1322632973_Insead

7/28/2019 1322632973_Insead

1/70

Executive Education Portfolio 2013 - 20

Expand your horizon. Make an impact.

7/28/2019 1322632973_Insead

2/70

1. Introduction 03

2. Key Facts 04

3. General Management 06

4. Corporate Governance 10

5. Top Management 14

6. Leadership 18

7. Strategy 26

8. Marketing and Sales 34

9. R&D and Operations Management 38

10. Finance 42

11. Region-Focused 50

12. Industry-Focused 54

13. Entrepreneurship and Family Business 58

14. The INSEAD LiVE Series 62

15. INSEAD Executive Certicate in Global Management 64

16. Practical Information 66

17. Calendar 67

Contents

7/28/2019 1322632973_Insead

3/70


We will also be running our highly successfuInternational Directors Programme in

Singapore for the rst time. In addition, we

are introducing a High Impact Leadership

Programme, anAdvanced Asset Managem

programme and a Market Entry Strategy fo

India programme which addresses the need

of organisations preparing to do business in

fast-growing economy.

We continue to increase the number of

programmes delivered on our Singapore

campus and as testament to our commitment

to the region we are proud to have embarked

on a major campus expansion with the creati

of a new Leadership Development Centre.

As a participant in an INSEAD Executive

Education programme you will be surrounde

by peers from all over the world, you will

engage with outstanding faculty from diverse

backgrounds and nationalities and you will

acquire new knowledge and capability to dri

your career and your business forward in aconstantly changing world.

For further individual advice or for any

company-specic executive education enqui

dont hesitate to contact us. We have a team o

experts who are ready to help.

Mark Roberts

Assistant Dean

Executive Development Programmes

Todays business challenges andopportunities are increasingly complex.

Companies and individuals work in a global

economy and in an interconnected world.

Business cuts across cultural and country

boundaries and there is a real need to be

open-minded, innovative and focused on

sustainable value creation.

In this context, INSEAD Executive Education,

with its long history of supporting organisations

and executives in their international ambitions,

has more relevance and impact than ever

before.

Our programmes are designed, developed and

distilled by our faculty, who are not only world-

leading business thinkers but also outstanding

educators. Our professors have an ability to

distill their knowledge and research to a point

that makes it highly accessible and actionable

for people leading teams and businesses today.

Our programmes are rigorous and demanding,

we engage executives in discussion and debate,we challenge assumptions and push people to

think differently. Executives consistently tell us

that they leave our programmes ready to inspire

their teams, to help take their organisation to

new heights and to make a genuine impact.

INSEAD offers a dynamic portfolio of Open

Programmes for executives at all stages of

their careers. This year, we are excited to be

launching ve new programmes. In response

to a huge demand for board-level education,we have developed two specialist programmes:

Leading from the Chair and Value Creation

for Owners and Directors.

Executive Education for a rapidlychanging world

7/28/2019 1322632973_Insead

4/70

04 Executive Education Portfolio 2013 - 2014

Key Facts

140,000+ executives have attendedour programmes since 196

3full campuses in Europe, Asia and Abu Dhab

16world-renowned centres for cross-disciplinary researc

client companies in 2012/2012,000+

125+nationalities of participants in 2012 - 201

7/28/2019 1322632973_Insead

5/70


12,000+ participants in 2012 - 2013145+

independently minded faculty

Open Programmes

45+

7/28/2019 1322632973_Insead

6/70


GeneralManagement

To succeed, businesses need leaders who

bring new perspectives, new thinking

and new ideas and who have the

skills and knowledge to manage in anuncertain world. INSEAD offers 4 General

Management programmes that support

your important career transitions:

Advanced Management Programme

Transition to General Management

Management Acceleration Programme

Asian International Executive

Programme.

Programme content covers:

Structured reection by participants on how

they exercise judgement

Coaching and feedback to go beyond the

science of management to the craft of being

a senior leader

Focus on the objective functions of senior

leaders as dened by diverse stakeholders,

and the constraints and opportunities offered

by the external environment

Organisational levers that leaders use to

achieve goals and how they become more

effective in achieving these goals through a

deeper understanding of themselvesOptional Capstone Module in Singapore

facilitated by coaching staff.

Advanced ManagementProgramme

Key benets for participants include:

Gain insights that challenge your

assumptions

Develop greater condence by testing your

assumptions and making them more robust

Actionable knowledge harnessing the

knowledge you already have into workable

action plans.

The Advanced Management Programme is

a reective process that offers participants

insight into the way in which they exercise

judgement.

Participant prole

Senior executives such as CEOs, COOs,

CFOs and heads of product divisions,

geographical regions or other major

business units within the private or public

sectors

An average of 12 years management

experience, at least 5 years in a general

management position with clear cross-

functional and P&L responsibility.

Length of programme

4 weeks + optional 5-day Capstone Module


7/28/2019 1322632973_Insead

7/70


An in-depth examination of the foundations

of business: marketing, organisational

behaviour, nance and managementaccounting, strategy, operations

management, and the global economy

All aspects of leadership: communication,

negotiations and decision making,

cross-cultural management, fair process,

team building, self-awareness, and

leadership style

Rigorous frameworks and tools to apply

back at work

An optional 4.5-day follow-up module to putthe concept of value creation into practice.


Sharpening your strategic insight: princip

and tools to think strategically about ever

decision and action you take to boost youcompetitiveness and innovate

Broadening your business expertise:

perspectives from every business function

to give you the ability to recognise, create

measure and capture value

Strengthening your leadership foundation

frameworks, reection and practice to

enhance your presence, increase your abi

to lead in and across teams, and plan your

future growth.

Transition to GeneralManagement

Management AccelerationProgramme


Gain a grounding in all the key business

disciplines and integrate them into a complete

view of business essential for effective

general management decision making

Experience our unique LeadershipDevelopment Process, which includes

powerful 360-degree feedback and coaching

Understand how to manage for value, using

INSEADs own Blue Line Management concept

Achieve new perspectives in a truly

international class and different locations.


Become a more competent and condent

manager with new insights, knowledge an

skills

Learn how to stay focused on creating val

and grounded in a long-term purpose

Increase the ability to manage yourself

and others in conditions of uncertainty an

pressure

Enhance your capacity to lead, with or

without formal authority, in diverse setting

Participant prole

Senior functional or technical managers

about to make the transition to general

management or recently appointed general

managers

At least 8 years management experience

with an outstanding track record in one or

more functional areas of business.

Participant prole

Functional experts whose success depend

on understanding the business as a whole

and working effectively across functions a

cultures

Individual contributors and professionals

who aspire to gain, or have recently gaine

management responsibilities

Typically graduates with 5 to 12 years wo

experience and a strong track record in th

own functional area.

Length of programme

2 modules of 2 weeks + optional 4.5-day

follow-up module

Length of programme

3 weeks or 1 module of 2 weeks + 1 module

of 1 week


7/28/2019 1322632973_Insead

8/70



Understanding the principles and context

for general management and value creation

through thorough investigation of: strategy;nance and management accounting; crisis

and consumption

The fundamentals of efcient management in

a changing world, including judgement and

decision making, and marketing, set within

an Asian context

Practical advice on how to turn global

strategy into local Asian solutions.


