DTU’s

Executive MBA
MASTER IN MANAGEMENT OF TECHNOLOGY (MMT)
 Why DTU’S
Executive MBA?
Content Most leaders and managers from private and public
companies face a lot of new challenges concerning
their business’ competitive position and their own
capabilities to handle these. They often ask them-
3 Why DTU’s Executive MBA? selves questions such as:
4 What Will You Achieve?
>> What does it take to keep the company’s
5 How DTU’s Executive MBA Made Our Company More Valuable competitive position in the industry?
6 How Do We Enable Your Development?
>> How do we adapt our strategy and our organi-
7 How DTU’s Executive MBA Took Me To New Places
zation to new customer demands and to new
8 Program Structure competitive pressures?
10 Descriptions of Modules and Subjects
>> Does our company have the competencies nec-
13 Lifelong Network Within a Professional Community
essary to successfully compete in the market
14 DTU Business Facilities now and in the future?
16 Your Company’s Involvement
>> Are we developing the right products and pro-
17 How the Personal Leadership Course Made Me Grow as a Leader
cesses for the future?
18 Who Are My Fellow Participants?
18 The Master Project Alone Was Worth More Than the Cost of the Entire Program >> Do I have the necessary leadership skills to
lead other people through current and future
19 Study Tours technology trends?
20 Practical Information
22 Faculty >> Do I have the tools and leadership know-how
to facilitate my company and employees to
23 How the Entire Company Benefited innovate?
24 Your Journey Starts at DTU Business
There are no easy answers to these questions and
there is no nice and nifty solution to these chal-
lenges. But DTU’s Executive MBA is conceived to
make leaders and companies face such questions.
At DTU Business we are convinced that there are
huge potentials for growth and creativity in exist-
ing companies. It is our firm belief that the poten-
tial for value creation can be unleashed by estab-
lishing a learning environment where the proper
frameworks, tool sets, methods and concepts are
applied on real life projects. And we believe that
our track record through several years of presence
confirms it. DTU’s Executive MBA is accredited by
AMBA, the Association of MBAs. This accreditation
confirms the high quality of the program and the
benefits it provides for our participants and their
companies.
Value creation depends on deep understanding of
the customer, the market and the competitors, of
how new products and processes can be shaped,
of how to manage cross-section processes, and of
how to lead other people. Knowing how to manage
technologies is only part of the picture; we would
like you to get the full view.
This is why we are here.
DTU B U S I N E S S 3
 What
DTU’s Executive MBA, also called Master in
Management of Technology (MMT) is a big
personal investment, however it is likely to

will you
be one of the best investments you will ever
make with a huge payback in both the short-
and the long-run.

YOUR benefits

achieve?
>> From day one you will learn to
use tools, methods and insights
that will make your working life
more efficient when dealing with
daily challenges.
>> You will have access to a high-
ly valuable knowledge sharing
network through your class mates
and the alumni association.
Your COMPANY’S benefits
>> A direct contribution of at least
800 hours as a consultancy input
from assignments and project
reports (e.g. master project of
400 hours about a major business
challenge).
>> A more knowledgeable leader
especially within value creation.

HOW DTU’S EXECUTIVE MBA MADE OUR
COMPANY MORE VALUABLE
“In our company we were stuck in the strategy pro-
cess when I joined the program. We had the option
of either hiring a consultant or sending somebody
to the executive MBA program.
The idea of taking a leader from the
company, someone who knows the market, the
customer base and the capabilities, out of the daily
operations and sending this person to the program
is a perfect way for small and mediumsized compa-
nies to get a new strategic direction.
>> You will acquire better personal
insight and expand your leader-
ship skills.
>> You will be able to inspire innova-
tion in others and execute innova-
tion processes more effectively.
>> You will attain a comprehensive
understanding of the value chain
and better knowledge about how
to enhance it.
>> An internal expertise about de-
signing, planning and operation
innovation processes.
>> A more loyal employee (as 43%
of the candidates stay with their
company 10 years after gradua-
tion).
>> A direct impact from your updated
skills and contemporary knowl-
edge on company performance.

