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Contents
1. Introduction 01
2. General Management 02
3. Governance and Top Management 06
4. Leadership 08
5. Strategy 12
6. People and Performance Management 16
7. Marketing 20
8. Finance and Banking 22
9. Operations Management 26
10. Entrepreneurship and Family Business 30
11. Practical Information 32
12. Calendar 33
Introduction
Executive Education Portfolio 01
INSEAD Executive
Education will challenge
your assumptions, expand
your thinking, build your
capabilities and inspire
you to make an impact
Business is becoming more global and World in a classroom
increasingly competitive. Achieving a competitive At INSEAD you will be in a classroom with
advantage will depend on executives being able peers, drawn from all over the world, who
not only to think globally but also to act and react are facing similar issues and challenges to
globally. They will need to be able to manage yours. Orchestrated by expert faculty, you will
disparate teams, turn cultural differences into learn from each other and explore new and
a competitive edge and unlock the power of complex ideas. You will acquire new business-
diversity to generate creativity and innovation. management models and gain the confidence
you need to make an impact in your job.
World-class faculty
INSEAD has assembled a team of 145 world-class INSEAD has more than 40 Open-enrolment
faculty from more than 36 countries. They are an Programmes in the key business disciplines
inspiring mix of entrepreneurs, change agents of: General Management; Governance & Top
and innovators, many of whom have been globally Management; Leadership; Strategy; People &
recognised for their groundbreaking research Performance Management; Marketing; Finance
and their contribution to business. All are experts & Banking; Operations Management; and
in their fields with real-world, practical, hands-on Entrepreneurship & Family Business. No matter
experience of working with, and consulting for, what stage you are at in your career journey,
global organisations in a wide variety of industries. participating in an INSEAD Executive Education
programme will enable you to maximise your
Pioneering thought leadership impact when you return to your organisation.
INSEAD thought leadership in areas such as Blue
Ocean Strategy, Leadership and Coaching, Value
Creation, Innovation and Strategic Agility among
others, is world-renowned, and is helping to
redefine the future of business. This cutting-edge
Are you
knowledge and expertise is integrated into every
one of our Executive Education programmes. ready for the
challenge?
02 Executive Education Portfolio
General Advanced Management

Programme
Management Participant profile

— Senior executives such as CEOs, heads
of business units, geographical regions,
or corporate functions
— An average of 12 years’ management
experience, with at least 5 years in general
management positions with significant P&L
and cross-functional responsibilities.
Programme content covers:

— Structured reflection by participants into
how they exercise judgment
— 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 defined by diverse stakeholders,
To succeed, businesses need leaders
and the constraints and opportunities
who bring new perspectives, new
offered by the external environment
thinking and new ideas and who have
the skills and knowledge to manage in an — Organisational levers that leaders use to
uncertain world. INSEAD offers 5 General achieve goals and how they become more
Management programmes that support effective in achieving these goals through
your important career transitions: a deeper understanding of themselves.
— Advanced Management Programme

— International Executive Programme
— Transition to General Management
— Management Acceleration Programme Key benefits for participants include:
— Asian International Executive — Gain insights that challenge your assumptions
Programme — Develop greater confidence – by testing
your assumptions and making them
more robust
— Actionable knowledge – harnessing the
knowledge you already have into workable
action plans.
The Advanced Management Programme is a

reflective process that offers participants insight
into the way in which they exercise judgement.
Length of programme
4 weeks + optional 1-week residential segment
International Executive Transition to
NEW
Programme General Management
General Management
Participant profile Participant profile
— Senior functional or technical managers — Senior functional or technical managers
about to make the transition to general about to make the transition to general
management or recently appointed management or recently appointed
general managers general managers
— At least 8 years’ management experience — At least 8 years’ management experience
with an outstanding track record in one with an outstanding track record in one
or more functional areas of business. or more functional areas of business.
Programme content covers: Programme content covers:

— In-depth examination of the foundations of — In-depth examination of the foundations of
business, to reinforce expertise in leading business, to reinforce expertise in leading
the value-generation process for successful the value-generation process for successful
transition to general management transition to general management
— Self-awareness and leadership style — Self-awareness and leadership style
is developed within a unique group of is developed within a unique group of
peers from other cultures, industries peers from other cultures, industries
and backgrounds and backgrounds
— Using rigorous frameworks and tools, — Using rigorous frameworks and tools,
participants learn how to make effective participants learn how to make effective
decisions that create significant value decisions that create significant value
— Using a comprehensive business simulation, — Optional 5th-week business simulation,
participants integrate past experience, integrates past experience, new-found skills,
new-found skills and knowledge into a and knowledge into a global perspective.
global outlook.
Key benefits for participants include: Key benefits for participants include:
— More effective decision making at a — More effective decision making at a general-
general-management level management level and enhanced leadership
— Enhance your leadership skills, giving you skills, giving you increased confidence and
increased confidence and managerial impact managerial impact
— Develop a keen understanding of how — Develop a keen understanding of how

to ‘manage for value’ (using the INSEAD- to ‘manage for value’ (using the INSEAD-
developed ‘Blue Line Management’ concept). developed ‘Blue Line Management’ concept)
— Integrate your knowledge and skills in
a programme format that meets your
busy schedule.
Length of programme Length of programme

