Executive Education Programmes Develop Skills for Impact

Expand your horizon. Make an impact.
Executive Education
Advanced
Management
Programme
General Management
Programmes 2012 - 2013
Contents
1. Introduction 02
2. Programme Content 04
3. Learning Process 08
4. Learning Journey 09
5. Campus Information 10
6. Faculty 11
7. The Participants 14
8. Facts and Figures 17
9. Any Questions? 18
10. Comparison Grid 20
01 Advanced Management Programme 2012 - 2013
Challenge your assumptions.
Make an impact.
by expert faculty, you will question each others
assumptions, explore new perspectives and
gain the condence that comes from having
your very own international network of experts.
INSEAD has 45+ Open Programmes in all the
key areas: General Management; Corporate
Governance; Top Management; Leadership;
Strategy; Marketing and Sales; Finance; R&D and
Operations Management; Entrepreneurship and
Family Business; Industry-Focused; and Region-
Focused.
In the last year we have launched several new
programmes to meet our clients current needs,
including LEAP: Leadership Excellence through
Awareness and Practice for senior executives
and 2 programmes to help companies break
into new markets, Expanding Business to
China and Expanding Opportunities Doing
Business in Europe, both in partnership with the
prestigious China Europe International Business
School (CEIBS).
No matter what stage you are at in your career,
participating in one of our programmes will
give you the skills, knowledge and above all
the inspiration to maximise your impact in an
uncertain world.
In todays volatile global economy, you cannot
afford to carry on doing business the old way.
You have to go beyond the old rules, the old
paradigms, the old assumptions to a deeper
understanding of the principles. You need more
sophisticated skill sets and new perspectives
in order not simply to survive but to thrive.
This is the rationale behind INSEAD Executive
Education. Our wide range of programmes is
designed to enable you and your organisation to
raise your game. We can help you think globally,
react quickly, manage risk prudently, solve
problems creatively and lead people effectively.
World-class faculty
INSEAD has assembled a team of 141 world-
class professors from more than 36 countries.
They are an inspiring mix of entrepreneurs,
change agents and innovators recognised for
their groundbreaking research and contribution
to business. All are experts in their elds with
practical, hands-on experience of working with
global organisations in all sectors. And, through
Executive Education, their expertise is at your
service.
Insights that shape business
INSEADs real-world research is renowned
in all business disciplines. We are famous for
Blue Ocean Strategy and The Innovators DNA,
but the work we are doing right now is just as
groundbreaking, particularly in topical elds
like corporate governance, the build, borrow or
buy solution for growth, nance, leadership and
cross-cultural management. These cutting-edge
insights are integrated into every one of our
Executive Education programmes.
The world in your classroom
In the INSEAD classroom you will sit next
to peers from all over the world, all facing
the same broad challenges as you. But their
solutions will be very different. Orchestrated
ways to make
an impact...
45
+
Read on for
Introduction
In todays uncertain global business
environment senior managers assuming
general management responsibilities face
unique challenges. They need exceptional
leadership skills to manage cross-functional
teams; they need an international mindset;
they need the ability to successfully manage
continuous change; they need the skills,
knowledge and condence to make strategic
decisions and implement them, and to
complicate matters further, they need to do all
this whilst also creating value.
INSEADs world-class, comprehensive General
Management Programmes are designed to
accelerate your effectiveness as a manager,
increase your performance and to help
you drive effective change. Designed and
delivered by some of the worlds best faculty,
you will gain the condence to make the
decisions needed to succeed, expand your
thinking and learn what it takes to become an
exceptional business leader.
Our Advanced Management Programme
is a reective process that offers participants
insight into the way in which they exercise
judgement. Transition to General
Management is designed to smoothe and
accelerate the transition from functional/
technical management into general
management. The Management Acceleration
Programme is designed for early career
high-potential executives equipping them
with a general management perspective. The
Asian International Executive Programme
prepares executives for senior management
challenges in Asia.
Transforming senior executives into
thoughtful business leaders
The environment confronting business leaders
today continues to be volatile offering
opportunities amidst great dangers. The
theories and models that guided decision
making in the past no longer provide leaders
with all the answers they need. Successful
leaders rely increasingly on their own
judgement to make decisions.
The Advanced Management Programme
acts on the belief that exercising judgement
is neither art nor science, but a craft that can