Greater insight into business fundamentals

and condence to lead across functions

and geographical borders, to meet the new

challenges of senior management

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

an Asian context

Frameworks and theories plus panel

discussions focusing on current issues faced

by Asian countries.

Participant prole

Executives with at least 8 years management

experience, or newly appointed general

managers

Typically participants already work in Asia

(or are preparing to) or have responsibilities

that are specic to the region.

Length of programme

2 weeks

Asian International ExecutiveProgramme

7/28/2019 1322632973_Insead

9/70

Michael Byczkowski Vice President Technology InnovationWorking for SAP AG, the world-leading enterprise in software

and software-related services (in terms of revenue).


Former participant of INSEADs Transition to General Management programme

First of all, let me say it is indispensable to be

able to see the bigger picture and its intrinsic

dependencies across the different domains of

expertise like production, sales, operations

and nance, marketing and people

management. Secondly, it is vital to strive for

an open and cross-cultural mindset and thirdly,

it is essential to focus on your customers

and what they really value. Together with its

excellent reputation and truly global focus,INSEAD seemed to me like the perfect choice

to address these three key elements.

INSEADs Transition to General Management

programme really opened my mind and gave

me an entirely new perspective on many things!

I can truly say that it is the best programme

ever, and my only regret is that I did not do

it earlier! It was such a positive experience

for me that I have since recommended it

wholeheartedly to close friends in similarsituations.

This programme has really helped me to

place emphasis on the value side of the

business instead of solely looking at the cost

side. Understanding what a customer really

values brings great opportunities to enrich and

innovate our offerings in a very targeted and

sensible manner. My perspective on marketing

as a holistic discipline and its importance for

the business changed completely, thanks to the

integrated approach taught in this course.

The high quality of teaching really went

beyond my expectations not only from an

academic and research point of view and how

our professors extracted the real essentials of

a given theory or approach but also how they

helped us transfer the learnings into practice

and complemented them by real-life cases.

INSEADs famous cultural diversity was one

of the primary reasons I chose this programm

You learn how people with different cultural,

industry and company backgrounds tackle

the very same problems; this also showed

how heterogeneous groups and teams can

drive a topic much further than one could do

with a set of very like-minded people.

This programmehas really helpedme to place emphasi

on the value sideof the business...

understanding what

a customer really

values brings great

opportunities to

enrich and innovateour offerings in a

very targeted and

sensible manner.

7/28/2019 1322632973_Insead

10/70

CorporateGovernance

Being a board member is an exceptionally

important role that resembles no other.

Even those who have excelled in senior

management face new challenges. But howdo you develop new skills and knowledge

at this level? INSEAD has created 4 highly

specialised programmes to bridge the

gap between senior management and

corporate governance and to give board

members the insights they need to ensure

high performance and value creation in the

long and short-term:

International Directors Programme

Leading from the Chair

Value Creation for Owners and Directors

The Family Enterprise Challenge.



A focus on the knowledge and competencies

expected from directors in todays

environment whilst developing skills thatcontribute to creating effective board culture

and performance

3 modules: Creating and Safeguarding Value;

Implementing Effective Board Processes; and

Managing Critical Events which, together,

represent the knowledge base directors

need to be effective board members

Tailor-made learning methods for directors

including 360-degree survey, coaching and

simulation exercises.


A formal certication, the INSEAD Certicate

in Corporate Governance (ICCG), which

demonstrates mastery of skills and

competencies expected from board members

Understand the broader context in whichboards operate and the responsibilities that

come with a board mandate

Hone the ability to challenge executives

through positive exchanges focused on

the key issues that underpin corporate

performance.

Participant prole

Those with, or about to take up, board-level

responsibilities, be they chairs, C-suite

executives, non-executive directors, family

members and controlling shareholders

of large family companies, or directors of

government and non-prot organisations and

agencies

Senior professionals from the institutional

investment community and professional

rms who serve boards.

Length of programme

3 modules of 3 days

International DirectorsProgramme

7/28/2019 1322632973_Insead

11/70



Chair responsibilities setting and

measuring board support systems and

performance, understanding the keysto effective group dynamics, bridging

the information gap between board and

management

Chair competencies and skills motivating

individual directors, facilitating effective

meetings, leading difcult discussions,

mentoring and developing board members

and executives

Crisis management: how the role of the chair

changes, addressing stakeholder pressure,

managing directors anxieties, interacting

with the CEO.


Deepen your understanding of how board

and chair roles are changing and share

best practices with international peers

Improve your ability to organise and conduct

effective meetingsAcquire tools for coaching and developing

senior executives

Hone your ability to challenge executives

and directors on the key issues that underpin

corporate performance

Address pressures when facing a crisis.

Participant prole

Chairs of boards of directors

Chairs of core board committees, such as

audit, compensation, governance, risk andinvestment, and nomination.

Length of programme

2 days

NEW

Leadingfrom the Chair


Denition of the concept of value: how to

create it, how to specify and assess the ris

that owners and directors are prepared totake in the pursuit of value

The relationship between value creation

and growth and the strategic options

for achieving it: M&As, alliances and

international expansion

Presentation of an operational framework

for the main drivers of ownership and to

facilitate an effective interaction between

owners, boards and managers with an

emphasis on fair process leadership

Selection and performance evaluation of

boards and managers.


Understand the broader context in which

owners and directors operate and the

responsibilities that come with such manda

Learn the principles and main language fo

effective behavior by value creating ownerand directors

Understand the relationship between value

creation and growth and the strategic optio

for achieving it

Exchange ideas on best practice with lead

business owners from throughout the world

Participant prole

Private and public shareholders, includin

directors, board representatives and CFO

from throughout the world

Particularly relevant to private owners

of businesses, active investors, and

shareholders in family rms.

Length of programme

4 days

NEW

Value Creation for Ownersand Directors

7/28/2019 1322632973_Insead

12/70


Overview of, and insight into, the unique

challenges faced by the family-owned rm,

including governance and key strategicdecision making, leading to the development

of an individual, practicable action plan

Interpersonal relationships and how to

improve communications through better

understanding of fair process, conict

resolution and management of family

dynamics

Recognition of differing agendas and

motivations of the individual and the family,

and how to run effective family meetings.


Gain a greater understanding of the

challenges and dynamics of family

businesses, as well as a better insight into

governance structures and processes

Improve personal communications andenhance dialogue amongst the family team

Develop a concrete family action plan and

enable smoother transitions.

Participant prole

Family members who work in a family-owned

rm and/or are controlling shareholders of a

family business

Advisors and professionals who hold a

signicant role working for a family business

(e.g., board member, CEO, chair of business

board)

Participants are asked to come in teams of at

least 2 members of the same family enterprise.

Length of programme

4 days

The Family EnterpriseChallenge


7/28/2019 1322632973_Insead

13/70

Bill Jones Co-founder and Senior Partner ManagementPlus GroupManagementPlus provides directorship services to the alternative

investment industry.


