations work and — Develop clear insights into individual
how to develop and use your professional strengths and weaknesses as a leader
network to achieve your objectives — Acquire confidence and tools to create vision
— Learn how to create and maintain a high- and set team direction for greater success
talent, high-energy and high-performance — Master frameworks and tools to inspire
‘X-team’ people and motivate them to perform better.
— Enhance your ability to obtain results
through others by improving self-awareness,
motivating your team and influencing your
organisation.

5 days 3 days
Achieving Outstanding Leading

Performance Successful Change

— Middle and senior executives who manage — Middle to upper-middle managers in public-
performance enhancement initiatives or private-sector organisations with at least 8
— Participants are encouraged to attend with years’ management experience
colleagues from their own organisation. — Responsible for teams, units or larger
segments of their businesses and likely to
lead strategic change initiatives within their
organisation.

— The challenge of improving and sustaining — Developing core skills for leading and
performance through judicious use of the key sustaining change by helping others see
levers: people, processes and measurements the need, anticipating resistance to change,
— Management of organisational change and inspiring and influencing others
management of high-performance teams — Self-awareness as an agent for change,
— Optimisation of performance through your strengths, weaknesses and personal
business model innovation as well as approach
measurement in its broadest sense. — Practising new tools for implementing
change through a simulation exercise.
— Evaluate the design and implementation of — Better understanding of the dynamics
performance-improvement initiatives of change
— Use business model innovation to select the — Develop an individual repertoire of skills to
activities to perform and methods to perform initiate and execute change
them — Creation of a detailed action plan for
— Ensure that project plans follow best practice personal change initiatives.
on managing organisational change
— Employ metrics to align behaviour and
evaluate performance-improvement
programmes.

5 days 3 days
Managing Global Management Skills for

Virtual Teams International Business

— Managers who lead teams of at least 5 — Senior managers transitioning from national
people dispersed across 2 or more countries to international leadership roles, or who
— Specifically, those focusing on the precise would like to improve their ability to lead
challenges of working across national effectively in a multi-cultural environment
boundaries and geographical distances. — Senior executives who have been posted
abroad or those based at headquarters but
managing international activities
— Managers in public organisations or
government agencies with international
activities.
Leadership
— Exploring the key dimensions of culture to — Cross-cultural leadership competencies
create a framework for decoding national essential for businesses and managers
differences and to improve cross-cultural to succeed in today’s global business
management landscape
— Gaining trust, improving negotiation skills — Understanding how attitudes, beliefs
and co-operation, and maximising innovation and values influence the handling of
— Simulation exercises using multiple management problems in different countries
communication technologies to replicate the — Extensive use of contemporary case studies,
dynamics of managing at a distance. exercises and role-play, alongside lectures
and videos to aid discussion and learning
— How to manage within a complex structure,
exploring the unique skills necessary to
overcome challenges and develop strategies
which turn complexity into an advantage.
— Maximise the performance of global virtual — Improve your communication across different
teams to turn distance into an advantage cultures
— Gain a framework for cross-cultural — Build the confidence to influence clients,
understanding to deliver new ways to suppliers and colleagues from a variety of
manage countries
— Enhanced communication techniques and — Benchmark your individual management
mechanisms to build trust across cultural and style against preferences from around the
national boundaries. world – and learn to adapt accordingly
— Learn how to lead across international matrix
systems and other organisational structures.

5 days 5 days
Strategy Execution Negotiation

Programme Dynamics

— Managers who are new to implementing — Executives who have at least 8 to 10 years of
strategy, moving into a more challenging management experience and have gained
implementation role or simply looking for substantial experience in conducting and
new ideas to try where others have failed supervising business negotiations
— Those with accountability for outcome — Executives involved in M&As or joint-venture
and direct control of significant resources negotiations; those handling procurement;
(budgets and groups of people), typically human resource managers; entrepreneurs;
general managers who lead business units, managers in liaison roles such as national
senior managers who head significant account managers; key account managers;
departments or members of project teams. barristers and other lawyers.
— How to balance the rational with the — The theory, guidelines and practical tools
emotional, identifying hidden traps and for negotiators including the psychological
building internal capabilities, with the aim aspects of bargaining and the importance
of continuously implementing strategy of trust
successfully — Diagnosis of problems and promotion
— The skills, knowledge and confidence of agreement inside and outside of
to make strategy work by overcoming organisations
the barriers to execution, to achieve — Value creation and distribution.
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.
— Arrive with a clear vision of your strategic — Build a stronger negotiation base, helping
challenge and leave with an actionable plan you to improve the outcome of deals
of execution — Develop analytical tools and frameworks
— Gain new insights about the hidden barriers for understanding and winning in more
to strategic execution and how to overcome sophisticated negotiations
them — Acquire hands-on practice, enabling you to
— Depart with a permanent understanding strengthen weak points and preparing you to
of how to get results from future strategic return to work
initiatives. — Post-programme coaching that helps ensure
you are applying the content and theory learnt
on the 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’m definitely
more confident in my ability to negotiate.
René Madsen
Business Manager Having already completed INSEAD
programmes in Fontainebleau and Singapore,
Miracle A/S, Denmark I wanted to experience INSEAD’s third campus
in Abu Dhabi. I hadn’t been to Abu Dhabi for
“For anyone who does over a decade and was curious to see how it
had changed. Also, as our company becomes
more internationally oriented, I wanted to find
out if the Middle East really was such a different
business in the Middle business and learning environment.
Leadership
East, it must be a It was fascinating to learn about negotiation in
such a different culture. As I expected, there
priceless experience were more Middle Eastern participants than at
other INSEAD campuses, where I was in much
to do a negotiation more heterogeneous classes. For anyone who
does business in the Middle East, it must be
programme in a priceless experience to do a negotiation
Abu Dhabi.” programme in Abu Dhabi.
Learning in a multicultural environment with

Participant of the Negotiation Dynamics a local bias sounds impossible to teach, but
programme. Professor Horacio Falcão, the programme
director, was able to make it into a fully
functioning 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 find
the point at which all parties are satisfied
they are getting value. There are vital skills
like understanding cultural differences,
communicating, reading body language, taking
notes and, very importantly, avoiding making
any assumptions.
Leadership
NEW
Leading the Business
of Sustainability
— Senior executives making significant
decisions for their organisation, including
line managers, general managers, heads of
Strategy
divisions and managers of profit centres
— Senior executives whose job it is to increase
and direct their organisation’s sustainability-
Good strategic thinking is both related activities.
rigorous and structured, and challenges
assumptions to uncover opportunities for
creating and capturing value. INSEAD’s
12 Strategy programmes develop exactly
this kind of thinking and help to set your
organisation’s future direction: — Strategy and innovation: identifying strategic
opportunities and steering innovation
— Leading the Business of Sustainability efforts toward new products, services or
— Competitive Strategy business models that leverage present and
— INSEAD Blue Ocean Strategy future sustainability-related challenges and
— M&As and Corporate Strategy address customers’ sustainability-related
— Managing Partnerships and Strategic objectives
Alliances — Leadership and change: deploying a growth-
— Strategy Execution Programme oriented attitude toward sustainability
— Market Entry Strategy for India throughout the organisation and developing
— Powering Growth an organisational culture that fosters
— Strategic Marketing Programme innovation and growth
— Business Strategy for HR Leaders — Stakeholder engagement: ensuring that your
— Building the Business: Strategies employees and organisation engage with
for Asia Pacific internal and external key stakeholders in a
— Strategic R&D Management. more inclusive and effective way.

— Improve your understanding of key
environmental and social changes impacting
today’s and tomorrow’s global business world
— Learn to look at these changes as an
opportunity for your business, which can
guide strategic decisions and innovation
— Leave with an actionable plan for both your
business and your organisation.
Length of programme
5 days
Competitive INSEAD Blue

Strategy Ocean Strategy

— Executives responsible (or about to take — Senior executives, business owners, heads of
responsibility) for the short- and long- strategy, or mid- and upper-level executives
term profitability of a regional business, directly involved in the development of new
concerned with strategic analysis and products and services
development, and involved in strategic — Specifically, those seeking to break out of
consulting and practice the traditional ‘red’ ocean of competition
— Business analysts requiring a thorough and create strong, profitable growth for
understanding of competitive analysis. their organisations in both existing and new
markets.