Where do we want to go? What options do we

>> You will be able to create more
have? Small companies say that they can’t afford
value for your company and to
the fees for an MBA program but for them it is
actually a very good investment” create better carreer opportuni-
ties for yourself.

Allan Nygård Bertelsen

Managing Director
Copenhagen Subsea A/S
Class 12
4 DTU BUSINESS DTU B U S I N E S S 5
 At DTU Business we strongly
believe in the action learning
principle; real learning only
occurs once knowledge and
frameworks have been applied
to real life assignments and
business challenges.

Education that makes a difference

The structure of the program ensures that theories
and methods are applicable in practice. You will
mainly address topics, which have the potential for
developing solution-oriented methods and tools.

The program is based on an ongoing interaction

between participant experiences and relevant
frameworks. During the course of the program
roughly 50% of the total study time is spent on
company specific assignments and projects.

The size of the class is limited to 35 participants,

enabling lively discussions where all have a chance
to contribute.

Faculty
I HIGHLY RECOMMEND BUILDING
Our faculty in the program are international top
SOLID RELATIONSHIPS TO
faculty from leading business schools and univer-
FELLOW PARTICIPANTS
sities around the world. They come from diverse
“I believe the focus on leadership, professional and academic backgrounds.
technology, and real-life application of
management frameworks and models
is a special quality of DTU’s executive
MBA, and I feel lucky for the opportunity
of building solid relationships with such
gifted fellow participants and lecturers.
We still touch base regularly, and I look
forward to the mutual inspiration every
single time; the dynamics are productive
and the energy level high – just how I like
to share and learn.”

Nina Varming-Petersen
CTO, Karnov Group
Class 18
6 DTU BUSINESS DTU B U S I N E S S 7
Program Structure
SEMESTER 1 SEMESTER 2 SEMESTER 3 SEMESTER 4

Strategy Marketing Consultancy Operations and Supply Business Master

Project Chain Management Analytics Project

Applied Organizational Management

Economics Development of Technology
and Change
Service
Innovation
Innovation Leadership
@ University of California, International Business
Berkeley and Management
Financial
Analytics
and Management
Innovation
Management
International Electives
Consultancy Project
incl. Study Tour
Business Communication
Problem Solving Skills