Former participant of INSEADs International Directors Programme and recipient

of the INSEAD Certicate in Corporate Governance

I call myself a professional director, but

emphasise that I mean it in the best possible

sense very expert, very active and very

engaged. Many people think that corporate

governance is excessively technical, but I can

tell you from experience that its as rich as

human nature itself! My biggest challenge is

to craft a solution for each decision around

the human beings sitting around the table in

the boardroom.

In our industry, the greatest and most crucial

post-crisis challenge for professional directors

is to re-establish trust in organisations like

hedge funds. As board members we need to

show that we are looking out for investors

interests and putting them before those of the

investment managers. However, ideally the

interests of investors and investment managers

would be aligned most of the time.

I heard about INSEADs new International

Directors programme when Timothy Rowley

and Ludo Van der Heyden, the programmes co-

directors, came to give a talk in Luxembourg.

As soon as Ludo and Tim started talking, I

looked up from my BlackBerry and listened.

What they were saying resonated with my

experiences and impressed me greatly. By the

end, I was ready to ll in my application form.

Attending the programme was everything I

expected and more. It was fascinating in everyway, shape and form. And it has had a massive

impact on my work. The main highlight was

the quality of the other participants, who were

both exceptional and diverse. The faculty was

excellent. The class discussions helped develop

the lessons being taught. That the programme

is stimulating is proven by the fact that I think

about the lessons learned every week.

Gender on boards had always been one of

my pet topics. But it was only when I came to

INSEAD that the importance of diversity in

general hit me square in the forehead.

When I saw the impact of cultural and indust

diversity on the evolution of my own thinking

during the programme, I experienced its

power for myself.

My biggestchallenge is tocraft a solution

for each decisionaround the human

beings sitting

around the table

in the boardroom.

7/28/2019 1322632973_Insead

14/70

Top Management

To excel in business having great business

vision is not always enough. You need to

become a visionary leader. You need to

be able to inspire your people, invent newpossibilities and shape the future.

INSEAD offers 3 programmes to take you to

the next level:

AVIRA: Awareness, Vision, Imagination,

Role, Action

The Challenge of Leadership

LEAP: Leadership Excellence through

Awareness and Practice.



The leaders role in the context of an ever-

changing global economic, political and

social environment

Habits of effective top executives and

practices of high-performing organisations

Engagement with accomplished peers and

international thinkers

Coaching and feedback sessions that

provide an opportunity for self-awareness

and a deeper understanding about your

leadership and personal development.


Discussing and understanding where the

world is headed and what the implications

might be for leadership and organisations

Appreciating and learning the habits of

effective leaders and the practices of high-performance organisations

Gaining fresh insight into your organisations

future performance and departing with a

concrete personal action plan to lead and

deliver more effectively.

Participant prole

CEOs and other C-suite executives, board

members, chairpersons, managing directors

and executive vice-presidents

Participants are drawn from diverse business

and national backgrounds.

Length of programme

5 days

AVIRA: Awareness, Vision,Imagination, Role, Action

7/28/2019 1322632973_Insead

15/70



How behaviour affects the organisation,

examining conscious and unconscious

behaviour, and rational and irrational action

Increasing managers abilities to act, reect

and then refocus their actions, to become

reective practitioners

Clinical frameworks, drawing upon

psychoanalysis, development psychology,

and cognitive theory, among others.


Increased condence at the most senior

levels by revealing the forces behind

authority and power

Developing a leadership style to improve the

health and effectiveness of the organisation,and deliver better work-life balance

Enhanced capabilities to diagnose toxic

organisational cultures and dysfunctional

processes in companies, delivering

improved group dynamics and the creation

of high-performance teams.

Participant prole

Experienced senior executives in large and

medium-sized rms, entrepreneurs or senior

executives in the public sector

Typically CEOs and board members,

participants hold top-level positions with

extensive career experience.

Length of programme

3 modules of 5 days + 1 module of 4 days

The Challengeof Leadership


A focus on how to help senior leaders brid

the knowing-doing gap by identifying and

internalising the new behavioural knowleand responses needed to improve the way

they lead

Leadership challenges at 3 distinct yet

connected levels: organisational level;

interpersonal level; and intra-personal lev

Combination of plenary and group work,

supported by world-class business

professors, outstanding guest speakers an

top professional coaches. Between modul

short weekly follow-ups with the same

faculty and coaches give senior leaders th

support to practise further.


Reect on (and redene some of) your

leadership and personal objectives

Improve your understanding of your

leadership style

Close the knowing-doing gap and really

develop new capabilities through the

selection of key areas for development an

regular feedback and practice

Become a more reective leader and incre

your ability to keep learning in the future.

Participant prole

Senior executives who already occupy

signicant leadership positions, including

top managers (e.g., CEO, Managing Direc

Executive Vice-President) in large and

medium-sized corporations

Senior partners in professional rms; seni

executives in not-for-prot organisations;

entrepreneurs; owners of large family

businesses; and board members of any su

organisations.

Length of programme

9 days + 5 days + 6 days

LEAP: Leadership Excellencethrough Awareness and Practice

7/28/2019 1322632973_Insead

16/70


7/28/2019 1322632973_Insead

17/70


7/28/2019 1322632973_Insead

18/70

Leadership

Effective managers do not always make

strong leaders. They have to learn new skills

and gain new self-awareness in order to

inuence and inspire those around them. Andin todays increasingly international business

environment, they also need to adapt their

skills and self-awareness to lead across

cultures and borders. Choose from our wide

range of 13 leadership programmes:

The Challenge of Leadership

LEAP: Leadership Excellence through

Awareness and Practice

Achieving Outstanding Performance

The Leadership Transition

Leading for Results

High Impact Leadership Programme

Learning to Lead

Leading Successful Change

Negotiation Dynamics

Managing Global Virtual Teams

Management Skills for International Business

Strategy Execution Programme

INSEAD Leadership Programme for Senior

Indian Executives.



How behaviour affects the organisation,

examining conscious and unconscious

behaviour, and rational and irrational action

Increasing managers abilities to act, reect

and then refocus their actions, to become

reective practitioners

Clinical frameworks, drawing upon

psychoanalysis, development psychology,

and cognitive theory, among others.


Increased condence at the most senior

levels by revealing the forces behind

authority and power

Developing a leadership style to improve the

health and effectiveness of the organisation,and deliver better work-life balance

Enhanced capabilities to diagnose toxic

organisational cultures and dysfunctional

processes in companies, delivering

improved group dynamics and the creation

of high-performance teams.

Participant prole

Experienced senior executives in large and

medium-sized rms, entrepreneurs or senior

executives in the public sector

Typically CEOs and board members,

participants hold top-level positions with

extensive career experience.

Length of programme

3 modules of 5 days + 1 module of 4 days

The Challengeof Leadership

7/28/2019 1322632973_Insead

19/70

7/28/2019 1322632973_Insead

20/70

7/28/2019 1322632973_Insead

21/70



Understanding organisations: their structure,

culture, and behaviour; how to inuence

and incentivise people leveraging formalstructures and informal networks

Leading teams: the interface between the

individual and the organisation; how to

manage internal group processes and develop

talent; how to manage external sources of

knowledge, information and support

Developing leadership skills: hands-on

workshop; practical sessions with coaching

and group work to develop self-awareness,

address personal weaknesses and build

on personal strengths, culminating in the

creation of an individual development plan

with post-programme follow-up.