— The latest strategic concepts, tools and — Review of traditional strategies leading to
analytical strategies to achieve long-term ‘How blue is your strategy?’ – an individual
business success assessment and plan of action
— Developing outstanding competitive — Rendering rivals obsolete and unleashing
strategies by focusing on creating and new demand through strategic moves or
capturing customer value Value Innovation
Strategy
— Using profit dynamics to help predict the — How tomorrow’s leading companies will
future. succeed by creating ‘blue oceans’ of
uncontested market space.
— Improve strategic thinking and focus on — In-depth understanding of Blue Ocean
actions Strategy tools and concepts developed at
— Sharpen competitive skills and confidence INSEAD
to change the strategic management of an — Learn to engage colleagues in a Blue Ocean
organisation Strategy process
— Fine-tune intuition and apply practical tools — Develop a Blue Ocean Strategy to break
to break into new competitive markets. away from the competition through Value
Innovation.

3 days 4 days
M&As and Corporate Managing Partnerships and

Strategy Strategic Alliances

— CEOs, general managers, senior executives, — Senior executives and line managers with
board members and those responsible for direct responsibility for collaborative
corporate strategy alliances and partnerships
— Corporate development officers, heads of — Those involved in cross-company
M&As and those responsible for corporate collaborations on a day-to-day basis and
partnerships accountable for their outcome.
— Company advisors, such as lawyers and
investment bankers, or private equity
executives concerned with M&A deals.

— Composing the right portfolio of businesses — The strategic purpose and value of
in order to provide the set of resources and partnerships and alliances
capabilities a company needs to create value — Selection of partners using analysis of
— Choosing the best mode of corporate complementary skills and capabilities,
development using the ‘Build, Borrow or Buy’ and how to structure successful alliances,
framework including continuation and exit terms
— Executing M&A deals: financial and strategic — Adapting and adjusting collaboration over
assessment, decision making biases, and time through effective conflict management,
post-merger integration. fostering cross-cultural awareness and
building trust.
— Define an optimal portfolio of businesses, as — Build skills in partner selection, network
well as the right mix of internal and external development and alliance design
growth — Acquire specific frameworks to help
— Enhance M&A capabilities through the effectively address cultural issues and
development of a disciplined and holistic capture value
process for acquiring and integrating new — Develop management approaches for
resources and skills anticipating and resolving stress at every
— Design a post-M&A integration approach that stage in the collaborative process.
fits strategic objectives, while also taking
into account human constraints.

4.5 days 5 days
NEW
Strategy Execution Market Entry Strategy
Programme for India

— Managers who are new to implementing — Strategic decision makers in companies that
strategy, moving into a more challenging are considering entering the Indian market
implementation role or simply looking for or companies that have recently entered the
new ideas to try where others have failed market and are looking to expand
— Those with accountability for outcome — Senior general managers and directors with
and direct control of significant resources responsibility for functions, businesses or
(budgets and groups of people), typically regions.
general managers who lead business units,
senior managers who head significant
departments or members of project teams.
— How to balance the rational with the — India from economic, regulatory, socio-
emotional, identifying hidden traps and cultural and institutional perspectives –
building internal capabilities, with the aim including a talk by a specialist legal firm and
of continuously implementing strategy a meeting with senior policy makers
successfully — Creating and transferring competitive
— The skills, knowledge and confidence advantage through international strategy –
Strategy
to make strategy work by overcoming including a visit to a large manufacturer
the barriers to execution, to achieve — Identifying and targeting Indian consumers –
constructive, timely and sustainable change including a visit to a distribution company
— Extended learning and support to ensure — Developing an Indian market mindset –
successful implementation, including including a talk by a marketing and
facilitated peer-to-peer networking to communications agency and an evening with
maintain momentum between modules and an Indian family.
after the programme.
— Arrive with a clear vision of your strategic — Shorten your learning curve – so that your
challenge and leave with an actionable plan business is operational in India from day one
of execution — Turn your international strategy into your
— Gain new insights about the hidden barriers competitive advantage
to strategic execution and how to overcome — See your products and services through the
them eyes of the Indian consumer
— Depart with a permanent understanding — Gain local knowledge of the Indian business
of how to get results from future strategic landscape through visits to a wide range of
initiatives. companies.

Powering Strategic Marketing

Growth Programme

— Proactive managers concerned with any — Marketing executives who want to hone and
aspect of the business related to strategies update their experience
for top performance or profitable growth — Non-marketing executives who have recently
– including those working with internal taken up marketing responsibilities or who
customers regularly interact with the marketing function,
— Likely to be highly experienced executives and want to build their marketing skills
with responsibilities such as: general — Participants come from a variety of industries
management, strategic planning, marketing with an emphasis on end-user/consumer
and sales, product development and R&D, marketing.
human resources or public relations.
— Rethinking your whole approach to growth — Key strategic elements of the marketing
by focusing on the customer, rather than process in today’s interconnected global
internal issues and competitors business environments: design, organisation,
— Developing a ‘power offer’ that really does execution and evaluation of activities
offer customers what they want (even if they — A framework for organising the marketing
did not know it) process across multiple country markets,
— Engaging your customers so that they including market selection and entry mode
become the best advocates for your product decisions, as well as trade-offs between
or service international standardisation versus
adaptation to individual country markets
— Putting these ideas into practice through the
INSEAD-developed DiG simulation. — How to address new marketing challenges,
such as low-price competition and market
commoditisation
— The latest scientific approaches to viral
marketing and future trends in social media.
— Discover and adopt a completely new way — Understand the marketing process and learn
forward to achieve growth how to create a marketing plan
— Gain new tools and practise them so that — Develop a brand strategy and positioning –
principles become second nature including communication, social media,
— Develop and lead the momentum for your pricing and distribution strategies
organisation upon your return to work. — Explore the implications of serving multiple
markets, the opportunities from the
emergence of new markets and the threats
from overseas entrants into home markets.

5 days 5 days
Business Strategy Building the Business:

for HR Leaders Strategies for Asia Pacific

— Senior HR and organisational development — Senior managers and decision makers in
leaders from large multinational firms at the charge of driving forward the business of the
director or vice-president level company in Asia, with substantial experience
— HR leaders from firms with large strategic of managing people
expansion plans in which HR can play a key — Either based in the region or in headquarters
role in adding value. outside the region and possessing
international experience including at least
one long-term stint as manager in a foreign
country.

— Essential competencies of strategic decision — The socio-political environment and regional
making explicitly linked to HR competitive context of doing business in Asia
— The corporate context, including the shifting Pacific
competitive environment, the organisation’s — Successes and failures of multinationals and
competitive position and its corporate local corporations, and the various strategic
advantage options available for entry into the different
Strategy
— Developing a compelling new value markets in the region
proposition using the ‘Blue Ocean’ approach — The importance of linking strategies to
to strategy. operations.
— Develop the confidence and knowledge to — A profound understanding of the competitive
communicate with the CEO, enabling HR context and business environment in Asia
strategy to be aligned with the CEO’s vision — An in-depth analysis of the alternative
— Build an understanding of a five-step strategies and organisational models
framework for developing business strategy applicable not only within the region but
— Improve skills to identify where and how HR across it
can powerfully affect the development and — An assessment of the balance between
execution of strategy. cultural differences, national governments
and the global perspectives of firms.

5 days 5 days
Strategic R&D
Management
— 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.

— Strategic aspects of R&D, beyond the
typical project management, encompassing
organising for innovation and building a
network of partners to harness innovation in
the field
— 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.

— 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.
Length of programme
5 days
Strategy
AIMS: Advanced Industrial

Marketing Strategy
— Seasoned executives who already have
marketing management experience and who
work for corporations engaged in marketing
Marketing
and sales to other companies and institutions
— Senior general managers who need to
and Sales understand strategic B2B marketing in order

to work effectively with their own marketing
specialists, and senior managers from other
Today, more so than ever, marketing disciplines who have recently gained B2B
executives are under pressure to deliver responsibilities.
results in increasingly competitive and Programme content covers:
global markets. At the same time they are
— A thorough look at the many and varied
facing higher customer expectations and
issues today’s marketing executives must
a proliferation of new media and sales
consider to be successful in the complex and
channels. INSEAD offers 5 programmes
rapidly changing B2B environment
that will keep you at the forefront of
Marketing and Sales practice: — Strategic challenges unique to B2B
marketing, such as forming strategic
— AIMS: Advanced Industrial Marketing
alliances and strategic pricing, together with
Strategy
universal marketing challenges set within a
— Strategic Marketing Programme B2B context
— Powering Growth
— Extensive hands-on experience of
— Leading the Effective Sales Force
implementing marketing tools and concepts
— Negotiation Dynamics. in the specially created INDUSTRAT
simulation.