Leadership

8 DTU BUSINESS DTU B U S I N E S S 9

Description of modules and subjects
Strategy
The course is built on three pillars: strategic positioning, ca-
pabilities, and change. Starting from the analysis of the firm’s
external competitive environment, we assess the “structural”
attractiveness of the industry and consider how a firm’s
position in that industry affects its performance. We then
shift focus to an analysis of your firm’s internal resources and
capabilities, exploring how competitive advantage is built and
sustained. Finally, we turn to organizational change to explore
what happens when the environment your company operates
in changes and, in particular, how your organization’s behav-
ioral context both facilitates and constrains your ability to put
strategy into action.
Applied Economics
The course provides an intense introduction to micro and
macro-economic analysis and its applications. It is designed to
give foundation in basic economic concepts that are essential
to understanding consumer, business, and public policy deci-
sion making. The emphasis is on acquiring sound models and
methods suitable for appraising decision-making issues and
applicable in a wide variety of contexts. The microeconom-
ics part of the course covers economic decision-making by
individuals (households) and firms, the market forces of supply
and demand, competition, business organization, and con-
sumer behavior. The macroeconomics part of the course covers
topics in macroeconomics with emphasis on the determination
of the aggregate level of economic activity and analysis of the
macroeconomic effects of government policies.
Innovation Leadership
The Innovation Leadership course is taught at UC Berkeley’s
Center for Entrepreneurship & Technology by local faculty and
industry representatives from Silicon Valley. The module ex-
plores key management and leadership concepts at the execu-
tive level that are relevant for innovation in public and private
organizations. The concepts taught in this intensive course,
during our one-week stay in Berkeley, enhance your judgment
and inspire new thought processes about innovation.
During the course, you will participate in a rigorous case study
analysis of actual business situations. Topics for the course
include opportunity recognition, strategies for effective R&D,
disruption, product management, two-sided markets, attract-
ing stakeholders, and business model innovation.
Innovation Management
This course imparts an understanding of innovation as a
central task of corporate management. Building on innovation
theory models and concepts combined with examples from
corporate practice, you will be introduced to various innovation
management tasks. The objectives of this module are:
10 DTU BUSINESS
> to develop an understanding of innovation tasks,
> to equip the participant to be able to design and manage
the innovation process within a company, and
> to enable the participant to launch and develop new
business building activities.
The course covers innovation strategy, open innovation issues,
design and implementation of the innovation process, and com-
mercialization of innovation. Specific attention is paid to the
management of new business creation. A number of cases are
included in the module to illustrate the elements of the innova-
tion process and the managerial challenges facing large and
medium-sized companies.
Business Problem Solving
Participants at the DTU Executive MBA are gradually exposed
to complexity of management consultancy assignments. They
also come across a number of managerial concepts, frame-
works, and tools. In this short course, the participants are
provided with systematic guidance for scientific and analytical
conducting of consultancy projects and adequate utilization of
managerial theories, frameworks, and tools. The course offers
two dominant approaches towards management consultancy:
constructivistic and positivistic. By being trained in both ap-
proaches, the participants will be able to recognize and deduce
business problem/challenge. Further, they will be able to ,
select, modify, combine, transform, and apply various business
frameworks, methods, theories, tools, and adapt them to the
specific business problem, prepare and conduct rigorous data
collection and analyses for analysis-based decision making,
design and execute rigorous consultancy strategy, and design
and write clear, convincing, and creative consultancy report
Leadership
The aim of this course is to teach participants the relevant
methods for identifying, analyzing and developing their own
leadership style and leadership skills and to present behavioral
tools and techniques for conflict management, presentation
and negotiation. In addition to the “self” component, after
completing the course participants will be able to lead others,
teams, and organizations. Finally, the participant will ultimately
be capable of leading major and minor change initiatives, in-
cluding the capability to serve as an actual agent of change.
Consultancy Project
The Consultancy Project is a group project where you, together
with a group of fellow participants, will act as a consultancy
team directly reporting to the top management or, alterna-
tively, to the upper management of a division or line in your as-
signed company. The Consultancy Project is strategic in nature
emphasizing the development of new business opportunities,
processes, or activities.
Marketing
The marketing course gives you a thorough understanding
of the crucial role marketing plays in a successful company.
You will gain valuable insight into the most commonly used
methods and tools for implementing and/or improving your
company’s overall marketing effort. The includes sections on
market segmentation, positioning your company’s products
and services in a consumer’s awarteness, as well as a review
of marketing tools and the preparation of a marketing plan.
Organizational Development and Change
This course improves your ability to analyze an organization