Understand how organisations works and

how to develop and use your professional

network to achieve your objectives teams

goals

Learn how to create and maintain a high-talent, high-energy and high-performance

X-team

Enhance your ability to obtain results

through others by improving self-awareness,

motivating your team, and inuencing your

organisation.

Participant prole

Managers with at least 3-6 years experience

leading teams (including MBA graduates)

who are looking for specic training in

leadership and management

The programme will benet a range

of candidates from high-potentials to

experienced technical specialists who have

come to leadership positions late in their

careers.

Length of programme

5 days

NEW

High Impact LeadershipProgramme


Mastering the leadership skills essential t

becoming a successful manager of people

Developing people skills to lead teams,

motivate others, reinforce good performan

correct undesired behaviour and provide

constructive feedback effectively

Learning frameworks, tools and technique

to support different managerial roles.


Develop clear insights into individual

strengths and weaknesses as a leader

Acquire condence and tools to create vis

and set team direction for greater success

Master frameworks and tools to inspire

people and motivate them to perform bett

Participant prole

Professionals making their rst transition

from individual contributor to managing

people and having responsibility for direc

subordinates

Drawn from all professional backgrounds

and age ranges, participants share a desir

develop people-management skills, wheth

they are making the transition or have mad

this move within the last two years.

Length of programme

3 days

Learningto Lead

7/28/2019 1322632973_Insead

22/70



The theory, guidelines and practical tools

for negotiators including the psychological

aspects of bargaining and the importanceof trust

Diagnosis of problems and promotion

of agreement inside and outside of

organisations

Value creation and distribution.


Build a stronger negotiation base, helping

you to improve the outcome of deals

Develop analytical tools and frameworks

for understanding and winning in more

sophisticated negotiations

Acquire hands-on practice, enabling you to

strengthen weak points and preparing you to

return to work.

Participant prole

Executives who have at least 8 to 10 years of

management experience and have gained

substantial experience in conducting and

supervising business negotiations

Executives involved in M&As or joint-venture

negotiations; those handling procurement;

human resource managers; entrepreneurs;

managers in liaison roles such as national

account managers; key account managers;

barristers and other lawyers.

Length of programme

3 days

NegotiationDynamics


Developing core skills for leading and

sustaining change by helping others see

the need, anticipating resistance to change,inspiring and inuencing others

Self-awareness as an agent for change,

your strengths, weaknesses and personal

approach

Practising new tools for implementing

change through a simulation exercise.


Better understanding of the dynamics

of change

Develop an individual repertoire of skills to

initiate and execute change

Creation of a detailed action plan for

personal change initiatives.

Participant prole

Middle to upper-middle managers in public-

or private-sector organisations with at least 8

years management experience

Responsible for teams, units or larger

segments of their businesses and likely to

lead strategic change initiatives within their

organisation.

Length of programme

3 days

LeadingSuccessful Change

7/28/2019 1322632973_Insead

23/70


Managing GlobalVirtual Teams


Exploring the key dimensions of culture to

create a framework for decoding national

differences and improve cross-culturalmanagement

Gaining trust, improving negotiation skills

and co-operation, and maximising innovation

Simulation exercises using multiple

communication technologies to replicate the

dynamics of managing at a distance.


Maximise the performance of global virtual

teams to turn distance into an advantage

Gain a framework for cross-cultural

understanding to deliver new ways to

manage

Enhanced communication techniques and

mechanisms to build trust across cultural and

national boundaries.

Participant prole

Managers who lead teams of at least 5

people dispersed across 2 or more countries

Specically, those focusing on the precisechallenges of working across national

boundaries and geographical distances.

Length of programme

5 days


Cross-cultural leadership competencies

essential for businesses and managers

to succeed in todays global businesslandscape

Understanding how attitudes, beliefs

and values inuence the handling of

management problems in different countr

Extensive use of contemporary case studi

exercises and role-play, alongside lecture

and videos to aid discussion and learning

How to manage within a complex structur

exploring the unique skills necessary to

overcome challenges and develop strategfor turning complexity into an advantage.


Improve your communication across differ

cultures

Build the condence to inuence clients,

suppliers and colleagues from a variety o

countries

Benchmark your individual management

style against preferences from around the

world and learn to adapt accordingly

Learn how to lead across international ma

systems and other organisational structur

Participant prole

Senior managers transitioning from nation

to international leadership roles, or who

would like to improve their ability to lead

effectively in a multi-cultural environment

Senior executives who have been posted

abroad or those based at headquarters bu

managing international activities

Managers in public organisations or

government agencies with international

activities.

Length of programme

5 days

Management Skills forInternational Business

7/28/2019 1322632973_Insead

24/70


INSEAD Leadership Programmefor Senior Indian Executives


Comprehensive review of the fundamental

skills and key frameworks underlying

modern management theory

Practical and hands-on exercises in business

management, processes and techniques

Business leadership and personal

development sessions to guide career

evolution.

This is delivered over the course of one year

by international faculty with multiple modules

in India (Bangalore, Goa and Mumbai),

Singapore and France (Fontainebleau) and by

videoconference.


Broaden and deepen your knowledge in

key functional domains and see the bigger

strategic picture emerge

Build the interpersonal skills that are

essential for business success

Gain heightened awareness of your emotions,

personal values and blind spots in order to

develop your own personal leadership style.

A world-class programme developed by

INSEAD in partnership with Eruditus Executive

Education.

Participant prole

Senior Indian executives with proven

leadership potential, strong drive and

enthusiasm for learning

Minimum of 10 years business experience

(15 years on average), with signicant time in

management.

Length of programme

1 year part time


How to balance the rational with the

emotional, identifying hidden traps and

building internal capabilities, with the aimof continuously implementing strategy

successfully

The skills, knowledge and condence

to make strategy work by overcoming

the barriers to execution, to achieve

constructive, timely and sustainable change

Extended learning and support to ensure

successful implementation, including

facilitated peer-to-peer networking to

maintain momentum between modules and

after the programme.


Arrive with a clear vision of your strategic

challenge and leave with an actionable plan

of execution

Gain new insights about the hidden barriers

to strategic execution and how to overcomethem

Depart with a permanent understanding

of how to get results from future strategic

initiatives.

Participant prole

Managers who are new to implementing

strategy, moving into a more challenging

implementation role or simply looking for

new ideas to try where others have failed

Those with accountability for outcome

and direct control of signicant resources

(budgets and groups of people), typically

general managers who lead business units,

senior managers who head signicant

departments or members of project teams.

Length of programme

5 days + 3 days

Strategy ExecutionProgramme

7/28/2019 1322632973_Insead

25/70

Ren Madsen Business ManagerMiracle, IT and Services business in Denmark.


Former participant of INSEADs Negotiation Dynamics programme

I thought I was a good negotiator, but chose

to enrol on the INSEAD Negotiation Dynamics

programme because I wanted to become even

better. Today, I can really feel the difference.

Although it is hard to put a number on it, I

could be 10%, 20% or even 50% better! I dont

know but if Ive done any deals that I wouldnt

have done, Im denitely more condent in my

ability.