be honed with practice, reection, feedback
and coaching. The Advanced Management
Programme represents an unparalleled
opportunity for senior leaders to reect in
structured ways about how they exercise
judgement at important decision points in
their lives and careers.
The Advanced Management Programme is
a complete general management programme
it helps senior executives to address all
aspects of leadership. The programme
complements functional understanding
with a holistic approach that helps leaders
build judgement in their specic contexts.
Our innovative methods offer two unique
opportunities: rst, leaders reect actively on
the quality of their own judgement; second,
they use proprietary frameworks to dene and
implement an agenda to enhance performance
both their own and their organisations.
The programme recognises that learning
is not an event but a journey. Consequently,
the Advanced Management Programme is
designed to be a life-long journey with close,
structured contact over the rst year and a
looser networked contact thereafter.
Key benets
Insights that challenge your assumptions.
For example, people who lead what they
consider to be commodity businesses think
that there are set ways to compete in these
businesses. That is, until they meet people in
other commodity businesses and nd they
are competing very differently
Actionable knowledge. This is not merely
facts and theories. Rather, it is developing
deeper insight into information you often
already possess and that has immediate
implications for what you should do
Increased condence. We believe that, as
a senior leader, you already know what you
need to do. We help you to develop even
greater condence in your knowledge by
testing your assumptions and making them
more robust. You are also able to benchmark
yourself against your peers
Programme Content
Building judgement a core developmental
objective
Senior leaders often face issues that cut across
traditional categories such as marketing,
nance or HR. Imagine you need to
determine how aggressively to support an
expansion plan in a new geography. You will
probably think systematically about customer
segments, supply chains and routes to market.
You will ponder how to staff the expansion
while maintaining your culture and, of course,
you will evaluate the potential return on your
investment. You will then think of how you can
sell the expansion internally to garner the
support you will need.
The curriculum of the Advanced Management
Programme is organised as a four-phase
process (Mega-trends, Stakeholders,
Organisation and Processes, and People)
that enables senior corporate leaders to
engage systematically with complex issues.
Whereas each specic issue may be unique,
our process enables you to structure even the
most intractable problems. Going well beyond
theory, our process allows you to complement
the evidence-based tools offered in the
classroom with the wisdom of your colleagues,
your peers and your own considerable
experience.
We believe that the best management theories
are important supports for managerial
judgement not substitutes for it. The
Advanced Management Programme seeks
to cast a spotlight on how senior leaders
exercise judgement. On the one hand, we will
demonstrate that grounding your decisions
in the prevalent evidence base is an essential
condition for effective decision making. On the
other, we will show that leaders often deviate
systematically from what they would consider
sensible courses of action. To correct this, we
will introduce simple and often counter-intuitive
ways of exercising judgement that will form an
important foundation for this programme.
I. Mega-trends
Most strategic decisions ought to be contingent
on sweeping, long-term changes in political
economy, technology and society. Remarkably,
several of these trends seem to be fairly stable
over the long term, while displaying short-term
perturbations. What are these long-term trends?
How volatile might the short-term perturbations
be and how might these affect what you would
like to accomplish?
To address these questions, we will feature
speakers who have evidence-based points of
view and supplement their opinions with the
collective wisdom of the participants to form
robust, practical solutions for the future.
Macro economy
There are broad trends in economic
development that have proven remarkably
robust over the last few centuries. What
drives this steady development? Why have
some economies proven to be more astute at
leveraging this long-term growth? In which
economies should we invest and what attributes
seem to correlate with success?
The geo-political context
What broad shifts in the political terrain do we
see over the medium term? What coalitions
appear to be weakening, and what will emerge
to take their place? What is the collective
view of the major geo-political impacts on our
businesses? Once again, we will link these
discussions back to specic choices that confront
you.
Broad technological and social trends
For some time now, we have been hearing
about sweeping changes in the way we connect
facilitated by technology and have been
thinking about how to leverage these changes in
our organisations interests. How do we see these
changes impacting us over the medium term?