in terms of structural and process related factors. In doing so,
you will improve your ability to diagnose the prerequisites for
implementing changes as well as the obstacles to be faced.
The module helps to develop your basic knowledge of how
an organization works. The module examines comprehensive
strategic and structural issues and operational and procedural
factors. You should ultimately be capable of leading major and
minor change initiatives, including the capability to serve as
an actual agent of change.
Financial Analytics and Management
This course enables the you to understand and react to your
company’s economic processes with particular emphasis on
innovation. You will learn the basic concepts of accounting and
financial analysis, financial management, reporting, invest-
ment calculations, business models, cash flow, and budgeting
risk analyses and management. These tools are followed-up
by means of balancing a scorecard and using more recent
instruments, such as real options. The course assignment will
be a specific business case prepared using the practical tools
and concepts you have learned.
Communication Skills
In a corporate world where the struggle to present your point
of view among many others is constantly becoming tougher,
skillful communication is essential in everything you do. This
course offers an operational understanding of communication
skills and will improve your ability to influence others through
practical hands-on exercises.
Operations and Supply Chain Management
This module aims to illustrate the importance of operations
and process management. In the module, operations will not
be regarded as a function, but as the recurring, everyday
processes permeating all departments within an organiza­tion.
The module focuses on the topics of operations strategy and
process management, and in each instance on how to improve
the present situ­ation and support the company’s ability to
maintain competi­tiveness to the greatest extent.
Management of Technology
The course is designed to help you acquire the relevant skills
to lead an organization through the various stages of the com-
pany life cycle: from conceiving a technology based business
idea, to strategies for rapid growth, to addressing the chal-
lenges of managing a mature company. The objective of the
course is to explore the issues around technology, together
with how it is managed and transferred within an international
business environment. Central concepts of technology and the
management thereof will be discussed with a particular focus
on an international business perspective and the associated
benefits and risks of technology transfer.
International Business and Management
The internationalization and globalization of trade and in-
dustry over the last decades has radically changed the ways
companies do business. This course offers an outline of the
various theories of internationalization and provides a series
of cases that describe concrete internationalization experi-
ences. We will analyze broad global trends and globalization
strategies but our focus will be on operational issues such as
how to manage an international expansion project, how to
run an operation (a factory or a service center) abroad, how to
transfer technology and, more generally, knowledge among
international production and service centers – in short, how to
design and manage a global network of operations.
International Consultancy Project
As part of the International Business and Management course
an international study tour to an innovation hotspot (China,
India, Southeast Asia, San Francisco Bay Area) will highlight
the serious leadership challenges presented by globalization.
Business Analytics
Business Analytics is about exploring and analyzing large
amounts of data to gain insights into retrospective business
relationships to support future decisions and planning. The
course trains participants to use descriptive analyses for ob-
taining insight and measure past performance from historical
data; predictive analyses for modeling the future; and prescrip-
tive analyses for recommending decisions for future action.
After completing the course, participants will be able to select
and apply appropriate methods from each analysis form to
specific business cases.
Service Innovation
In this course, participants will learn how to design, deliver,
and improve services, being either a business-to-consumer,
business-to-business, internal service, not-for-profit, or a
public service. Special attention will be given to innovation of
service concept, client interface, service delivery system, and
enabling technologies.
DTU B U S I N E S S 11
... Description of modules and subjects
Elective Course:
Sustainability Management
Sustainability challenges affect all parts of society around the
world. Sustainability is easy to grasp as a goal but complex to
deal with in the concrete decision-making process. Business,
government and civil society have to collaborate and form
multi-stakeholder partnerships in order to address the problem
– while applying a holistic perspective. This implies an increas-
ing need for managers, public officials and employees who
can address sustainability matters on an informed basis when
leading or being part of multidisciplinary teams. The course fills
this gap by providing you with frameworks and tools that can
help you create value, build business opportunities and adjust
corporate strategy to address sustainability challenges. The
course will be held by DTU faculty. The format is short lectures
followed by group work and reflection rounds in plenum. You
are encouraged to share experience and practice from your
own organization.
Elective Course:
Big Data Business Dynamics
Technological development issues are central to determin-
ing the direction of corporate strategic agendas within all
industrial sectors today. In the midst of a massive transition,
technology and data analytics are dominating the strategy of
every organization. Private companies and public institutions