Having already completed INSEAD

programmes in Fontainebleau and Singapore,

I wanted to experience INSEADs third campus

in Abu Dhabi. I hadnt been to Abu Dhabi for

over a decade and was curious to see how it

had changed. Also, as our company becomes

more internationally oriented, I wanted to nd

out if the Middle East really was such a different

business and learning environment.

It was fascinating to learn about negotiation in

such a different culture. As I expected, there

were more Middle Eastern participants than at

other INSEAD campuses, where I was in much

more heterogeneous classes. For anyone who

does business in the Middle East, it must be

a priceless experience to do a negotiation

programme in Abu Dhabi.

Learning in a multicultural environment with

a local bias sounds impossible to teach, but

Professor Horacio Falco, the programme

director, was able to make it into a fullyfunctioning group. We spent a lot of the time

doing simulated negotiations, so it was very

valuable to work with people from a totally

different religion, value system and culture.

A good negotiator is someone who can read

other people, as well as themselves, and nd

the point at which all parties are satised

they are getting value. There are vital skills

like understanding cultural differences,

communicating, reading body language, tak

notes and, very importantly, avoiding making

any assumptions.

For anyone whodoes business inthe Middle East, it

must be a pricelessexperience to

do a negotiation

programme in

Abu Dhabi.

7/28/2019 1322632973_Insead

26/70

Strategy

Good strategic thinking is both

rigorous and structured, and challenges

assumptions to uncover opportunities for

creating and capturing value. INSEADs12 Strategy programmes develop exactly

this kind of thinking and help to set your

organisations future direction:

Competitive Strategy

INSEAD Blue Ocean Strategy

M&As and Corporate Strategy

Managing Partnerships and Strategic

Alliances

Strategy Execution Programme

Market Entry Strategy for India Powering Growth

Business Strategy for HR Leaders

Building the Business: Strategies

for Asia Pacic

Strategic R&D Management

INSEAD-CEIBS Expanding Opportunities

Doing Business in Europe

INSEAD-CEIBS Expanding Business

to China.



The latest strategic concepts, tools and

analytical strategies to achieve long-term

business success

Developing outstanding competitive

strategies by focusing on creating and

capturing customer value

Using prot dynamics to help predict the

future.


Improve strategic thinking and focus on

actions

Sharpen competitive skills and condence

to change the strategic management of an

organisation

Fine-tune intuition and apply practical tools

to break into new competitive markets.

Participant prole

Executives responsible (or about to take

responsibility) for the short- and long-

term protability of a regional business,

concerned with strategic analysis and

development, and involved in strategic

consulting and practice

Business analysts requiring a thorough

understanding of competitive analysis.

Length of programme

3 days

CompetitiveStrategy

7/28/2019 1322632973_Insead

27/70



Review of traditional strategies leading to

How blue is your strategy? an individual

assessment and plan of action

Rendering rivals obsolete and unleashing

new demand through strategic moves or

Value Innovation

How tomorrows leading companies will

succeed by creating blue oceans of

uncontested market space.


Composing the right portfolio of business

in order to provide the set of resources an

capabilities a company needs to create va

Choosing the best mode of corporate

development using the Build, Borrow or B

framework

Executing M&A deals: nancial and strate

assessment, decision making biases, and

post-merger integration.


In-depth understanding of Blue Ocean

Strategy tools and concepts developed at

INSEAD

Learn to engage colleagues in a Blue Ocean

Strategy process

Develop a Blue Ocean Strategy to break

away from the competition through Value

Innovation.


Dene an optimal portfolio of businesses,

well as the right mix of internal and exter

growth

Enhance M&A capabilities through the

development of a disciplined and holisticprocess for acquiring and integrating new

resources and skills

Design a post-M&A integration approach

ts strategic objectives, while also taking

into account human constraints.

Participant prole

Senior executives, business owners, heads of

strategy, or mid- and upper-level executives

directly involved in the development of new

products and services

Specically, those seeking to break out of

the traditional red ocean of competition

and create strong protable growth for

their organisations in both existing and new

markets.

Participant prole

CEOs, general managers, senior executiv

board members and those responsible for

corporate strategy

Corporate development ofcers, heads of

M&As and those responsible for corporate

partnerships

Company advisors, such as lawyers and

investment bankers, or private equity

executives concerned with M&A deals.

Length of programme

4 days

Length of programme

4.5 days

INSEAD BlueOcean Strategy

M&As and CorporateStrategy

7/28/2019 1322632973_Insead

28/70



The strategic purpose and value of

partnerships and alliances

Selection of partners using analysis of

complementary skills and capabilities,

and how to structure successful alliances,

including continuation and exit terms

Adapting and adjusting collaboration over

time through effective conict management,

fostering cross-cultural awareness and

building trust.


Build skills in partner selection, network

development and alliance design

Acquire specic frameworks to help

effectively address cultural issues and

capture value

Develop management approaches for

anticipating and resolving stress at every

stage in the collaborative process.

Participant prole

Senior executives and line managers with

direct responsibility for collaborative

alliances and partnerships

Those involved in cross-company

collaborations on a day-to-day basis and

accountable for their outcome.

Length of programme

5 days

Managing Partnerships andStrategic Alliances


How to balance the rational with the

emotional, identifying hidden traps and

building internal capabilities, with the aimof continuously implementing strategy

successfully

The skills, knowledge and condence

to make strategy work by overcoming

the barriers to execution, to achieve

constructive, timely and sustainable change

Extended learning and support to ensure

successful implementation, including

facilitated peer-to-peer networking to

maintain momentum between modules and

after the programme.


Arrive with a clear vision of your strategic

challenge and leave with an actionable plan

of execution

Gain new insights about the hidden barriers

to strategic execution and how to overcomethem

Depart with a permanent understanding

of how to get results from future strategic

initiatives.

Participant prole

Managers who are new to implementing

strategy, moving into a more challenging

implementation role or simply looking for

new ideas to try where others have failed

Those with accountability for outcome

and direct control of signicant resources

(budgets and groups of people), typically

general managers who lead business units,

senior managers who head signicant

departments or members of project teams.

Length of programme

5 days + 3 days

Strategy ExecutionProgramme

7/28/2019 1322632973_Insead

29/70



Rethinking your whole approach to growt

by focusing on the customer, rather than

internal issues and competitors

Developing a power offer that really doe

offer customers what they want (even if th

did not know it)

Engaging your customers so that they

become the best advocates for your prod

or service

Putting these ideas into practice through t

INSEAD-developed DiG simulation.


Adopt a completely new way forward to

achieve growth

Obtain new tools and practise using them

that the principles become second nature

Lead the momentum that Powering Growt

will bring to your organisation.

Participant prole

Proactive managers concerned with any

aspect of the business related to strategie

for top performance or protable growth

including those working with internal

customers

Likely to be highly experienced executive

with responsibilities such as: general

management, strategic planning, marketin

and sales, product development and R&D,

human resources or public relations.