At the end of this phase, you will structure your
own thoughts about how mega-trends could affect
your work contexts and set priorities for action.
II. Stakeholders
Successful organisational leadership derives
at least partly from the ability to manage the
expectations of diverse and often competing
stakeholder groups. In this phase, we examine
the evolving demands of key stakeholders and
ask how senior leaders such as you will trade
off competing demands. The key theme of value
creation will recur often over the course of this
phase and will act as the organising principle
along which stakeholders will be engaged.
Customers
Customer value creation is often the root
source of value creation for other stakeholders.
Evolution in the framing, delivering and
capturing of value from customers is a crucial
concern for business leaders. Changes in
customer perceptions, avenues of access to
them and the framing of value propositions
all have implications for how easy or difcult
it will be to get ones message heard in the
cacophony of the modern marketplace.
Competitors
Successful business leaders often claim they
do best by rendering competitors irrelevant.
Doing so successfully represents superior
avenues for value creation. In highly contested
markets, however, rms succeed by identifying,
articulating and leveraging competitive
advantage over other players. Current and
future actions by competitors inuence which
courses of action will be successful for you.
Shareholders
Driving value creation for shareholders is an
important and some would argue the only
function of management. However, that may
not be as straightforward as it sounds. In this
conversation, we will propose that value is the
only real indicator to which leaders must pay
attention.
Other societal stakeholders
Should an organisation focus time, attention and
possibly money on broader social issues? Why
are many of the companies represented in each
room of Advanced Management Programme
participants spending real resources on such
issues? This conversation will provide insights
into how, when and why paying attention to
non-traditional business stakeholders could
generate value for your organisation.
III. Organisation and processes
Having looked at broad external trends and the
stakeholders who inuence organisations, this
phase of the programme turns to the process
levers that help steer your organisation in the
directions you desire.
Networks and change
The networks you possess are your principal
supports as you drive change in your
organisation. What makes for more or less
powerful networks? How are different networks
more or less supportive of your change efforts?
As change becomes the only constant that your
organisation deals with, we help you plan the
networks you will need to inuence others who
will, in turn, realise your vision.
Business models
What is your organisations blueprint for
success? When and how does your organisation
make money in reality, not only in your mind?
Is this aligned with what you perceive to be
your strategy? The devil in most grand plans
lies in the detail and we offer opportunities
for you to deconstruct the activities behind
your plans and determine how the business
model underlying your activities supports or
militates against your aspirations.
Fair process
Organisations are hierarchical in nature, but
people in them still respond to perceptions of
fairness or otherwise in decision processes. We
discuss the role of fairness in leadership and its
relation to sustainability and performance.
Governance
What constitutes good governance? Is there an
Anglo-Saxon governance model and, if so, how
does this translate to non Anglo-Saxon parts of
the world? In todays world, it is crucial that you
engage with the principles of governance that
will oversee strategy implementation.
Structure
We will also devote time and attention to
broad issues of structural and systems design
in modern organisations. We will pay careful
attention to the fragmentation of global supply
chains and recognise that structural solutions
need to be much more exible than was
typically the case in the past.
IV. People
By this phase, your thinking has not just
crystallised; you can actually see its
implementation. You are clearly not a content
expert in every area of implementation you
cannot be. But you believe you have the people
in place to make it happen. Now begins the
enthralling task of taking stock of yourself, your
behaviours and your attitudes towards your
organisation and team, the ways in which you
lead them, and what you project that helps or
hinders your cause.
The leadership metaphor
The principal crucible for forging leadership
is experience. Our approach to leadership
development is to support you to simulate the
experience crucible using multiple metaphors.
We use simulated environments in theatre,
music and history to enable you to reect on
and develop your natural leadership skills. You
will leave the programme with a structured plan
to develop and monitor the skills you desire.
The values conversation
Values are not set in stone. They change
according to the lenses through which they are
viewed. Increasingly, corporate observers are
asking for a moral standard to which leaders
hold themselves accountable. However, values