— 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.
Length of programme
5 days
Strategic Marketing Powering

Programme Growth

— Marketing executives who want to hone and — Proactive managers concerned with any
update their experience aspect of the business related to strategies
—N
on-marketing executives who have recently for top performance or profitable growth
taken up marketing responsibilities or who – including those working with internal
regularly interact with the marketing function, customers
and want to build their marketing skills — Likely to be highly experienced executives
— Participants come from a variety of industries with responsibilities such as: general
with an emphasis on end-user/consumer management, strategic planning, marketing
marketing. and sales, product development and R&D,
human resources or public relations.
— Key strategic elements of the marketing — Rethinking your whole approach to growth
process in today’s interconnected global by focusing on the customer, rather than
business environments: design, organisation, internal issues and competitors
execution and evaluation of activities — Developing a ‘power offer’ that really does
— A framework for organising the marketing offer customers what they want (even if they
process across multiple country markets, did not know it)
including market selection and entry mode — Engaging your customers so that they
decisions, as well as trade-offs between become the best advocates for your product
international standardisation versus or service
adaptation to individual country markets
— Putting these ideas into practice through the
— How to address new marketing challenges,
Marketing
INSEAD-developed DiG simulation.
and Sales
such as low-price competition and market
commoditisation
— The latest scientific approaches to viral
marketing and future trends in social media.
— Understand the marketing process and learn — Discover and adopt a completely new way
how to create a marketing plan forward to achieve growth
— Develop a brand strategy and positioning – — Gain new tools and practise them so that
including communication, social media, principles become second nature
pricing and distribution strategies — Develop and lead the momentum for your
— Explore the implications of serving multiple organisation upon your return to work.
markets, the opportunities from the
emergence of new markets and the threats
from overseas entrants into home markets.

5 days 5 days
Leading the Effective Negotiation

Sales Force Dynamics

— Senior executives responsible for business — Executives who have at least 8 to 10 years of
development strategies and planning in management experience and have gained
either local or international markets substantial experience in conducting and
— Typically participants will spend over half supervising business negotiations
their time managing sales force issues. — 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.
— Optimising performance of the sales — The theory, guidelines and practical tools
force through key account management, for negotiators including the psychological
compensation strategies, resource allocation aspects of bargaining and the importance
and the implementation of control systems of trust
— Making better business decisions through — Diagnosis of problems and promotion of
the understanding of judgemental biases agreement inside and outside of organisations
and correction remedies — Value creation and distribution.
— Development of an individual 100-day action
plan to deliver immediate impact to the
organisation.
— Gain the skills necessary to make the — Build a stronger negotiation base, helping
sales force a key source of sustainable you to improve the outcome of deals
competitive advantage — Develop analytical tools and frameworks
— Comprehensive approaches to motivate for understanding and winning in more
and compensate the sales force sophisticated negotiations
— Skills to manage a dynamic sales force in the — Acquire hands-on practice, enabling you to
face of increasing product, consumer and strengthen weak points and preparing you to
market complexity. return to work
— Post-programme coaching that helps ensure
you are applying the content and theory learnt
on the programme.
5 days 3 days
Even though I have a lot of marketing

experience, I felt I could benefit from a
marketing refresh. I wanted to test my
knowledge and perhaps see if I could learn
something new about B2B strategic marketing.
So, I was looking for a programme that would
mix theory with relevant case studies, all the
Mathias Mercier while keeping in mind that I couldn’t spend a
Proposition Marketing Manager
long time away from the office. I looked at all
the best schools in Europe and came across
SunGard, France
Advanced Industrial Marketing Strategy at
“I thought the programme

INSEAD. It looked like a smart choice: famous
school, very interesting programme (from the
description at least), with a lot of content and a
good mix of theory, case studies and simulation.
would be a reminder of I already knew INSEAD by reputation, and the

school and the programme really delivered.
basics and some further I ended up receiving a lot more than I could
have hoped for. Over five intense days, it gave
training. Over five me knowledge, methodology and brilliant
intense days, it gave me reasoning and I came away with several
takeaways which I know will serve me well
so much more than that, in my job. The programme taught me that
marketing is much more than what lots of
including knowledge, people think it is. It’s about explaining complex
thoughts in the most simple way possible, not
methodology and the opposite. I also learned that marketing
Marketing
and Sales
successes and failures are all around us on
brilliant reasoning.” a daily basis. The case studies we went over
taught me this. As a result, I am now far more
Participant of the AIMS: Advanced analytical in my work than I was before the
Industrial Marketing Strategy programme. I left the programme feeling
programme. awakened. I felt I had taken a leap forward and
increased my knowledge.
Even if you have many degrees and lots of field

experience, Advanced Industrial Marketing
Strategy is a fantastic programme. The length
and breadth is perfect. It’s a bootcamp and
refresher in marketing. You can use it to test
yourself and build your knowledge. It’s a
programme that takes you out of your comfort
zone. You come thinking you know everything,
but you quickly understand that this is not the
case at all.
Supply Chain
Management
— Executives involved in creating, optimising
or redesigning a supply chain, who either
are responsible for, or contribute to, the
R&D and
supply chain decision making process in
their company
Operations — Typically participants have experience

in: operations, manufacturing, logistics,
Management
procurement, information technology
management, marketing, new product
development or distribution.
R&D and operations innovations have Programme content covers:
proven to be the key to competitive — The improvement of key flows in the supply
advantage. And superior operations chain by optimising business processes,
management is the way to sustain it. organisational structures and enabling
INSEAD offers 2 programmes in these technologies
fields to help you create value – and
— Key concepts that underpin supply
continue creating value – in today’s
chain development, supported by 3
increasingly demanding, complex and
guiding principles: value, alignment and
dynamic global ecosystem of supply
sustainability
chains, manufacturing networks and
R&D alliances: — Conceiving innovative strategies and
deploying differentiated solutions that can
— Supply Chain Management
help serve customers better and create
— Strategic R&D Management. value.

— Enhanced management of value as a guiding
principle to deliver superior managerial
performance with significant business
impact
— Discover tools to align core processes
resulting in the achievement of operational
excellence
— Understand frameworks to manage risks and
opportunities for sustainable supply chain
management on a global scale.
Length of programme
5 days
Strategic R&D
Management
— 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.

— Strategic aspects of R&D, beyond the
typical project management, encompassing
organising for innovation and building a
network of partners to harness innovation in
the field
— 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.
R&D and Operations

Management
— 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.
Length of programme
5 days
Finance
for Executives
— Non-financial executives, including general
managers and senior functional managers
— Senior functional managers outside finance
Finance and corporate customer-relations officers in

financial-services organisations who require
a better understanding of the financial
As the world economy becomes more impact of business decisions.
global and increasingly disparate, it is
essential for all executives to understand
the many facets of finance in order to
maximise value for their organisations.
INSEAD offers 6 programmes: — The impact of corporate policies and
— Finance for Executives operations on financial performance and how
— Advanced International Corporate to appraise investment opportunities
Finance — Interpreting financial information to get to
— Advanced Valuation Programme the business reality behind the numbers
— Advanced Asset Management — The principles of value-based management
— Strategic Management in Banking and how to manage resources to create
— Risk Management in Banking. shareholder value.

— Improve understanding of key financial
elements of value-based management
— More effective communication between
managers and accounting and finance
functions
— Powerful tools to aid analysis and decision
making
— Personalised review of financial statements
from your company or business unit – by our
expert faculty.
INSEAD is registered with the CFA Institute as

Length of programme
an Approved Provider of continuing education
programmes. 8 days in Fontainebleau or 7 days in Singapore
Advanced International Advanced Valuation

Corporate Finance Programme

— Executives and board members who want — Experienced professionals with significant
to sharpen their finance knowledge in an valuation experience and knowledge of
international context basic valuation concepts who want to gain
— CFOs, board members, financial analysts, new insights into company valuation
consultants, finance professionals and — Typically: bankers; corporate finance
investment bankers, who already have a consultants or accountants; M&A
good understanding of finance theories. professionals; private equity professionals;
general managers concerned with
investment or finance strategy.