alike are challenged by the fact that more and more data is
being produced and made instantly accessible. Simultaneously,
digitalization and the spread of intelligent systems, units and
products connected to the Internet, adds to the big data busi-
ness competitiveness challenge. On that backdrop, the primary
objective is to qualify you to play an active role in creating
data- and analytics-based business value, as well as to have a
basic insight into applied big data technology dynamics.
Elective Course:
Artificial Intelligence
Artificial Intelligence is about mimicking the most essential
abilities of humans, our cognitive abilities: perceiving, reason-
ing, planning, communicating, learning, etc. Hence, Artificial
Intelligence has the potential of transforming our lives, society
and businesses in a much more fundamental way than any
other technology. Underlying and unifying the different
methods in Artificial Intelligence is usually the goal of making
machines do what hitherto only humans have been able to.
Half of the course is dedicated to technical aspects of Artificial
Intelligence, introducing the main paradigms, methods and ap-
plication areas. The other half are discussions of legal, societal,
economical, ethical, and philosophical aspects.
Elective Course:
Innovation Systems in Developing Countries
Doing business in a developing country context is contingent
upon a good understanding of a country’s specific business
environment, where informal networks, family relations, and
clientelistic relationships are as important as rules and regula-
tions. And where technological innovation is strongly depend-
ent on international linkages, through global value chains,
through transnational companies, and through donor interven-
tions. This course will introduce the culture based challenges
for doing business in a developing country and approaches
to investigate and understand innovation in a developed and
Lifelong
developing country context. Keeping this in mind the course
will discuss the specific challenges and opportunities for the
transfer of technologies, local innovation, and adaptation of
technologies in a developing country context. In this regard,
network
you will be introduced to the literature on global value chains,
technology innovation systems, clusters of innovation, innova-
tion for bottom of the pyramid, etc. The theoretical approaches
introduced in the course will be illustrated by examples of inno-
vation and technology development in developing countries
within a
based on the teacher’s own interventions and research in
Africa, China and South East Africa.
Elective Course:
professional
Servitization
Servitization is a change in business strategy from product fo-
cus to service focus. This includes the combination of offerings
by integrating product-based offerings with services, often to
community
integrated Product-Service Systems. A servitization strategy
affects all aspects of an organisation and its implementation
into organisational routines is not trivial. In this course, we
investigate different business models of servitizatinon and
their relevance to specific industrial settings. Furthermore,
we investigate how to implement a servitization strategy and
what main pitfalls exist in this process. Finally, we show how
the external relationships between a servitized company and Participants will automatically be association organizes several events
its immediate partners such as customers and suppliers change
a member of DTU Business Alum- per year on current topics, often pre-
when embarking on a servitization journey
ni Association when they start the sented by key executives. In addition,
Executive MBA program. The purpose a “Brush-up Day” is held once a year
Master Project of joining the association is to main- where actual problems are dealt with
The Master Project is the main activity during the fourth
tain and expand the close personal in cooperation with DTU Business
semester. It has the following objectives: To demonstrate
capability in conducting analyses covering several business relationships established during the experts.
disciplines, as well as the ability to integrate such disciplines course of the program. This also en-
into a coherent form and to demonstrate an ability to reach and larges each participant’s professional Experience shows that members of
present well-grounded proposals that should lead to imple-
network because it unites members the alumni network who seek answers
mentable solutions.
of all classes through course-related to questions receive prompt respons-
The Master Project will concern an important or urgent activities and discussions on the asso- es from other member’s knowledge
strategic business problem that involves specific functions or ciation’s website. of the topic. The valuable aspect of
processes within the organization. Consequently, the Master
this network is the members’ discre-
Project will treat a central business problem of a strategic
nature in a thorough and well-argued, cross-disciplinary, and The aim of the Alumni Association is tion and the wide variety of business
action-oriented way. to maintain the members’ mutual net- experience possessed by members
work and to strengthen their knowl- who work in many different sectors
The Master Project should demonstrate the author’s breadth of
edge and competencies particularly and positions, enabling them to shed
view regarding the ability to arrive at well-grounded propos-
als for management actions concerning cross-disciplinary and in relation to leadership within the light on situations from many differ-
cross-organizational business problems. innovation and technology field. The ent angles.
DTU B U S I N E S S 13
DTU
Business
facilities
DTU Business is housed in its own department,
designed specifically for the program. The facilities
include an auditorium designed as an amphitheater
with every modern teaching amenity. The struc-
ture of the auditorium stimulates dialogue and is
designed to support the knowledge sharing be-
tween the participants.