Length of programme

5 days

PoweringGrowth


India from economic, regulatory, socio-

cultural and institutional perspectives

including a talk by a specialist legal rm anda meeting with senior policy makers

Creating and transferring competitive

advantage through international strategy

including a visit to a large manufacturer

Identifying and targeting Indian consumers

including a visit to a distribution company

Developing an Indian market mindset

including a talk by a marketing and

communications agency and an evening with

an Indian family.


Shorten your learning curve so that your

business is operational in India from day one

Turn your international strategy into your

competitive advantage

See your products and services through the

eyes of the Indian consumer

Gain local knowledge of the Indian business

landscape through visits to a wide range of

companies.

Participant prole

Strategic decision makers in companies that

are considering entering the Indian market

or companies that have recently entered the

market and are looking to expand

Senior general managers and directors with

responsibility for functions, businesses or

regions.

Length of programme

6 days

NEW

Market Entry Strategyfor India

7/28/2019 1322632973_Insead

30/70



The socio-political environment and regional

competitive context of doing business in Asia

Pacic

Successes and failures of multinationals and

local corporations, and the various strategic

options available for entry into the different

markets in the region

The importance of linking strategies to

operations.


Deeper understanding of the competitive

context and business environment in Asia

Analyse alternative strategies and

organisational models applicable to the

region

Assess the balance between cultural

differences, national governments and the

global perspectives of rms.

Participant prole

Senior managers and decision makers with

at least 8 years managerial experience and

mandated with strategic responsibility for

driving their businesses forward in Asia

Country or regional directors, senior

business development managers, senior

corporate planners or senior managers from

various countries and industries throughout

the region and from headquarters.

Length of programme

5 days

Building the Business:Strategies for Asia Pacic


Essential competencies of strategic decision

making explicitly linked to HR

The corporate context, including the shifting

competitive environment, the organisations

competitive position and its corporate

advantage

Developing a compelling new value

proposition using the Blue Ocean approach

to strategy.


Develop condence and knowledge to align

HR strategy with the CEOs vision, leading to

improved communications with the CEO

Build understanding of a 5-step framework

for developing business strategy

Improve skills to identify where and how HR

can affect each step of the strategic process.

Participant prole

Senior HR and organisational development

leaders from large multinational rms at the

director or vice-president level

HR leaders from rms with large strategic

expansion plans in which HR can play a key

role in adding value.

Length of programme

5 days

Business Strategyfor HR Leaders

7/28/2019 1322632973_Insead

31/70



Strategic aspects of R&D, beyond the

typical project management, encompassing

organising for innovation and building anetwork of partners to harness innovation in

the eld

Managing R&D activities that lead to product

innovation as a strategic business process

across multiple functions

Managing and measuring a portfolio of

processes in an innovative culture.


Understanding the European business

environment: the challenges of expanding

business in Europe; navigating the Europeregulatory environment; employment

practices and labour unions

Marketing strategies and bridging cultura

differences: attracting your customer,

distribution channels and building busine

relationships

Managing the internationalisation process

and leveraging Europe to build the global

enterprise

European business in action seen througbusiness visits and success stories of

Chinese companies in Europe.


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.


Fast-track your understanding of the uniqu

European business and cultural environm

Build greater understanding of how to get

the best out of a European workforce

Develop techniques for effective

communication and negotiation with

European counterparts.


INSEAD in partnership with China Europe

International Business School (CEIBS).

Participant prole

Senior executives involved in managing R&D

activities (directly or because this is a major

focus of their organisation)

Typically either moving from a specialised

function into a more generalist role or

general managers required to be more

closely involved in R&D activities.

Participant prole

Executives of companies entering or

expanding into the European market,

whether organically or through M&A

In strategic positions, such as president,

general manager, owner, head of

international strategy or head of a

functional area.

Length of programme

5 days

Length of programme

6 days

Strategic R&DManagement

INSEADCEIBS ExpandingOpportunities Doing Business in Europe

7/28/2019 1322632973_Insead

32/70



Assessing your China opportunities and

options strategically: macroeconomic trends,

key regulations, preferential policies andnancing options

Mapping your growth strategies: insights

into Chinese consumer behaviour and

markets; opportunities and challenges

in manufacturing and supply chain

management; Chinese advantages for your

global enterprise; the war for talent

Selecting, valuing and successfully managing

local partnerships: government relationships;

channels for nding local partners;

negotiation techniques; managing your own

expectations.


Dene your China strategy by understanding

government policies, markets, consumers

and supply chains

Build win-win local partnerships by selecting

the right rms and using cultural insights tobuild relationships

Obtain expert advice on your specic China

projects.


INSEAD in partnership with China Europe

International Business School (CEIBS).

Participant prole

Executives of companies entering or

expanding into the Chinese market, whether

organically or through M&A

In strategic positions, such as president,

general manager, owner, head of

international strategy or head of a

functional area.

Length of programme

6 days

INSEADCEIBS ExpandingBusiness to China

7/28/2019 1322632973_Insead

33/70

Tavane Gurdos Product Marketing Manager for MicrosoftResponsible for growing sales of selected Microsoft Ofce products in Brazil.


Former participant of INSEADs Strategy Execution Programme

In my job, I have to develop strategic plans,

carry out competitive analysis, draw up digital

marketing plans, launch products, dene

value propositions, segment markets, build

relationships with partners, get the internal

team ready and work with other teams in the

Microsoft group. So my job bridges strategy

and execution just like the Strategy Execution

Programme.

At the moment, I am responsible for two

businesses that are relatively new in the

Brazilian market, so Im paying particular

attention to strategy execution. However, the

challenge is that, despite having a good plan,

there is always room for improvement when it

comes to execution.

INSEAD was highly recommended by

colleagues. I liked the structure of the course,

because I could see it would motivate me to

apply the learning and overcome the barriers

to execution. The regular online meetings with

the group between modules were particularly

motivating as well as the practical aspects.

The programme was all really, really interesting.

We did two days of theories and case studies.

Then on the third day, we did a simulation

exercise and we really had a challenging time!

It was fascinating to see the dynamics within

our group: we thought we were communicating,

but we werent. This experience underlinedhow much of a challenge communication is,

when youre implementing a strategy. I was

also struck by the importance of empowerment,

which has already changed the way I carry

out my daily activities and my strategy

execution plan.

Its great to have so many ideas and feedbac

from different industries and companies.

Despite our differences, we discovered we

were all facing similar issues. It was a really

amazing experience that I truly recommend

INSEAD provides a unique learning

environment very international. The structu

of the Strategy Execution Programme is

different from other schools Ive attended inthe US: two modules with online meetings in

between. The other big difference is that the

INSEAD programme enabled us to work on o

own plans rather than someone elses, which

makes it unique.

It was fascinatingto see the dynamicswithin our group:

we thought we were

communicating, but

we werent.

7/28/2019 1322632973_Insead

34/70

Marketingand Sales

Today, more so than ever, marketing

executives are under pressure to deliver

results in increasingly competitive and

global markets. At the same time they arefacing higher customer expectations and

a proliferation of new media and sales

channels. INSEAD offers 5 programmes

that will keep you at the forefront of

Marketing and Sales practice:

AIMS: Advanced Industrial Marketing

Strategy

International Marketing Programme

Powering Growth

Leading the Effective Sales Force

Negotiation Dynamics.