— Refresher day on the fundamentals of — Fundamentals of valuation: ‘pricing’
company valuation and optimal capital versus ‘valuation methods’; value creation;
structure Opportunity Cost of Capital versus Weighted
— Advanced international project valuation, Average Cost of Capital
including an overview of international — Evaluating a company’s strategic position:
valuation methods for highly leveraged using data and historical analysis to estimate
transactions, and the international dimension and interpret important economic indicators
of risk, including strategies for dealing with — Forecasting cash flows and continuing value:
currency and country risk developing accurate forecasts using ‘top-
—V
alue creation in raising capital – an exploration down’ and ‘bottom-up’ techniques
of the main issues involved in raising equity — Potential complications: complicated tax
capital and being publicly traded scenarios; valuation of foreign companies,
— Tactical issues in finance, focusing on the including the developing world; political risk
options for companies that find themselves and government intervention.
undervalued.
— Make better investment, financing and pay- — Learn how to distinguish value creation from
out decisions in an international context value destruction in order to ensure long-
— Accurately measure the impact of your term competitive success and survival
strategic decisions on risk and shareholder — Deepen your understanding of the ‘why we Finance
value do it that way’ behind the valuation concepts

— Strengthen your knowledge of global you practise daily
financial markets — Develop the ability to handle cross-border,
— Increase your tactical finance capabilities emerging-market and other complicated
and improve your valuation skills. valuations
— Question common practices and identify
common mistakes and misunderstandings.
5 days 3 days
NEW
Advanced Asset Strategic Management
Management in Banking

— Experienced investment managers with — Senior bank executives, including board
decision making responsibilities – from members, responsible for retail, corporate,
all types of organisations: pension funds, capital markets and international banking
insurance companies, mutual funds, — Typically, participants have about 20
endowments, hedge funds and more to 25 years’ experience in domestic or
— Typically participants have job titles, such international operations.
as: Investment Analyst, Asset Manager,
Investment Manager, Portfolio Manager or
Investment Director.

— Strategic asset management, including: — Strategic analysis of the future of the financial
portfolio allocation, risk analysis, current services industry, including a competitive
trends, benchmarking analysis of the banking industry and organic
— Stock selection techniques for long- growth vs. acquisition
term investors, including: value creation — The marketing of financial services,
determinants for the long run; technical including digital banking, big data and
analysis and the role of profitability; customer analytics
corporate events as signals of value; — Corporate and investment banking,
new sources of information including the new competitive landscape
— Arbitrage investing and behavioural and the optimal corporate structure
strategies, including: understanding (specialisation vs. universal banking).
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.
— Broaden and deepen your understanding of — Gain expertise in strategic positioning,
new investment management concepts and including the choice of a bank model
explore the latest investment strategies and — Assess the future of asset management and
techniques private banking
— Gain insights into up-to-the-minute asset — Develop new ideas to reach clients with big
allocation trends data and digital banking
— Acquire new tools and knowledge to provide — Practise, with the help of a simulation, your
better performance for your clients skills in asset and liability management.
— Learn industry best practices and
explore the main pitfalls of modern asset
management.
5 days 9 days
Risk Management
in Banking
— Senior bank executives or board members
concerned with risk governance
— Senior bankers in various functional areas
who need to inform themselves about risk
control.

— 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.

— Expand understanding of the broader
context behind analytical models and
approaches to risk in banking
— Lessons from the global crisis as they relate Finance
to liquidity risks, fund-transfer pricing, the

future of capital regulation and performance-
related pay
— Draw on recent results from psychology on
behavioural biases in risk management
— Discuss risk governance in banking.
Length of programme
5 days
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
fill the gap I had in terms of the financial
John Forsyth technical knowledge required to understand
Group Managing Director
some of the things we are doing.
Viva Healthcare, Singapore No matter where you come from, or what you
do, once you get to a certain level in business,
“What the programme finance is essential. What the programme

does is give everyone the same language with
which to communicate in terms of finance. One
of the great joys of the programme is being
does is give everyone able to meet people from all over the world
who all bring different perspectives. What the
the same language with programme co-directors were able to do is
take all those different perspectives and all that
which to communicate in different terminology, and blend it all into one,
terms of finance.” where everyone is talking the same language.
I think that is really important, particularly in
today’s globalised world.
Participant of the Finance for Executives
programme. When you engage with someone whose
profession is finance, you don’t have the
confidence to really get into the detail,
unless you have done a programme like
Finance for Executives. You come away with the
confidence that you know what you are talking
about, and also what other people are talking
about when they use technical, financial 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 programme’s co-directors were brilliant.

You’d think a two week finance course would be
dry, a little bit painful and rather dull, but I was
enormously surprised. Urs and Pekka managed Finance
to make it interesting and engaging. The topics

were relevant and the way they presented
them enjoyable. They engaged their audience.
I was very surprised that you could find finance
enjoyable – not normally two words you’d find
side by side!
Asian International Executive

Programme
— Executives with at least 8 years’ management
experience, or newly appointed general
managers
Region-Focused — Typically participants already work in Asia

(or are preparing to) or have responsibilities
that are specific to the region.
There is no global strategy without local
knowledge. And, as the most international
of the world’s leading business schools
with campuses in 3 world regions, we are
better placed than any other institution
to offer you strategic insights into the Programme content covers:
Asian, European and Middle Eastern — Understanding the principles and context
markets. INSEAD offers 3 region-specific for general management and value creation
programmes: through thorough investigation of: strategy;
finance and management accounting; crisis
— Asian International Executive
and consumption
Programme
— Market Entry Strategy for India — The fundamentals of efficient management in
— Building the Business: Strategies a changing world, including judgement and
for Asia Pacific. decision making, and marketing, set within
an Asian context
— Practical advice on how to turn global
strategy into local Asian solutions.

— Greater insight into business fundamentals
and confidence to lead across functions
and geographical borders, to meet the new
challenges of senior management
— Acquire a new approach to strategy
processes and up-to-date business models in
an Asian context
— Frameworks and theories plus panel
discussions focusing on current issues faced
by Asian countries.
Length of programme
2 weeks
NEW
Market Entry Strategy Building the Business:
for India Strategies for Asia Pacific

— Strategic decision makers in companies that — Senior managers and decision makers in
are considering entering the Indian market charge of driving forward the business of the
or companies that have recently entered the company in Asia, with substantial experience
market and are looking to expand of managing people
— Senior general managers and directors with — Either based in the region or in headquarters
responsibility for functions, businesses or outside the region and possessing
regions. international experience including at least
one long-term stint as manager in a foreign
country.

— India from economic, regulatory, socio- — The socio-political environment and regional
cultural and institutional perspectives – competitive context of doing business in Asia
including a talk by a specialist legal firm and Pacific
a meeting with senior policy makers — Successes and failures of multinationals and
— Creating and transferring competitive local corporations, and the various strategic
advantage through international strategy – options available for entry into the different
including a visit to a large manufacturer markets in the region
— Identifying and targeting Indian consumers – — The importance of linking strategies to
including a visit to a distribution company operations.
— Developing an Indian market mindset –
including a talk by a marketing
communications agency and an evening with
an Indian family.
— Shorten your learning curve – so that your — A profound understanding of the competitive
business is operational in India from day one context and business environment in Asia
— Turn your international strategy into your — An in-depth analysis of the alternative
competitive advantage strategies and organisational models
— See your products and services through the applicable not only within the region but
eyes of the Indian consumer across it
— An assessment of the balance between
Region-Focused
— Gain local knowledge of the Indian business

landscape through visits to a wide range of cultural differences, national governments
companies. and the global perspectives of firms.