Eight separate group rooms adjoin the auditorium,

as well as a lounge area. In addition to this DTU
Business has a flexible and multipurpose dining
area (the canteen) and its own reference library
containing up-to-date literature.

DTU Business has its own IT facilities and assists

participants in connecting to the intranet (DTU
Inside), which gives the participants access to DTU
Library’s database as well as the materials used
during the courses.

At the time of enrolment, each participant is given

access to DTU Business 24 hours a day. DTU
Business’ facilities serve as a gathering place for
meetings, assignments and projects. For reasons of
confidentiality, DTU Business’ program participants
are the only people allowed to use the facilities.

For participants not living in the Copenhagen area,

DTU Business has established agreements with
nearby hotels.

14 DTU BUSINESS DTU B U S I N E S S 15

 Getting the optimal value of a
participation in the Executive
MBA program is a collective
effort between the participant,
the corporate sponsor and DTU
Business.
We have developed an effective dialogue tool for
simultaneously supporting each participant’s de-
velopment as a manager and for strengthening the
company’s benefit from the program. The purpose
of the sponsor dialogue is to transform the quali-
fications acquired during the program into value
INSPIRATION, ENERGY AND MOTIVATION TO generating skills.
FURTHER DEVELOP MY WORKING CAREER
The sponsor dialogue starts at the beginning of
“In the jungle of domestic and international MBA the program and continues until the final evalua-
offerings, I found DTU’s Executive MBA a fantastic op- tion. The dialogue aims to generate the greatest
portunity to further explore and expand on my already
possible value for everyone involved, including the
existing experience & competencies. I turned the
composition of nine minor written assignments
age of 50 during the program and it has indeed given
me the inspiration, energy and motivation to further and three major project assignments.
develop my working career.  
 
Not only is the teaching provided by highly esteemed
international professors, who master the combination
of theory and appliance to perfection, but also a care-
ful selection & combination of very different personal-
ities, educational backgrounds and experience of the
class participants makes it a unique place to learn.
 
DTU Business has designed & structured an executive
MBA that fully matches the best International pro-
grams but has also managed to combine the technical
culture of DTU with modern strategic thinking and
creative problem solving. The program is constantly
developing which ensures that the value of my degree
is secured.
 
Completing the program in June 2017 and even though
graduation is a wonderful feeling, I still to this day
miss going to school every second weekend.”

Lars Christian Larsen

Director, Notox A/S
Class 18
16 DTU BUSINESS DTU B U S I N E S S 17
BUSINESS
DEVELOPER Study Tours
Who Are
ITMyMANAGER
Most companies and shareholders would love to have a crystal ball that

Fellow
always gave them the right answer to how to grow successfully.

CHIEF ANALYST
Today, in almost all fields, growth is more and more the result of tech-
nological progress. Such progress expands the possibilities for new

Participants?
products and services, provides easier access to new markets, as well as
interesting new verticals.

PH.D.
Even though technology can be the answer to many of your company’s
questions, it is difficult to know when a new technology is the correct or
timely solution and not all companies succeed in their strategy. Where
The program is designed for an international will we find the inspiration and knowledge to recognize successful tech-

QA MANAGER
audience who are keenly interested in how nological innovation and how to deal with it?
companies innovate and create new business.
You may have engineering, science, commercial
or other background, and you feel a deep
engagement in committing yourself to learn new

CTO
skills and improve your leadership. UC Berkeley Cape Town
AS AN EXPAT THE PROGRAM
You are genuinely curious about how other During the first semester of the Executive MBA International Business, the need to think and act
IS VERY ATTRACTIVE
experienced managers solve company and program, you will go on a study tour to San Fran- globally, is growing in importance and becoming

SUPPLY CHAIN
leadership challenges and you are willing to share
your experiences with the peers in the class.
While 50% of the participants are engineers,
the remaining 50% have other educational and
“Since I moved from Italy to Denmark a few years
ago, I started shifting from very technical roles to
more business-oriented ones. I enjoy putting my
technical knowledge at the service of the bigger
picture, which requires strategic choices involving
cisco – more precisely UC Berkeley – as part of the
Innovation course to find new inspiration. In close
collaboration with UC Berkeley, we will bring you in
contact with leading Berkeley professors within e.g.
Artificial Intelligence, Robotics, High Tech, Virtual
more accessible yearly. This is both a massive
opportunity and a massive challenge, as we are
no longer only operating on our home turf. To be
able to succeed we have to familiarize and make
ourselves comfortable with international rules and

MANAGER
professional background. All have leadership
experiences, 70% with line management, the rest
with project management.
marketing, finance, and strong leadership. There-
fore, I started looking for a program to strengthen
these skills.
 