are also useful to communicate to colleagues
and external stakeholders the principles that
you and your organisation deem inviolable.
You will be invited to explore your position on
values from multiple perspectives.
Communication
A carefully crafted vision built on an authentic
foundation of values could yet prove futile if
you fail to communicate that vision effectively.
Communication is a crucial leadership skill and
we work on offering you simple, relevant ideas
that will help you get your particular messages
across successfully.
Balance
Many of the conversations we conduct during
this programme are based on your professional
life. However, we do not make the mistake of
assuming that your professional life, dominant
though it may be, can be disengaged from
the rest your life. As a senior leader, you face
genuine choices about how to invest your
time and effort. We ensure that these choices
become real to you and that you make them
knowingly rather than involuntarily.
Process elements
We cannot emphasise enough that the Advanced
Management Programme comprises a
process, not an episodic intervention. This
process is initiated with a key communication six
weeks before you gather on the INSEAD campus.
In addition, some cohorts of participants from
the Advanced Management Programme have
continued to meet, re-engage and examine
issues of importance to them, every year for over
two decades.
The following are key process elements
that dene participants experience of the
Advanced Management Programme.
Structure for implementing strategy
At the outset, you will get access to a broad
framework in which to think about your
challenges as a senior leader. Even prior to
coming on to campus, you will be encouraged
to use the framework to analyse some key
issues that confront you today. We will then
use inputs from the programme, reective
conversations with your peers and more
structured coaching sessions to help esh out
the framework of issues you have identied.
360-degree feedback and coaching
As a senior leader, you will have received
feedback through multiple channels,
throughout your career. Through the Advanced
Management Programme, you will have the
opportunity to complement this with feedback
received using a unique, INSEAD-developed
instrument one that has been validated
rigorously with benchmarks from thousands
of senior participants. The results will be
discussed in an innovative group-coaching
process that will yield actionable objectives for
personal development.
The discipline of reection
Sometimes the most useful inputs that senior
managers feed into their decision-making
processes are their own. However, modern
life does not offer sufcient opportunities
for leaders to reect on their actions and
internalise lessons from the reection. In this
programme, we structure time for you to do
exactly that individually, in small groups and
in large ones.
Collective wisdom
Senior leaders exercise judgement when
making calls about the future. Some of the
toughest occur in one-off situations, yet the
call affects the organisations medium-term
future. Evidence suggests that experts are not
very helpful in such contexts. Evidence also
suggests that cumulating the perceptions of
diverse people results in more robust forecasts
than those generated by any one expert. We
introduce you to techniques that will help you
bolster your judgement using peer groups,
such as that of the Advanced Management
Programme, and suggest that you can continue
to use these techniques indenitely.
How you learn is as important
as what you learn
After half a century of educating senior
managers, we at INSEAD know that simply
passing on knowledge is not enough. The
Advanced Management Programme
succeeds by challenging your assumptions and
opening your mind.
A powerful learning experience
orchestrates a rich variety of learning methods.
Reection groups that offer participants
insights into how they exercise their
judgement
Interactive case studies based on real-life
decisions
Forum sessions where participants bring
individual or small-group learning to the
entire participant body
Group work for sharing experience and
expertise very different from your own
360-degree leadership survey developed
at INSEAD for Advanced Management
Programme participants
Group coaching, a unique peer coaching
experience where participants develop skills
to coach and to be coached
Highly realistic simulations that benchmark
your skills in a risk-free environment
Sessions designed to leverage the inherent
knowledge of groups
Role-play and video sessions to bring
learning to life and build the ability to
communicate effectively as a leader
A range of electives which tailor the
programme even more closely to your needs
Traditional lectures to convey the very latest
management theories
Other social and cultural activities designed
to facilitate contact and exchange
Learning Process
The Advanced Management Programme is
so much more than a four-week educational
experience. It is designed to be a learning
journey that lasts a lifetime.
The journey begins approximately six weeks
before your arrival on campus. You are asked
to identify a specic strategic challenge that
you face in your work and are taken through a
structured process to help you begin reecting
on it. This strategic challenge will become