6 days 5 days
Born and raised in France, I worked in Europe

for 16 years in various Sales and Marketing
roles before moving to work in Japan. I joined
Merial in 2006 and am in charge of our
pharmaceutical and vaccine products for the
Companion Animal and Equine market.
Michel Korenian Merial Japan is working to implement a
Head of Marketing new business strategy to support the future
launch of new products. I thought that the
Merial, Japan Asian International Executive Programme
would provide the high-level management,
“I highly valued the strategy and marketing insight I needed. I

did consider other programmes, but INSEAD
was highly recommended to me and I felt
that the alternatives lacked the global Asian
teachings on creating perspective I was looking for.
value, competitive Working within both Japanese and French

business cultures can create communication
advantage, and challenges which can lead to frustration on
both sides. We need to find a happy medium to
improved decision communicate and, ultimately, work effectively
together. The training on leading change and
making processes. coaching will definitely help me better lead
I would definitively and communicate with my team, my colleagues
and our distributor.
recommend the The learning process itself was excellent as we
programme to my studied a mix of academic theory plus real life
business cases. This took place in interactive
executive colleagues lectures and in small groups of diversified,
highly qualified participants. The broad range
working in Asia.” of participants was definitely a unique aspect
to the programme and has confirmed the
Participant of the Asian International importance to me of having diversity in a group.
Executive Programme. I have already organised a networking party
with the Japanese participants in Tokyo as a
follow up and experience sharing opportunity.
I would say 90% of the content was a key

takeaway for me as all the training directly
related to my learning needs and challenges.
I highly valued the teachings on creating
value, competitive advantage, and improved
Region-Focused
decision making processes. I would definitively

recommend the programme to my executive
colleagues working in Asia.
NEW
Value Creation for Owners
and Directors
— Private and public shareholders, including
directors, board representatives and CFOs –
from throughout the world
Entrepreneurship — Particularly relevant to private owners

of businesses, active investors, and
and Family shareholders in family firms.
Business
Entrepreneurship is at the heart of every Programme content covers:
economy, with family firms making up — Definition of the concept of value: how to
two-thirds of all businesses in the world create it, how to specify and assess the risk
and social entrepreneurship playing an that owners and directors are prepared to
increasing role in addressing critical social take in the pursuit of value
and environmental issues. INSEAD offers
— The relationship between value creation
3 distinctive programmes to support these
and growth – and the strategic options
key types of enterprises:
for achieving it: M&As, alliances and
— Value Creation for Owners international expansion
and Directors
— Presentation of an operational framework
— The Family Enterprise Challenge for the main drivers of ownership and to
— INSEAD Social Entrepreneurship facilitate effective interaction between
Programme. owners, boards and managers – with an
emphasis on fair process in leadership
— Selection and performance evaluation of
boards and managers.

— Understand the broader context in which
owners and directors operate and the
responsibilities that come with such mandates
— Learn the principles and main language for
effective behaviour by value-creating owners
and directors
— Understand the relationship between value
creation and growth – and the strategic
options for achieving it
— Exchange ideas on best practice with leading
business owners from throughout the world.
Length of programme
4 days
The Family Enterprise INSEAD Social Entrepreneurship

Challenge Programme

— Family members who work in a family-owned — Entrepreneurs and senior managers from
firm and/or are controlling shareholders of a companies or organisations (non-profit or
family business for-profit) involved in social entrepreneurial
— Advisors and professionals who hold a activities
significant role working for a family business — Typically participants either lead or have
(e.g., board member, CEO, chair of business major operating responsibility for social
board) entrepreneurial activities.
—P
articipants are asked to come in teams of at
least 2 members of the same family enterprise.

— Overview of, and insight into, the unique — Defining the role social entrepreneurs play
challenges faced by the family-owned in society and the key challenges they face
firm, including governance, succession of bridging the gap between human needs and
ownership and leadership, establishing the resources required to address them
family values, teamwork across generations — Steering a dynamic organisation: building
and key strategic decision making, leading and leading effective, cohesive teams, and
to the development of an individual, managerial skills, including negotiation,
practicable action plan decision making and accounting
— Interpersonal relationships and how to — Business-model innovation for the social
improve communication through better sector, how to scale up and build strategic
understanding of fair process, conflict partnerships to grow.
resolution, teamwork across generations and
management of family dynamics
— Recognition of differing agendas and
motivations of the individual and the family,
and how to run effective family meetings.
— Gain a greater understanding of the — Understand the role that social entrepreneurs
challenges and dynamics of family play in society and the key challenges that
businesses, as well as a better insight into they face in their work
governance structures and processes — Build leadership, organisational and
— Improve personal communications and negotiation skills to manage a growing social
enhance dialogue amongst the family team enterprise
— Develop a concrete family action plan and — Learn to apply business tools to empower
enable smoother transitions. communities and enable markets to achieve
social benefits
— Become part of a dynamic network of
international social entrepreneurs.
and Family Business
Entrepreneurship

4 days 6 days
Asia Campus
Europe Campus Abu Dhabi Campus

The INSEAD LiVE Series
Today’s insights for tomorrow’s business activities with immediate effect.

The INSEAD LiVE Series is a unique Through our online virtual seminars, you will
opportunity for you and your organisation’s gain a fresh and up-to-date perspective on
executives to listen to and interact in real time current world and business issues from leading
with INSEAD thought leaders. Through a series INSEAD faculty members.
of webinars, you will hear expert views on
today’s hot topics and their impact on tomorrow’s INSEAD faculty are known for exploring new
business. You will also have the chance to ask domains beyond their individual fields of
questions that are important for your business – research, driven by a determination to share
and get immediate answers from world experts. their knowledge and their vision as they uncover
multicultural management challenges. More
The INSEAD LiVE Series is the convenient than this, they are acutely aware of the impact of
platform to gain access to INSEAD professors a constantly evolving global economy on your
without leaving the workplace. This means your business.
learning is incorporated into your day-to-day
Examples of past INSEAD LiVE Series webinars:
Speaker: Horacio Falcão - Senior Affiliate Professor of Decision Sciences

Session: How to Overcome Ethical Pitfalls in Value Negotiation
Professor Falcão is director of the Negotiation Dynamics programme.
Speaker: Narayan Pant - Professor of Management Practice

The Raoul de Vitry d’Avaucourt Chaired Professor of Leadership Programme
Session: Enhancing Leadership Judgement
Professor Pant is director of the Advanced Management Programme.
Speaker: Martin Gargiulo - Professor of Organisational Behaviour

Session: Managing the Social Capital of your Informal Network
Professor Gargiulo is director of the High Impact Leadership Programme.
To find out more and register for the INSEAD LiVE Series, visit:
http://executive-education.insead.edu/virtual-learning/liveseries.php
INSEAD Executive Education

Certificate in Global Management
Deepen your global management and Core programmes:
leadership skills at one of the world’s These have been selected for their focus on
leading business schools. international management or leadership and
The INSEAD Executive Education Certificate will provide you with wide-ranging skills:
in Global Management, is a formal
Core Leadership Programmes:
recognition of your commitment to continuous
learning and professional development and — AVIRA: Awareness, Vision, Imagination, Role,
can be completed over a four-year period. You Action
will be taught by world-class thought leaders in — High Impact Leadership Programme
their fields and will be exposed to cutting-edge — Leading for Results
research and the latest trends. — LEAP: Leadership Excellence through
Key benefits include: Awareness and Practice
— Learning to Lead
— A formal recognition from INSEAD of your
commitment to continuous learning and — Management Skills for International Business
professional development in the area of — Managing Global Virtual Teams
global management and leadership — The Challenge of Leadership
— Ability to tailor the set of programmes — The Leadership Transition
according to your needs and build specific — Strategy Execution Programme.
skills that are important to the success of
your organisation General Management Programmes:
— Incorporate all the latest learning, tools Our general management programmes are also
and research into the organisation to give eligible and take part of the core programmes
you a competitive edge and develop fresh for the certificate. These include:
perspectives in developing ideas and — Advanced Management Programme
solutions.
— Transition to General Management
Who is eligible? — Management Acceleration Programme
There are two options available to candidates in — Asian International Executive Programme.
order for them to be eligible for the Certificate:
Open Programmes:
— Complete one core leadership or general
management programme, as well as a The Open Programmes include any two or more
minimum of any two Open Programmes of our 45+ programmes that have a duration of
three days or longer. To view more about the
— Complete one Customised Programme with Certificate and the list of Open Programmes
a duration of three days or longer, as well as please visit our website at:
a minimum of any two Open Programmes.
http://executive-education.insead.edu/
Regardless of option chosen, the programmes executive_certificate_global_management/
selected must amount to at least 15 days and all
three must be completed in four years.
My role is global head of communications and