With my chemical engineering background, I found
Reality, Augmented Reality and Big Data. At UC regulations and, most importantly, learn to navigate
Berkeley, we will wade into the discussion of how in the varied cultures found across the world.
to develop successful “innovation leadership”, the
kind of leadership that creates results, profit, easier To become an international player, it is essential

R&D MANAGER
the Executive MBA program offered by DTU very market entry, and which engenders lasting organi- for you, as a leader, to be able to go out and meet
attractive. It is a complete MBA program grounded zational agility. and work with different cultures with poise, under-
in solid technical roots, like the university’s DNA.
standing and confidence. This is the only way you
This matches the type of orientation I have given
to my career. After one full semester I feel new
DTU Business is the only university to collaborate will be able to quickly adapt to differing, sometimes
automatisms and mindsets are already building in. with UC Berkeley on this innovation course, which contradictory, conditions and more easily mitigate

HEAD OF
I feel more efficient in visualizing the full picture,
setting strategies, and working with frameworks; in
other words, a more complete leader.”
has been specifically designed for the Executive new unknown challenges for your companies.
MBA program.
The history of post-Apartheid South Africa is
less than 25 years old. The country is still rapidly

DEPARTMENT
transforming in many ways and not just in the large
cities such as Cape Town but in the entire country.
This makes our study tour to Cape Town inspiring
Pietro Aresta
and exiting. You will visit and work with local com-
Global Product Manager
– Catalytic Filtration
panies through a real-life consultancy project.
at FLSmidth
Class 20
18 DTU BUSINESS DTU B U S I N E S S 19
Practical
Application and admission
Applications are received and processed during
the entire year and on a first come, first served
basis. When completing the application form,
information
which requires a number of current details, you are
required to enclose a personal essay (maximum
length: 3 pages) and a CV. The personal essay will
be used as the starting point for the admission
interview.
In order for you to join the program, you must have
a bachelor degree in engineering, medicine or
pharmacy, or an equivalent degree in a technical-
or natural science field. Candidates with a busi-
ness education or a social science background are
also eligible.
Leadership experience is a prerequisite for admis-
sion, which is why you as a participant in the pro-
gram must have a personal flair for leadership, i.e.
the ability to understand how to create an inspir-
ing environment, how to motivate employees, and
how to establish and improve teamwork.
The program modules give you the flexibility to
design your education to fit in with your busy
schedule.
Useful information
The program, a four-semester program, begins at
the end of August each year. The teaching at DTU
Business take place on every second Friday and
Saturday. Each teaching day is divided into two
sessions of 3½ hours each: from 08.30 to 12.00
and from 13.00 until 16.30, with a lunch break
from 12.00 to 13.00.
The entire program requires a work effort of
approximately 1800 hours, corresponding to
60 ECTS.
20 DTU BUSINESS
Price of DTU’s Executive MBA
The total cost for the program is DKK 380,000
(excl. VAT on materials). This price includes the
following:
Tuition fee: DKK 315,000
(DKK 78,750 per semester)
Materials, food and beverage: DKK 25,000
(DKK 6,250 excl. VAT per semester)
2 International Study Tours: DKK 40,000
The tuition fee includes an iPad with keyboard
for accessing the course materials. The 2 Inter-
national Study Tours are an integral part of the
program and take place in the first and third
semesters.
One month prior to the start of each semester you
will be sent an invoice of 95,000 excl. VAT, which
is non-refundable.
The cost can be covered by the company, the
participant or an arrangement to split the cost
between the parties can be made. A substantial
cost savings can be achieved by applying the
Gross Income Tax Credit (bruttolønsordning).
LEARN MORE ABOUT
DTU’S EXECUTIVE MBA
please contact DTU Business at:
Tel.: (+45) 2029 2510 or
Email: parbs@business.dtu.dk
You are welcome to contact us for
a personal dialogue, or we will be
pleased to meet you at one of our
open houses, see more regarding
dates and topics on our website.