A thorough look at the many and varied

issues todays marketing executives must

consider to be successful in the complex andrapidly changing B2B environment

Strategic challenges unique to B2B

marketing, such as forming strategic

alliances and strategic pricing, together with

universal marketing challenges set within a

B2B context

Extensive hands-on experience of

implementing marketing tools and concepts

in the specially created INDUSTRAT

simulation.


Gain insight into the management of your

product portfolio

Improve your customer and supplier

relationships based on strategic

segmentation of marketing actions

Benchmark with others who face similar

challenges and apply strategic industrial-

B2B marketing concepts and tools in a

no-risk environment.

Participant prole

Seasoned executives who already have

marketing management experience and who

work for corporations engaged in marketing

and sales to other companies and institutions

Senior general managers who need to

understand strategic B2B marketing in order

to work effectively with their own marketing

specialists, and senior managers from other

disciplines who have recently gained B2B

responsibilities.

Length of programme

5 days

AIMS: Advanced IndustrialMarketing Strategy

7/28/2019 1322632973_Insead

35/70

7/28/2019 1322632973_Insead

36/70



Optimising performance of the sales

force through key account management,

compensation strategies, resource allocationand the implementation of control systems

Making better business decisions through

the realisation of judgemental biases and

correction remedies

Development of an individual 100-day action

plan to deliver immediate impact to the

organisation.


Gain the skills necessary to make the

sales force a key source of sustainable

competitive advantage

Comprehensive approaches to motivate

and compensate the sales force

Skills to manage a dynamic sales force in the

face of increasing product, consumer and

market complexity.

Participant prole

Senior executives responsible for business

development strategies and planning in

either local or international markets

Typically participants will spend over half

their time managing sales force issues.

Length of programme

5 days

Leading the EffectiveSales Force


The theory, guidelines and practical tools

for negotiators including the psychological

aspects of bargaining and the importanceof trust

Diagnosis of problems and promotion of

agreement inside and outside of organisations

Value creation and distribution.


Build a stronger negotiation base, helping

you to improve the outcome of deals

Develop analytical tools and frameworks

for understanding and winning in more

sophisticated negotiations

Acquire hands-on practice, enabling you to

strengthen weak points and preparing you to

return to work.

Participant prole

Executives who have at least 8 to 10 years of

management experience and have gained

substantial experience in conducting and

supervising business negotiations

Executives involved in M&As or joint-venture

negotiations; those handling procurement;

human resource managers; entrepreneurs;

managers in liaison roles such as national

account managers; key account managers;

barristers and other lawyers.

Length of programme

3 days

NegotiationDynamics

7/28/2019 1322632973_Insead

37/70

Luisa Piazza Head of Public Affairs, SEAT PG

Former participant of INSEADs International Marketing Programme


SEAT PG is a leading Yellow Pages and

web/mobile company that offers services

to businesses to help them promote their

activity. I am now in charge of advocating my

companys interests in front of policy makers

and institutions, at national and EU level. I serve

as the media spokesperson and represent

my company in a range of trade and industry

associations. As such, I need to communicate

clearly the business decisions we make.

Back in 2001, I was helping move Italian

telephone books from an old style product

into a multi-media range of services. It was

an important project for my company. As

marketing manager, I needed the right tools

and instruments to make the change successful.

We needed a good marketing plan and

strategy. I decided to undertake the INSEAD

International Marketing Programme to learn

how to implement both of these and gain newmarketing insights.

I had a few years of marketing experience

behind me when I did the programme, which

gave me the ability to look at things from a

different perspective. It broadened my vision,

it gave me new insights new ways to look

at, and develop, a marketing strategy, how to

conduct analysis and how to explain the project

decision making process to my stakeholders

both within the company and my clients. I came

back to my project with a better understandingof the direction we should take and how to put

it in place, and implement our strategy and

marketing plan. This was thanks to not only the

programme content, but also the interaction

with the other participants.

I gave very positive feedback at the end of

the programme and even 12 years later, I still

feel the same way INSEAD is a great place to

learn. It was a very special and enriching

experience. Go and benet from it: not only

from the teaching but also from the network

can, and will, develop.

It broadened myunderstanding andvision of marketing.

It gave me new

insights new

ways to look at,and develop a

marketing strategy,

how to conduct

analysis and how

to explain the

project decision-

making process to

my stakeholders.

7/28/2019 1322632973_Insead

38/70

R&D andOperationsManagement

R&D and operations innovation have

proven to be the key to competitive

advantage. And superior operations

management is the way to sustain it.INSEAD offers 3 programmes in these

elds to help you create value and

continue creating value in todays

increasingly demanding, complex and

dynamic global ecosystem of supply

chains, manufacturing networks and

R&D alliances:

Manufacturing in a Global Network

Supply Chain Management

Strategic R&D Management.



Turning a global manufacturing network

into a source of sustainable competitive

advantage through the design, operation andperformance measurement of key value-

adding processes

The future of global operations networks,

encompassing timeless and timely issues

(such as lean process management and the

emergence of new global forces)

Strategic management of manufacturing

operations, including best practice from

leading global organisations, process

analysis and performance management

(such as operational metrics, continuous

improvement, innovation and sustainability).


Acquire tools and concepts for effectively

interfacing with a global ecosystem

Build skills to design and operate global

manufacturing networks and improve

management processes

Develop understanding of macroeconomic

trends, performance measures and

organisational levers in manufacturing

increasing motivation and performance.

Participant prole

Senior managers responsible for

manufacturing/production within an

international context

Typically either experienced executives

looking for new insights and perspectives

or managers new to the function, who are

looking to improve their competencies in this

international operations area.

Length of programme

5 days

Manufacturing in a GlobalNetwork

7/28/2019 1322632973_Insead

39/70



The improvement of key ows in the supply

chain by optimising business processes,

organisational structures and enablingtechnologies

Key concepts that underpin supply

chain development, supported by 3

guiding principles: value, alignment and

sustainability

Conceiving innovative strategies and

deploying differentiated solutions that can

help serve customers better and create

value.


Enhanced management of value as a guiding

principle to deliver superior managerial

performance with signicant business

impact

Discover tools to align core processesresulting in the achievement of operational

excellence

Understand frameworks to manage risks and

opportunities for sustainable supply chain

management on a global scale.

Participant prole

Executives involved in creating, optimising

or redesigning a supply chain, who either

are responsible for or contribute to the

supply chain decision making process in

their company

Typically participants have experience

in: operations, manufacturing, logistics,

procurement, information technology

management, marketing, new product

development or distribution.

Length of programme

5 days

Supply ChainManagement


Strategic aspects of R&D, beyond the

typical project management, encompassin

organising for innovation and building anetwork of partners to harness innovation

the eld

Managing R&D activities that lead to prod

innovation as a strategic business process

across multiple functions

Managing and measuring a portfolio of

processes in an innovative culture.


View R&D from a strategic perspective rat

than a collection of development projects

Build tools to translate business strategy in

a portfolio of innovation initiatives and to

measure performance of uncertain and loterm innovation

Build processes and structures that suppo

R&D activities for different purposes and

with different degrees of novelty.