the global brand lead for Wolters Kluwer. My
main objective is to build and strengthen the
organisation’s reputation, so to do this I need
to work with many different teams and brand
specialists within the company.
Caroline Wouters I was looking for something that would
Vice President demonstrate my commitment to professional
training and something that would reflect where
Wolters Kluwer, The Netherlands I am in my career. I looked at different schools
and different opportunities in the US, UK and
“INSEAD is a wonderful
Switzerland, but the reputation of INSEAD,
coupled with the fact that I could obtain the
Certificate, really convinced me.
experience. It required I wanted to break through barriers and take

on greater leadership roles. I felt that if I did
a significant investment just one programme, it would not have been
enough to give me the skills and knowledge I
in time and energy, but was looking for. I believed that if I combined
programmes I would learn a lot more. The
it was worthwhile… Certificate seemed to offer me the opportunity
to do just that, from both a professional and
Even if my company had personal standpoint.
not been in a position I started with the Leading for Results
programme in Singapore. I took this one
to sponsor me, I would first because I believed it would give me
certainly have done it.” the foundations to be a better leader and a
high-level view of leadership. I then chose
Managing Global Virtual Teams, followed by
Recipient of the INSEAD Executive
the International Marketing Programme. The
Education Certificate in Global
latter was more of a practical programme that is
Management.
closely related to my day-to-day work.
The benefit of having completed all three
programmes was that I felt I really had
changed. I gained great insight into how I can
change, contribute and influence people. The
programmes really forced me to rethink how I
approached my work and have helped give me
the tools to change and improve.
When you have arrived at a very senior level in
your career, it is good to refresh your knowledge.
That is what INSEAD and the Certificate did for
me. INSEAD gave me confidence to believe that
I am not only a leader in my function, but that I
also have the capability to be a leader in many
other areas. INSEAD is a wonderful experience.
Even if my company had not been in a position
to sponsor me, I would certainly have done it.
Practical Information
Contact us Campus information

Whether you are looking for Open Programmes INSEAD is unique among leading business
for yourself or your managers, or Customised schools in having a 3-campus structure –
Programmes for your organisation, our spanning Europe, Asia and Abu Dhabi. Each
Programme Advisors are on hand to offer you campus is highly cosmopolitan and has its own
one-on-one consultation and advice on what is world-class faculty in residence. Executive
most suitable for you. They will also be happy to Education programmes run at 1, 2 or even all 3
provide you with further information or answer locations, while Customised Programmes can
any questions you may have on INSEAD and be held anywhere in the world.
Executive Education.
Europe Campus
INSEAD Europe Campus INSEAD’s 8-hectare Europe Campus is situated
Boulevard de Constance on the edge of the beautiful, historic town of
77305 Fontainebleau Cedex, France Fontainebleau, France. It nestles in the vast
Tel: +33 (0)1 60 72 42 90 Forest of Fontainebleau yet is less than 1 hour
Email: execed.europe@insead.edu from the centre of Paris and international
airports. Facilities are of the highest standard
INSEAD Asia Campus and include: 29 lecture theatres, many
1 Ayer Rajah Avenue classrooms, study areas, 2 restaurants, a bar, a
Singapore 138676 bookshop, extensive library resources, a fully
Tel: +65 6799 5288 equipped gym and 2 on-campus hotels with a
Email: execed.asia@insead.edu total of 158 rooms.
INSEAD Abu Dhabi Campus Asia Campus
Muroor Road, Street N°4, P.O. Box 48049
The Asia Campus in Singapore occupies a
Abu Dhabi, United Arab Emirates
1.8-hectare site in the heart of the city’s Buona
Tel: +971 2 651 52 00
Vista ‘knowledge hub’ – just 30 minutes from
Email: execed.mena@insead.edu
the airport and 15 minutes from the financial
For up-to-the-minute details of all INSEAD district. Its state-of-the-art facilities (currently
Executive Education activities, please visit being extended for the third time) include:
http://executive-education.insead.edu 8 lecture theatres, classrooms, study areas, a
restaurant, 2 bars, a 24-hour library, a fitness
centre and 85 hotel rooms for participants.
Abu Dhabi Campus

Abu Dhabi’s city centre is home to INSEAD’s
third campus, just 40 minutes from the airport
and 10 minutes from the ‘Corniche’. This
new, 14-storey, 6,000 square-metre building,
purposely designed for Executive Education,
© INSEAD 2014
has 3 lecture theatres, 2 conference rooms,

classrooms, study areas, a library, a restaurant
and prayer rooms.
Calendar
Length Location Level 2014
2014 - 2015
Functional Manager
General Manager
Senior Functional
Fontainebleau
New Manager
New General
Off campus
Experienced
September
Abu Dhabi
December
November
Singapore
Specialist
February
Manager
October
January
Manager
C-level
Board
General Management
Advanced Management Programme 4 weeks F 3-28/11 S
Transition to General Management (2 modules)
— Modular version (Fontainebleau / San Francisco) 2 x 2 weeks SF F 10-21/11 1 SF 26/01-6/02 2
— Modular version (Fontainebleau / Fontainebleau) 2 x 2 weeks F 29/09-10/10 1 F 1-12/12 2 F
— Modular version (Fontainebleau / Singapore ) 2 x 2 weeks
Management Acceleration Programme 3 weeks F 8-26/09 F 9-27/02
Asian International Executive Programme 2 weeks S 3-14/11
Corporate Governance
NEW Leading from the Chair 3 days F 8-10/12 F
F 9-12/11 1 F 15-17/01 2
F 11-14/01 1
International Directors Programme (3 modules) 3 x 3 days
NEW Value Creation for Owners and Directors 4 days A 8-11/12 A

The Family Enterprise Challenge 4 days F 14-17/10
Top Management
AVIRA: Awareness, Vision, Imagination, Role, Action 5 days S 4-8/09
The Challenge of Leadership (4 modules) 3 x 5 days + 1 x 4 days F 12-16/01 1 F
LEAP: Leadership Excellence through Awareness and Practice (3 modules) 9 days + 5 days + 6 days
Leadership
The Challenge of Leadership (4 modules) 3 x 5 days + 1 x 4 days F 12-16/01 1 F
LEAP: Leadership Excellence through Awareness and Practice (3 modules) 9 days + 5 days + 6 days
NEW Leading the Business of Sustainability 5 days S 23-27/02
The Leadership Transition (2 modules) 5 days + 2 days F 6-10/10 1 F 13-15/01 2 F 9-13/02 1
Leading for Results 5 days F 29/09-3/10 S 1-5/12 F
NEW High Impact Leadership Programme 5 days S 1-5/09 F
Learning to Lead 3 days S 8-10/10 F
Achieving Outstanding Performance 5 days F 1-5/09 F
Leading Successful Change 3 days S 15-17/10
Managing Global Virtual Teams 5 days F 17-21/11
Management Skills for International Business 5 days N F 20-24/10
Strategy Execution Programme (2 modules) 5 days + 3 days F 6-10/10 1 F 24-26/02 2
Negotiation Dynamics 3 days P P 27-29/10 A 15-17/12 F
Strategy
NEW Leading the Business of Sustainability 5 days S 23-27/02
Competitive Strategy 3 days S 17-19/09 F 5-7/11
INSEAD Blue Ocean Strategy 4 days F 13-16/10 A 23-26/02
M&As and Corporate Strategy 4.5 days F 3-7/11 F 9-13/02
Managing Partnerships and Strategic Alliances 5 days F 3-7/11
Strategy Execution Programme (2 modules) 5 days + 3 days F 6-10/10 1 F 24-26/02 2
NEW Market Entry Strategy for India 6 days I I
Powering Growth 5 days F 3-7/11
Strategic Marketing Programme 5 days F 1-5/12
Business Strategy for HR Leaders 5 days S 22-26/09
Building the Business: Strategies for Asia Pacific 5 days S 24-28/11
Strategic R&D Management 5 days F 27-31/10
Marketing and Sales