the unifying thread that runs throughout your
learning on campus and enables you to
measure the programmes impact, once you
return to work.
During the four-week residential programme,
you will reect and receive feedback on your
strategic challenge, facilitated by expert
INSEAD faculty and coaches. You will work
both individually and, in order to leverage the
wealth of experience of your peers, in carefully
selected groups comprised of senior executives
facing similar strategic issues.
With the support of coaches, faculty and fellow
participants, you will continue to make progress
on your chosen challenge in the six months
Learning Journey
Interview with
Programme
Director
360 survey
Start strategic
challenge process
Access to learning
platform
Programme
content
Mega Trends
Stakeholders
Organisation and
Processes
People
Process
Strategic
challenge process
continues
Introduction to
alumni network
and online
platforms
Conference call
with coach and
strategic challenge
group (+1 month)
Strategic
challenge
feedback
(+3 months)
Strategic
challenge
feedback
(+6 months)
Continued
learning and
networking
through online
platforms
Optional ve-day
capstone module
in Singapore
INSEAD Alumni
Association
activities
Online networking
and continued
learning
Off-Campus On-Campus Off-Campus On-Campus Off-Campus
Ongoing
learning
Optional capstone
module
One to six months after
residential programme
Four-week residential
programme
Pre-programme
following your stay on campus. This will enable
you to evolve both your strategic vision and your
plan of action and to make an even greater
impact on your organisation.
The journey continues through an optional ve-
day capstone module in Singapore about one
year after the four-week residential programme.
This optional module is designed to push the
boundaries of your leadership potential through
group work facilitated by our coaching staff,
to continue the conversation on the dramatic
shifts taking place in the world economy and
geopolitics and to understand some of the
strategic conversations we had during the four-
week programme in the context of Asia.
The nal integral element of the Advanced
Management Programme is the online
learning platform that enables you to keep in
touch with your peers before, during and
after your time on campus. It also brings you
up-to-date with the latest INSEAD research and
connects you with the schools wider alumni
community. In short, it is the gateway to an
exclusive network that will enable you to rise to
a whole lifetime of strategic challenges.
Europe Campus
Campus Information
INSEAD is unique among leading business
schools in having a 3-campus structure
spanning Europe, Asia and Abu Dhabi. Each
campus is highly cosmopolitan and has its own
world-class faculty in residence. Executive
Education programmes run at 1, 2 or even all 3
locations, while Customised Programmes can
be held anywhere in the world.
Europe Campus
INSEADs 8-hectare Europe Campus is situated
on the edge of the beautiful, historic town of
Fontainebleau, France. It nestles in the vast
Forest of Fontainebleau yet is less than 1 hour
from the centre of Paris and international
airports. Facilities are of the highest standard
and include: 29 lecture theatres, many
classrooms, study areas, 2 restaurants, a bar, a
bookshop, extensive library resources, a fully
equipped gym and 2 on-campus hotels with a
total of 158 rooms.
Asia Campus
The Asia Campus in Singapore occupies a
1.8-hectare site in the heart of the citys Buona
Vista knowledge hub just 30 minutes from
the airport and 15 minutes from the nancial
district. Its state-of-the-art facilities (currently
being extended for the second time) include:
8 lecture theatres, classrooms, study areas, a
restaurant, 2 bars, a 24-hour library, a tness
centre and 85 hotel rooms for participants.
Abu Dhabi Campus
Abu Dhabis city centre is home to INSEADs
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,
has 3 lecture theatres, 2 conference rooms,
classrooms, study areas, a library, a restaurant
and prayer rooms.
Faculty
All the breadth and depth of the programme is
personied in its faculty. INSEADs professors
represent many cultures, many disciplines,
many perspectives. At the same time, they
are acknowledged world experts in their own
particular elds and outstanding teachers.
With strong track records in research and
teaching, our faculty also remain intimately
close to business. Most are engaged in cross-
disciplinary research, either through dual-
subject appointments to INSEAD or through
the schools multi-faceted research centres.
Unlike many schools, we make sure that
INSEADs own highly rated professors
represent the vast majority of teachers
on our General Management Programmes.
And only the most experienced or those
with new and relevant research are invited
to teach on the Advanced Management
Programme. In short, they are selected for
their outstanding teaching and original
thought. Participants take away their latest
books, as well as long-lasting memories
of their classes.
Narayan Pant (India)
Programme Director
Professor of Management
of Practice
PhD, New York University
By the time they take the Advanced
Management Programme, participants have
years of successful general management