Participant prole

Senior executives involved in managing R

activities (directly or because this is a maj

focus of their organisation)

Typically either moving from a specialised

function into a more generalist role or

general managers required to be more

closely involved in R&D activities.

Length of programme

5 days

Strategic R&DManagement

7/28/2019 1322632973_Insead

40/70


7/28/2019 1322632973_Insead

41/70


7/28/2019 1322632973_Insead

42/70

Finance

As the world economy becomes more

global and increasingly disparate, it is

essential for all executives to understand

the many facets of nance in order tomaximise value for their organisations.

INSEAD offers 6 programmes:

Finance for Executives

Advanced International Corporate

Finance

Advanced Valuation Programme

Advanced Asset Management

Strategic Management in Banking

Risk Management in Banking.



The impact of corporate policies and

operations on nancial performance and how

to appraise investment opportunities

Interpreting nancial information to get to

the business reality behind the numbers

The principles of value-based management

and how to manage resources to create

shareholder value.


Improve understanding of key nancial

elements of value-based management

More effective communication between

managers and accounting and nance

functions

Powerful tools to aid analysis and decision

making

Personalised review of nancial statements

from your company or business unit by our

expert faculty.

Participant prole

Non-nancial executives, including general

managers and senior functional managers

Senior functional managers outside nanceand corporate customer-relations ofcers in

nancial-services organisations who require

a better understanding of the nancial

impact of business decisions.

Length of programme

8 days in Fontainebleau or 7 days in Singapore

Financefor Executives

7/28/2019 1322632973_Insead

43/70



Fundamentals of valuation: pricing

versus valuation methods; value creation

Opportunity Cost of Capital versus WeighAverage Cost of Capital

Evaluating a companys strategic position

using data and historical analysis to estim

and interpret important economic indicato

Forecasting cash ows and continuing valu

developing accurate forecasts using top-

down and bottom-up techniques

Potential complications: complicated tax

scenarios; valuation of foreign companies

including the developing world; political rand government intervention.


Learn how to distinguish value creation fro

value destruction in order to ensure long-

term competitive success and survival

Deepen your understanding of the why w

do it that way behind the valuation conceyou practise daily

Develop the ability to handle cross-borde

emerging-market and other complicated

valuations

Question common practices and identify

common mistakes and misunderstandings

Participant prole

Experienced professionals with signican

valuation experience and knowledge of

basic valuation concepts who want to gain

new insights into company valuation

Typically: bankers; corporate nance

consultants or accountants; M&A

professionals; private equity professionals

general managers concerned with

investment or nance strategy.

Length of programme

3 days

Advanced ValuationProgramme

Advanced InternationalCorporate Finance

NEW


Optional introductory refresher day on the

fundamentals of company valuation and

optimal capital structure

Advanced international project valuation,

including an overview of international

valuation methods for highly leveraged

transactions, and the international dimension

of risk, including strategies for dealing with

currency and country risk

Value creation in raising capital an exploration

of the main issues involved in raising equity

capital and being publicly traded

Tactical issues in nance, focusing on theoptions for companies that nd themselves

undervalued.


Make better investment, nancing and pay-

out decisions in an international context

Accurately measure the impact of your

strategic decisions on risk and shareholder

value

Strengthen your knowledge of global

nancial markets

Increase your tactical nance capabilities

and improve your valuation skills.

Participant prole

Executives and board members who want

to sharpen their nance knowledge in an

international context

CFOs, board members, nancial analysts,

consultants, nance professionals and

investment bankers, who already have a

good understanding of nance theories.

Length of programme

4 days + optional introductory day

7/28/2019 1322632973_Insead

44/70



Strategic analysis of the future of the nancial

services industry, encompassing the choice

of a bank model (specialised or universal,domestic or international)

Analysis of the future of asset management

and private banking

The use of information technology and

customer-relationship management to

deepen relationships

ALCO challenge simulation to develop skills

in value creation and risk control.


Gain expertise in strategic positioning,

including the choice of a bank model

Assess the future of asset management and

private banking

Develop new ideas to reach clients with

new technology and deepen your customer

relationships

Practise, with the help of a simulation, your

skills in asset and liability management.

Participant prole

Senior bank executives, including board

members, responsible for retail, corporate,

capital markets and international banking

Typically, participants have about 20

to 25 years experience in domestic or

international operations.

Length of programme

9 days

Strategic Managementin Banking


Strategic asset management, including:

portfolio allocation, risk analysis, current

trends, benchmarking

Stock selection techniques for long-

term investors, including: value creation

determinants for the long run; technical

analysis and the role of protability;

corporate events as signals of value;

new sources of information

Arbitrage investing and behavioural

strategies, including: understanding

behavioural biases; investment tools based

on behavioural biases; short-term portfolio

analysis; sources of mispricing; comparison

of old strategies with the latest techniques;

sources of performance and risk.


Broaden and deepen your understanding of

new investment management concepts and

explore the latest investment strategies and

techniques

Gain insights into up-to-the-minute assetallocation trends

Acquire new tools and knowledge to provide

better performance for your clients

Learn industry best practices and

explore the main pitfalls of modern asset

management.

Participant prole

Experienced investment managers with

decision making responsibilities from

all types of organisations: pension funds,

insurance companies, mutual funds,

endowments, hedge funds and more

Typically, participants have job titles, such

as: Investment Analyst, Asset Manager,

Investment Manager, Portfolio Manager or

Investment Director.

Length of programme

4 days

Advanced AssetManagement

NEW

7/28/2019 1322632973_Insead

45/70


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

to liquidity risks, fund-transfer pricing, thefuture of capital regulation and performance-

related pay

Draw on recent results from psychology on

behavioural biases in risk management

Discuss risk governance in banking.

Participant prole

Senior bank executives or board members

concerned with risk governance

Senior bankers in various functional areaswho need to inform themselves about risk

control.

Length of programme

5 days

Risk Managementin Banking


7/28/2019 1322632973_Insead

46/70

I enrolled on the Finance for Executives

programme for two reasons. Firstly, I knew

INSEAD as I had already done a course there,

the International Directors Programme.

Secondly, with 15 companies to run at various

stages of growth, it was apparent I needed to

ll the gap I had in terms of the nancial

technical knowledge required to understand

some of the things we are doing.

No matter where you come from, or what you

do, once you get to a certain level in business

nance is essential. What the programme

does is give everyone the same language with

which to communicate in terms of nance. One

of the great joys of the programme is being

able to meet people from all over the world

who all bring different perspectives. What the

programme co-directors were able to do is

take all those different perspectives and all that

different terminology, and blend it all into one,where everyone is talking the same language.

I think that is really important, particularly in

todays globalised world.

When you engage with someone whose

profession is nance, you dont have the

condence to really get into the detail,

unless you have done the programme. You

come away with the condence that you know

what you are talking about, and also what

other people are talking about when they use

technical, nancial terms. More importantly,you can question them, and that broadens your

knowledge of your own business, of the people

within your business and the people with whom

you do business.

The programmes co-directors were brilliant.

Youd think a two week nance course would be

dry, a little bit painful and rather d

1322632973_Insead

Documents

Transcript of 1322632973_Insead