AIMS: Advanced Industrial Marketing Strategy 5 days S 22-26/09
Strategic Marketing Programme 5 days F 1-5/12
Powering Growth 5 days F 3-7/11
Leading the Effective Sales Force 5 days W S 27-31/10 F
Negotiation Dynamics 3 days P P 27-29/10 A 15-17/12 F
R&D and Operations Management

Supply Chain Management 5 days F 27-31/10
Strategic R&D Management 5 days F 27-31/10
Finance
Finance for Executives
— Fontainebleau 8 days F 17-26/09 F 3-12/12
— Singapore 7 days S
Advanced International Corporate Finance 5 days F 24-28/11
Advanced Valuation Programme 3 days P P
NEW Advanced Asset Management 5 days
Strategic Management in Banking 9 days F
Risk Management in Banking 5 days F 29/09-3/10
Region-Focused
Asian International Executive Programme 2 weeks S 3-14/11
Building the Business: Strategies for Asia Pacific 5 days S 24-28/11
E n t r ep r en eu r s h i p an d F am i l y B us ine s s
NEW Value Creation for Owners and Directors 4 days A 8-11/12 A
The Family Enterprise Challenge 4 days F 14-17/10
INSEAD Social Entrepreneurship Programme
— Fontainebleau 6 days F 16-21/11
— Singapore 6 days S 30/11-5/12
INSEAD is registered with the CFA Institute as an Approved Provider of continuing education programmes. For further information, please visit our website.
*For further information, please visit our website. **Fees are subject to change. VAT is applicable to companies based in France, and companies based in other European Union countries where no VAT number is provided.
GST is applicable for Singapore-registered companies whose participants are attending programmes delivered in Singapore. F Europe Campus – Fontainebleau, France S Asia Campus – Singapore A Abu Dhabi Camp
*For further information, please visit our website. **Fees are subject to change. VAT is applicable to companies based in France, and companies based in other European Union
countries where no VAT number is provided. GST is applicable for Singapore-registered companies whose participants are attending programmes delivered in Singapore.
Calendar
evel 2014 Length Location Level 2015 2014 Tuition Fees**
2014 - 2015
Functional Manager
Functional Manager
General Manager
Senior Functional
Senior Functional
Fontainebleau
New Manager
New Manager
New General
Off campus
Experienced
September
September
September
Abu Dhabi
December
December
December
November
November
November
Singapore
Specialist
Specialist
February
February
Manager
October
October
October
January
January
Manager
Manager
C-level
August
March
March
Board
April
June
May
July
General Management
Advanced Management Programme F 3-28/11 4 weeks S 2-27/03 F 6-31/07 F 3-28/11 F 2-27/11 F € 34,500 - SS SG$ 54,000
2-27/03
Transition to General Management (2 modules)
— Modular version (Fontainebleau / SanF Francisco)
10-21/11 1 2 x SF
2 weeks
26/01-6/02 2 SF F 10-21/11 F 126/10-6/11 1 SF 26/01-6/02 2 € 29,500
— Modular version (Fontainebleau
F 29/09-10/10 1 / Fontainebleau) F 1-12/12 2 2 x 2 weeks F 9-20/03 1 F 15-26/06 2 F 29/09-10/10 1 F 28/09-9/10 1 F 1-12/12 F 230/11-11/12 2 F 9-20/03 1
€ 29,500
— Modular version (Fontainebleau / Singapore ) 2 x 2 weeks F 4-15/05 1 S 29/06-10/07 2 € 29,500
Management Acceleration
F Programme
8-26/09 3 weeks F 9-27/02 F 25/05-12/06 S 22/06-10/07 F 8-26/09 F 7-25/09 F F 9-27/02
€ 18,000 - S SG$ 32,000
Asian International Executive Programme S 3-14/11 2 weeks S 8-19/06 S 3-14/11S 26/10-6/11 SG$ 23,000
Corporate Governance
NEW Leading from the Chair F 8-10/12 3 days F 26-28/03 F 8-10/12 F € 6,500
26-28/03
F 9-12/11 1 F 15-17/01 2 F 2-4/04 3 F 9-12/11 1 F 15-17/01 2 F 2-
F 11-14/01 1 F 30/03-1/04 2 F 4-6/06 3 F 11-14/01 1 F 30/03-1/04 2
International Directors Programme (3 modules) 3 x 3 days F 31/05-3/06 1 F 17-19/09 2 F 26-28/11 3 F € 15,900 - S SG$ 26,500
S 14-17/06 1 F 21-23/09 2 S 15-17/12 3
F 13-16/09 1 F 23-25/11 2
NEW Value Creation for Owners and Directors A 8-11/12 4 days A 23-26/03 A 12-15/10 A 8-11/12 A € 7,100
23-26/03
The Family Enterprise ChallengeF 14-17/10 4 days F 14-17/10 € 15,000*
Top Management
AVIRA: Awareness,SVision, Imagination, Role, Action
4-8/09 5 days F 30/04-4/05 S 4-8/09 S 3-7/09 F € 19,900 - S SG$ 31,000
The Challenge of Leadership (4 modules) 3F x 512-16/01
days + 11x 4 days F 9-13/03 2 F 25-29/05 3 9-12/12 1 4
F S 12-16/01 F 9-13/03 2
€ 34,500
LEAP: Leadership Excellence through Awareness and Practice (3 modules) 9 days + 5 days + 6 days S 19-27/05 1 F 6-10/10 2 SG$ 56,800
Leadership
The Challenge of Leadership (4 modules) 3F x 512-16/01
days + 11x 4 days F 9-13/03 2 F 25-29/05 3 9-12/12 1 4
F S 12-16/01 F € 34,500
9-13/03 2
LEAP: Leadership Excellence through Awareness and Practice (3 modules) 9 days + 5 days + 6 days S 19-27/05 1 F 6-10/10 2 SG$ 56,800
NEW Leading the Business of Sustainability 5 days S 23-27/02 S 23-27/02 SG$ 14,000
The Leadership Transition (2 modules)
F 6-10/10 1 F 5 13-15/01
days + 2 daysF 9-13/02 1 F 19-21/05 2 F 6-10/10 1 F 5-9/10 1 F 13-15/01 2 F 9-13/02 1 € 9,950
Leading for Results F 29/09-3/10 S 1-5/12 5 days F 16-20/03 S 25-29/05 F 29/09-3/10 F 28/09-2/10 S 1-5/12 S 30/11-4/12 F € 8,950 - SFSG$ 14,000
16-20/03
NEW High Impact Leadership
S Programme
1-5/09 5 days F 23-27/03 S 1-5/09S 31/08-5/09 F € 8,500 - SFSG$ 13,300
23-27/03
Learning to Lead S 8-10/10 3 days F 25-27/03 F 3-5/06 S 8-10/10 S 7-9/10 F € 4,500 - FS SG$ 7,000
25-27/03
Achieving Outstanding
F Performance
1-5/09 5 days F 16-20/03 S 25-29/05 F 1-5/09F 31/08-4/09 F € 8,250 - SFSG$ 13,000
16-20/03
Leading Successful Change S 15-17/10 3 days S 13-15/05 S 15-17/10 S 14-16/10 SG$ 7,900
Managing Global Virtual Teams F 17-21/11 5 days F 11-15/05 F 17-21/11 F 23-27/11 € 8,500
Management Skills for International
F Business
20-24/10 5 days N N 22-26/06 F 20-24/10 F 19-23/10 F € 8,500 - US US$ 11,500
Strategy Execution Programme (2F modules)
6-10/10 1 5 days + 3 days F 24-26/02 2 F 6-10/04 1 8-10/09 1 2
F F 6-10/10 F 28/09-2/10 1 F 24-26/02 2 € 12,500 F 6-1
Negotiation Dynamics P 27-29/10 A 15-17/12 3 days F P
4-6/03 S 11-13/05 P 27-29/10 P 26-28/10 A 15-17/12 A 7-9/12 F € 6,750 - FS SG$ 9,950
4-6/03
Strategy
NEW Leading the Business of Sustainability 5 days S 23-27/02 S 23-27/02 SG$ 14,000
Competitive Strategy
S 17-19/09 F 5-7/11 3 days F 29/04-1/05 S 17-19/09 S 16-18/09 F 5-7/11 F 18-20/11 F € 6,500 - S SG$ 10,250
INSEAD Blue Ocean Strategy F 13-16/10 4 days A 23-26/02 F 1-4/06 F 13-16/10 F 12-15/10 A 23-26/02 € 7,100
M&As and Corporate Strategy F 3-7/11 4.5 days F 9-13/02 F 15-19/06 F F 3-7/11
12-16/10 F 9-13/02 € 7,950
Managing Partnerships and Strategic Alliances F 3-7/11 5 days F 13-17/04 F 21-25/09 F 3-7/11 € 8,500 F 13
Strategy Execution Programme (2F modules)
6-10/10 1 5 days + 3 days
F 24-26/02 2 F 6-10/04 1 8-10/09 1 2 F 28/09-2/10 1
F F 6-10/10 F 24-26/02 2 € 12,500 F 6-1
9-14/03 I € 8,950
9-14/03
Powering Growth F 3-7/11 5 days F 1-5/06 F 3-7/11 F 2-6/11 € 8,500
Strategic Marketing Programme F 1-5/12 5 days F 4-8/05 F F 1-5/12
23-27/11 € 8,250
Business Strategy for
S HR Leaders
22-26/09 5 days F 15-19/06 S 22-26/09 S 21-25/09 F € 8,500 - S SG$ 13,300
Building the Business: Strategies for Asia PacificS 24-28/11 5 days S 24-28/11 SG$ 12,100
Strategic R&D Management F 27-31/10 5 days F 22-26/06 F 27-31/10 F 26-30/10 F € 8,250
Marketing and Sales