experience in some of the worlds best
companies.
offers them a valuable opportunity to refect
on their lives, careers and aspirations in a
group of their peers, who come from all over
the world.
The value for them is to go beyond familiar
models of strategy, fnance and marketing that
most of them know, and engage in a holistic
conversation about where they would like to
be and how to get there. Of course, we dont
neglect important models and principles but
we keep these real.
I personally fnd the Advanced Management
Programme exciting because it is real. We do
not hide behind models that have doubtful
validity for our participants. Our explicit goal
is to keep the conversation real for them.
Other contributing faculty include:
Jose-Luis Alvarez (Spain)
Adjunct Professor of Organisational Behaviour
Antonio Fatas (Spain)
Professor of Economics
Anil Gaba (India)
Professor of Decision Sciences
Kevin Kaiser (Canada)
Afliate Professor of Finance
Jos Santos (Portugal)
Afliate Professor of Practice in Global
Management
Miklos Sarvary (Hungary)
Professor of Marketing
Ludo Van der Heyden (Belgium)
Professor of Technology and Operations
Management
Ian Woodward (Australia)
Adjunct Professor of Organisational Behaviour
Dipak C. Jain (The United States)
Dean of INSEAD
To learn more about the Advanced
Management Programme and download
the application form, visit: http://executive.
education.insead.edu/advanced_management/
The Participants
Senior executives without current managerial
responsibilities and business consultants with
senior-level client experience are invited to
discuss their candidacy with the programme
advisor.
From participants to alumni
Participants leave the Advanced Management
Programme as full members of the INSEAD
alumni community. Only graduates of our world-
famous MBA, Executive MBA and PhD
programmes, together with selected Executive
Education participants, are eligible for this status.
The elite worldwide network consists of over
41,100 alumni in around 160 countries, many with
very active National Alumni Associations.
Management Programme and download the
application form, visit: http://executive.
represents an extraordinary wealth of
industries, companies, leadership positions and
experiences for you to learn from. Participants
are typically from a diverse range of countries,
which not only provides a unique learning
environment, but also offers rich networking
and benchmarking opportunities. These
participants have attained the very highest
standards of business performance and are
considered leaders in their organisations.
The Programme Director will personally
evaluate each application based on leadership
achievements, current level of responsibility
and commitment to learning and self-
development.
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 twelve years management
experience, with at least ve years in a
general management position with clear
cross-functional and P&L responsibility
Some of our past participants
have included
General Manager
AstraZeneca
Greece
Executive Director
Cetelem
Brazil
Vice President
Coca-Cola
Belgium
Managing Director
Credit Suisse
Switzerland
Managing Director
McDonalds
Australia
General Manager
Mitsubishi Corporation
Japan
General Manager
Nedbank
South Africa
Head of Corporate Banking
Nordea Bank
Finland
Vice President
Oracle Systems
United Arab Emirates
General Manager
Petrobras
Brazil
General Manager
Provimi
Russia
Head of Electrical Power & Control Systems
Rolls-Royce
The United Kingdom
General Manager
Sage
France
General Manager
Sano-Aventis
Republic of Korea
Chief Financial Ofcer
Siemens Building Technologies
Switzerland
General Manager
Skye Bank
Nigeria
Member of the Board of Directors
Solvay
Belgium
Chief Executive Ofcer
Statoil
Denmark
Chief Executive Ofcer
Tesco
The United Kingdom
General Manager
Westpac
Australia
The Advanced Management
Programme gave me fresh insights
and new ways of thinking and taking
decisions. In professional terms it was
transformational for me.
CEO & Comptroller General
Intellectual Property Ofce (IPO)
The United Kingdom
Its so good to go back to school after 30
years and be reminded that there are still
things you can do better. Ive come back
with new tools that are not only effective but
effcient. What struck me most was that so
many of the participants shared the same
challenges on a different continent, in a
different culture and in a different industry.
CIO,
Nexen, Canada
I likened my experience to an intellectual
roller coaster: it shakes your mind, twists it,
stretches it, taking you to a new frontier.
CEO, Formerly Executive Director, Business
Development,
Emaar Properties PJSC
Region
Northern Europe 18%
Asia 16%
Benelux 14%
Oceania Pacic 13%
Western Europe 13%
Africa 12%
Southern America 5%
Southern Europe 3%
Eastern Europe 2%
Middle East 2%
Northern America 2%
Industry
Services 31%
Finance & Banking 18%
Natural resources 16%
Heavy industry 7%
Pharmaceuticals
& Chemicals 7%
Electrical
& Engineering 5%
Transport 5%
Consumer goods 4%
Telecommunications 1%
Other 6%
Function
General Managers* 43%
C-suite Executives 14%
Managing Directors 12%
Heads of Product
Divisions, Heads of
Geographical Regions 10%
Vice-Presidents 9%
Executive Directors,
Executive VPs,
Executive Heads 7%
Board Members 2%
Other 3%