www.business.dtu.dk
DTU B U S I N E S S 21
>> Peter Moran, China Europe International
Business School, Strategy
>> Ismir Mulalic, Technical University of Denmark,
Applied Economics
>> Ikhlaq Sidhu, University of California Berkeley,
Innovation
>> Oliver Alexy, Technical University of Munich,
Innovation
>> Darrell Mann, Systematic Innovation,
Innovation
>> Søren Salomo, Technical University of Berlin,
Innovation
>> Zoran Perunovic, Technical University of
Denmark, Business Problem Solving
>> Marcus Alexander, London Business School,
Business Problem Solving
>> Berit Sander, Sander Konsulentfirma,
Leadership
>> Brent Smith, Rice University,
Leadership
>> Sertan Kabadayi, Fordham University,
Marketing
>> Paul Matthyssens, University of Antwerp,
Marketing
>> Amy Kates, Kates Kesler, Organizational
Development and Change
>> John Amis, University of Edinburgh,
Organizational Development and Change
22 DTU BUSINESS
>> Hervé Coyco, HEC Paris, Organizational
Development and Change
>> Maria Addis, Technical University of Denmark,
Financial Analytics and Management
>> Dennis Vink, Nyenrode Business Universiteit,
Financial Analytics and Management
>> Barry Stainthorp, Partners in Training,
Communication Skills
>> Craig Carroll, New York University,
Communication Skills
>> Alistair Brandon-Jones, University of Bath,
Operations and Supply Chain Management
>> Michael Lewis, University of Bath, Operations
and Supply Chain Management
>> David Probert, University of Cambridge,
Management of Technology
>> Christine Nellemann, Technical University of
Denmark, Management of Technology
>> Jes Broeng, Technical University of Denmark,
Management of Technology
>> Stephan Schubert, Ashridge Executive
Education, International Business and
Management
>> Kasra Ferdows, Georgetown University,
International Business and Management
>> Jesper Larsen, Technical University
of Denmark, Business Analytics
>> Roger Hallowell, HEC Paris,
Service Innovation
>> Thomas Bolander, Technical University of
Denmark, Elective Course: Artificial Intelligence
>> Pernille Rydén, Technical University of
Denmark, Elective Course: Big Data Business
Dynamics
>> Simon Bolwig, Technical University of
Denmark, Elective Course: Sustainability
Management
>> Niki Bey, Technical University of Denmark,
Elective Course: Sustainability Management
>> Ivan Nygaard, Technical University of
Denmark, Elective Course: Innovation Systems
in Developing Countries
>> Ulrich Elmer Hansen, Technical University
of Denmark, Elective Course: Innovation
Systems in Developing Countries
>> Melanie Kreye, Technical University of
Denmark, Elective Course: Servitization
Program staff
>> Mette Flindt, Program Coordinator
>> Maria Ingeman, Program Coordinator
>> Zoran Perunovic, Academic Director
>> Peter Arbs, Program Director
>> Karsten Uldal, Program Director
DTU B U S I N E S S 23
 Your journey starts
at DTU Business
Innovation is essential to the growth of companies. Without constant renewal
of products, services, processes, and business concepts, companies stand to
lose market share. For this reason DTU’s Executive MBA program focuses on
Innovation, Value Creation and Leadership of current and future technologies.

Today most of the Western economies show little – or no growth at all. We see
that most well established companies over the past years have increased their
focus on core business and simultaneously decreased their investments in new
product development. In the short term this kind of “conventional medication”
is good for the bottom line, but in long term we need to find a way to grow the
top line as well.

Therefore, we need to focus on commercialization of innovation anchored in a

deep understanding of what drives the demand of an industry seen from the
eyes of the consumers and how well-positioned we as an organization are to
fulfill these demands. And it requires different managerial skills and leadership
behavior to deal with the risk and uncertainty of today’s economic climate.

These are the fundamental ideas behind our executive MBA.

We hope you’re ready to join us for a transformational journey that will have a
deep impact not only on your own professional development but also on your
company’s ability to cope with their future challenges.

Welcome to DTU Business!

DTU Executive School of Business

Technical University of Denmark, DTU
Kollegiebakken, building 421, Entrance C
DK-2800 Lyngby
+45 4525 6111
admin@business.dtu.dk
www.business.dtu.dk
DTU Business is a member of
The Executive MBA Council
MS/03/18