AIMS: Advanced Industrial Marketing Strategy
S 22-26/09 5 days F 27/04-1/05 S 22-26/09 S 12-16/10 F € 8,250 - S SG$ 13,300
Strategic Marketing Programme F 1-5/12 5 days F 4-8/05 F F 1-5/12
23-27/11 € 8,250
Powering Growth F 3-7/11 5 days F 1-5/06 F 3-7/11 F 2-6/11 € 8,500
Leading the Effective Sales ForceS 27-31/10 5 days F W
2-6/03 W 22-26/06 S 27-31/10 S 19-23/10 F € 8,500 - SF SG$2-6/03
13,500
Negotiation Dynamics P 27-29/10 A 15-17/12 3 days F P
4-6/03 S 11-13/05 P 27-29/10 P 26-28/10 A 15-17/12 A 7-9/12 F € 6,750 - FS SG$ 9,950
4-6/03
R&D and Operations Management

Supply Chain Management F 27-31/10 5 days F 27-31/10 F 26-30/10 € 8,250
Strategic R&D Management F 27-31/10 5 days F 22-26/06 F 27-31/10 F 26-30/10 F € 8,250
Finance
Finance for Executives
— Fontainebleau
F 17-26/09 F 3-12/12 8 days F 29/04-8/05 F 17-26/09 F 16-25/09 F 3-12/12 F 2-11/12 € 11,900
— Singapore 7 days S 4-11/03 SSG$4-11/03
17,000
Advanced International Corporate Finance F 24-28/11 5 days F 25-29/05 F 24-28/11 F 23-27/11 € 8,250
Advanced Valuation Programme 3 days P P
5-7/03 P € 5,750
5-7/03
NEW Advanced Asset Management 5 days S 8-12/06 SG$ 13,300
Strategic Management in Banking 9 days F 3-13/03 F €3-13/03
12,500
Risk Management in Banking
F 29/09-3/10 5 days F 29/09-3/10 F 5-9/10 € 8,500
Region-Focused
Asian International Executive Programme S 3-14/11 2 weeks S 8-19/06 S 3-14/11S 26/10-6/11 SG$ 23,000
9-14/03 I € 8,950
9-14/03
Building the Business: Strategies for Asia PacificS 24-28/11 5 days S 24-28/11 SG$ 12,100
Ent rep ren eu rsh ip an d F am i l y Bu s i n es s
NEW Value Creation for Owners and Directors A 8-11/12 4 days A 23-26/03 A 12-15/10 A 8-11/12 A € 7,100
23-26/03
The Family Enterprise ChallengeF 14-17/10 4 days F 14-17/10 € 15,000*
INSEAD Social Entrepreneurship Programme
— Fontainebleau F 16-21/11 6 days F 16-21/11 F 15-20/11 € 4,200
— Singapore S 30/11-5/12 6 days S 30/11-5/12 S 29/11-4/12 SG$ 6,800
ountries*For
where
further
no VATinformation,
number is provided.
please visit our website. **Fees are subject to change. VAT is applicable to companies based in France, and companies based in other European Union countries where no VAT number is provided.
F Europe Campus
GST is applicable for Singapore-registered companies whose –participants are
Fontainebleau, attendingSprogrammes
France Asia Campusdelivered A Abu Dhabi Campus – UAE
– Singaporein Singapore. W Wharton – Philadelphia, USA P Paris, France I New Delhi, India NF New York,Campus
Europe USA SF San Francisco,
– Fontainebleau, USA
France SD
S Asia
RadyCampus
School of
– Singapore A Diego,
Management, San Abu Dhabi 1-4 –Modules
USA Campus UAE W Wh
F Europe Campus – Fontainebleau, France S Asia Campus – Singapore A Abu Dhabi Campus – UAE W Wharton – Philadelphia, USA P Paris, France I New Delhi, India N New York, USA
SF San Francisco, USA SD Rady School of Management, San Diego, USA 1-4 Modules
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
Email: execed.europe@insead.edu
INSEAD Asia Campus

1 Ayer Rajah Avenue
Singapore 138676
Tel: +65 6799 5288
Fax: +65 6799 5299
Email: execed.asia@insead.edu
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 61
Email: execed.mena@insead.edu
http://executive-education.insead.edu

INSEAD Executive Education Portfolio 2014-2015

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

INSEAD Executive Education Portfolio 2014-2015

Uploaded by

Copyright:

Available Formats

Executive Education Portfolio 2014 - 2015

Expand your horizon. Make an impact.

9. Marketing and Sales 38

10. R&D and Operations

13. Entrepreneurship and

14. The INSEAD LiVE Series 58

15. INSEAD Executive Education

16. Practical Information 62

Professor Michael Pich

Executive Education for

Asia and Abu Dhabi R&D and Operations 2

Marketing and Sales

INSEAD Europe Campus INSEAD Abu Dhabi Campus

INSEAD Asia Campus INSEAD North America Office

Our clients’ experience

Ken Jones, President and CEO, Astellas Pharma Europe Ltd

“ In order to be the employer of choice we

Hamidah Naziadin, Head of Group Corporate, CIMB

“ We needed to accelerate our ASEAN

Management — An average of 12 years’ management

Key benefits for participants include:

Participant profile: Participant profile:

Asian International Executive

Programme content covers:

Key benefits for participants include:

“If you are looking

I now have a much better knowledge of

Corporate investment, and nomination.

Key benefits for participants include:

Participant profile: Participant profile:

The Family Enterprise

Programme content covers:

Key benefits for participants include:

I have 23 years of international executive

“The most important different perspective. It was a bit like changing

takeaway from the The programme also helped identify what

It was thanks largely to the faculty’s knowledge

AVIRA: Awareness, Vision,

Top Management — Participants are drawn from diverse business

To excel in business having great business

Key benefits for participants include:

The Challenge LEAP: Leadership Excellence

Participant profile: Participant profile:

Having attended a number of other

“All businesses live in Subi Rangan, the programme director, is a

Leadership — Typically CEOs and board members,

Participant profile: Participant profile:

Length of programme Length of programme

The Leadership Leading

Participant profile: Participant profile:

Length of programme Length of programme

Participant profile: Participant profile:

Programme content covers: Programme content covers:

Length of programme Length of programme

Achieving Outstanding Leading

Participant profile: Participant profile:

Programme content covers: Programme content covers:

Length of programme Length of programme

Managing Global Management Skills for

Participant profile: Participant profile:

Length of programme Length of programme

Strategy Execution Negotiation

Participant profile: Participant profile:

I thought I was a good negotiator, but chose to

15. INSEAD Executive Education

Management — An average of 12 years’ management

Top Management — Participants are drawn from diverse business

Leadership — Typically CEOs and board members,

Operations — Typically participants have experience

Region-Focused — Typically participants already work in Asia

— Gain local knowledge of the Indian business

Entrepreneurship — Particularly relevant to private owners