*Senior cross-functional managers with over 12 years
management experience.
Practical information
Programme Date Location Length Fee* Level
Advanced
Management
Programme
Optional
Capstone Module
9 July3 August 2012
22 October
16 November 2012
429 March 2013
126 July 2013
429 November 2013
610 May 2013
(Optional Capstone
Module)
Fontainebleau
Fontainebleau
Singapore
Fontainebleau
Fontainebleau
Singapore
4 weeks
4 weeks
4 weeks
5 days
32,500
32,500
SG$51,100
32,500
32,500
SG$7,800
C-level
Experienced General
Manager
Application process
Acceptance on the Advanced Management
Programme is subject to the review of the
Admissions Committee, which carefully
evaluates all applications, systematically calling
participants to ensure that the programme will
meet their objectives.
It is imperative to apply early to this
programme, as applications will be closed
six weeks before the programme commences
(when the pre-programme work begins).
Please contact our programme advisor Clment
Quessette if you have any questions.
Places are conrmed on a rst-come-rst-
served basis, taking into consideration
the applicants level and objectives, and
the diversity of the class. The Admissions
Committee will review your application and
advise you on the outcome as soon as possible.
Tuition fees*
A tuition fee of 32,500/SG$51,100* is billed
after acceptance, two to three months before
the programme, and must be settled before
the programme begins. Instruction, teaching
materials, books, refreshments during breaks,
lunches on working days and opening and
closing dinners are covered by this fee.
The tuition fee for the one-week residential
programme to be conrmed.
Accommodation
The tuition fee does not cover accommodation.
This is reserved by INSEAD on your behalf. The
approximate cost of on-campus accommodation
in Fontainebleau is 790 per week and in
Singapore S$1400 per week. Accommodation
charges should be settled at the end of the
programme.
Cancellation policy
Cancellation charges are as follows:
45 to 30 days notice: 25% of the tuition fee
29 to 8 days notice: 50% of the tuition fee
within 7 days of start date:
100% of the tuition fee.
* Fee subject to change. For programmes delivered in France,
VAT (19.6%) to be added for companies based in France, individual
purchasers from the EU and for European companies where no VAT
number is supplied. For programmes delivered in Singapore, GST
(7%) to be added for Singapore-registered companies.
The programme ends with a closing dinner, hence participants are expected to leave the day after.
Any Questions?
INSEAD has expert programme advisors, who
are there to support Advanced Management
Programme candidates and participants. Here
are some of the questions that we are most
frequently asked. But if you have any further
queries about the programme, how it ts with
your needs or how the selection process works,
we are here to help. Do get in touch using the
contact details below.
INSEAD Europe Campus
Clment Quessette
Programme Advisor,
Open-enrolment Programmes
Executive Education
Boulevard de Constance
77305 Fontainebleau Cedex, France
Tel: +33 (0)1 60 72 40 27
Fax: +33 (0)1 60 74 55 13
Email: AMP_Contact@insead.edu
Alternatively you can use the following contacts
for more general enquiries.
INSEAD Asia Campus
Ong Meow Kim
Tel: +65 6799 5405
Fax: +65 6799 5299
INSEAD Abu Dhabi Campus
Adey Zaghab
Tel: +971 2 651 53 41
Fax: +971 2 446 03 03
Why should I choose INSEAD above other
business schools?
We think our diversity is what makes
us different and better, especially for
participants who wish to prepare for a very
turbulent and challenging international arena.
INSEAD is certainly the only school where
no single culture dominates. The second
major reason is that INSEAD has 40 years
experience of educating top executives. The
Advanced Management Programme reects
our best practice in providing participants
with an intense yet full general management
experience.
What exactly does the selection process
entail?
It is important for all participants that the
programme brings together people with
an adequate level of general management
experience, professional expertise and
business responsibility. The Programme
Director personally reviews every application
for the programme in conjunction with the set
guidelines, the intrinsic quality of the applicant
and his or her potential contribution to the
learning environment.
What can I expect to change after the
Advanced Management Programme?
takes you through a reective process that
enables you to understand fully the way
in which you develop and exercise your
judgement. The new perspectives gained
by faculty and your peers will change your
approach to the challenges you face. At the end
of the programme, you will have a selection of
new ideas and solutions, and will return to the
ofce with a clear strategic plan. Facilitated
by INSEADs alumni and online platforms,
you will also have a much broader network of
international colleagues that you can call upon
for future business challenges.
Why should I do a General Management
Programme?
INSEADs General Management Programmes
will equip you with the skills, knowledge and
condence to become a successful business
leader. Created and delivered by some of
the worlds best faculty, each one of these
programmes will challenge assumptions and
enhance leadership skills, delivering a broader
vision to both you and your organisation.
Depending on your level and experience,
we offer the Advanced Management
Programme, Transition to General
Management, Management Acceleration
Programme and the Asian International
Executive Programme.
How do I know that this General
Management Programme is right for me?
Advanced Management Programme
participants have at least twelve years
management experience, with at least ve
years in a general management position with
clear cross-functional and P&L responsibility.
What instructions should I leave my
colleagues at work about contacting me?
Please ask them not to disturb you, unless
there is an emergency. Calls and emails are
distractions from the Advanced Management
Programmes intensive learning process.
Those who disconnect themselves most
effectively are generally those who learn most
and return with most to give their organisations.
Your colleagues and direct reports have much
to gain from coping without you too.
Management Programme and download
the application form, visit: http://executive.
Senior executives such as CEOs,
CFOs, COOs and heads of
product divisions, geographical
regions and other major
business units
An average of twelve years
management experience, with
at least ve years in a general
management position with
signicant P&L and cross-
functional responsibilities
Senior functional or technical
managers about to make
the transition to general
management or recently
appointed general managers
At least eight years
management experience with
an outstanding track record in
one or more functional areas of
business
Emerging leaders early in their
careers as managers, or high-
value individual contributors
close to gaining management
responsibilities
Those with potential for future
senior general management
roles, typically graduates
with at least ve years work
experience in a position with
some operating, corporate or
management responsibility
Executives with at least eight
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
Structured reection by
participants into 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
themselves
In-depth examination of the
foundations of business, to
reinforce expertise in leading
the value-generation process for
successful transition to general
management
Self-awareness and leadership
style is developed within a
unique group of peers from
other cultures, industries and
backgrounds
Using rigorous frameworks and
tools, participants learn how to
make effective decisions that
create signicant value
Optional fth-week business
simulation that integrates past
experience, new-found skills
and knowledge into a global
perspective
Fundamental business
principles and skills necessary
for a thorough foundation
in general management, to
develop a deeper and broader
level of competence in key
functional disciplines
Conceptual frameworks and
reective learning processes,
to develop the knowledge,
awareness and abilities to
exercise leadership in and
across teams
A broader perspective of the
business and the connection
of everything learned on the
programme to achieving a value
creating perspective
Understanding of 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 Asian
solutions
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
More effective decision making
at a general management level
and enhanced leadership skills,
giving you increased condence
and managerial impact
Develop a keen understanding
of how to manage for value
(using the INSEAD-developed
Blue Line Management
concept)
Integrate your knowledge and
skills in a programme format
that matches your busy
schedule
Become a more condent
manager ready for new
responsibilities, with new
knowledge, skills and self-
awareness
Focus on creating value and
providing leadership to become
a more effective manager
Return to the ofce ready to
make an immediate impact
with a fresh perspective
encompassing the bigger
business picture and a longer-
term view
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
strategy, processes and up-
to-date business models in an
Asian context
Framework and theories plus
panel discussions focusing on
current issues faced by Asian
countries
4 weeks + 1 week Optional
Capstone Module
2x2 weeks modular (optional 5
th

week integrated business
simulation module)
3 weeks or 2 weeks + 1week 2 weeks
Fontainebleau + Singapore Fontainebleau + Fontainebleau
Fontainebleau + Singapore
Fontainebleau + Abu Dhabi
Fontainebleau
Singapore + Fontainebleau
Singapore
Advanced Management
Programme
Transition to General
Management
Management Acceleration
Programme
Asian International
Executive Programme
P
a
r
t
i
c
i
p
a
n
t

p
r
o
f
i
l
e
P
r
o
g
r
a
m
m
e

c
o
n
t
e
n
t
K
e
y

b
e
n
e
f
i
t
s
L
e
n
g
t
h
L
o
c
a
t
i
o
n
Comparison grid
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 N4, 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

Executive Education Programmes Develop Skills for Impact

Transféré par

Informations du document

Description originale:

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Executive Education Programmes Develop Skills for Impact

Transféré par

Droits d'auteur :

Formats disponibles

Expand your horizon. Make an impact.

Vous aimerez peut-être aussi