2 modules of 3 weeks 4 weeks (2 modules of 2 weeks) + optional
1-week integrated business simulation
Management Acceleration Asian International

Programme Executive Programme
— Emerging leaders early in their careers — Executives with at least 8 years’ management
as managers, or high-value individual experience, or newly appointed
contributors close to gaining general managers
management responsibilities — Typically participants already work in Asia
— Those with potential for future senior (or are preparing to) or have responsibilities
general-management positions typically that are specific to the region.
graduates with at least 5 years’ work
experience in roles with some operating,
corporate or management responsibility.

— Fundamental business principles and skills — Understanding of the principles and context
necessary for a thorough foundation in for general management and value creation
general management, to develop a deeper through thorough investigation of: strategy;
and broader level of competence in key finance and management accounting;
functional disciplines crisis and consumption
— Conceptual frameworks and reflective — The fundamentals of efficient management
learning processes, to develop the in a changing world, including judgement
knowledge, awareness and abilities to and decision making, and marketing, set
exercise leadership in and across teams within an Asian context
— A broader perspective of the business — Practical advice on how to turn global
and the connection of everything learnt strategy into local Asian solutions.
on the programme to achieving a value-
creating perspective.
— Become a more confident manager — Greater insight into business fundamentals
ready for new responsibilities, with new and confidence to lead across functions
knowledge, skills and self-awareness and geographical borders, to meet the
— Focus on creating value and providing new challenges of senior management
leadership to become a more — Acquire a new approach to strategy
effective manager processes and up-to-date business models
— Return to the office ready to make an in an Asian context
immediate impact with a fresh perspective — Framework and theories plus panel
encompassing the bigger business discussions focusing on current issues
picture and a longer-term view. faced by Asian countries.

3 weeks or 1 module of 2 weeks + 1 module 2 weeks
of 1 week
More than 9,500 executives
General Management
from 2,000 companies and
126 countries. 9 areas
of expertise and 40
programmes. 3 full
campuses in Europe,
Asia and the
Middle East
Governance The Challenge of

Leadership
and Top Participant profile

— Experienced senior executives in large-
Management and medium-sized firms; entrepreneurs

or senior executives in the public sector
— Typically CEOs and board members,
participants hold top-level positions
with extensive career experience.

— How behaviour affects the organisation,
examining conscious and unconscious
behaviour, and rational and irrational action
— Increasing managers’ abilities to act, reflect
and then refocus their actions, to become
‘reflective practitioners’
— Clinical frameworks, drawing upon
To excel in business having great business
psychoanalysis, development psychology,
vision is not always enough. You need to
and cognitive theory, among others.
become a visionary leader. You need to
be able to inspire your people, invent
new possibilities and shape the future.
INSEAD offers 2 programmes to take
you to the next level:
— The Challenge of Leadership

— AVIRA: Awareness, Vision, Imagination,
Responsibility, Action
Key benefits for participants include:

— Increased confidence at the most senior
levels by revealing the forces behind
authority and power
— Developing a leadership style to improve the
health and effectiveness of the organisation,
and deliver better work-life balance
— Enhanced capabilities to diagnose toxic
organisational cultures and dysfunctional
processes in companies, delivering improved
group dynamics and the creation of
high-performance teams.
Length of programme
3 modules of 5 days + 1 module of 4 days
AVIRA: Awareness, Vision,

Imagination, Responsibility, Action INSEAD Governance Initiative
The INSEAD Governance Initiative, launched
Participant profile in 2010, undertakes cutting-edge research
— CEOs and other C-suite executives, and teaching tailored to the needs of boards
board members, chairpersons, managing and international directors. It aims to
directors and executive vice-presidents foster a global dialogue on the challenges
of international organisations of governance and leadership in an
Top Management
Governance and
— Participants are drawn from diverse business international context.
and cultural backgrounds. Our research centres on 2 key questions:
how boards add value to the corporations
they serve, and how they develop a
dynamic culture to support superior
corporate performance.
— Exploring the 5 essential attributes of Research areas in which we aim to make
excellent CEOs (Awareness, Vision, a substantive contribution include
Imagination, Responsibility and Action) the following:
— Engagement with a CEO-level peer group — Teamwork and culture at board level,
and international thinkers to increase the board design, and processes that
ability to master the complexities of the contribute to high-performing companies
CEO’s job in the context of an ever-changing — Shareholder ‘value creation’ and
global environment alignment of all stakeholders on common
— A forum for leaders from around the corporate objectives
world to explore and debate issues — The board’s role in formulating, deciding
most prominent on their agenda and an and communicating strategy
opportunity to reflect on business, society,
leadership and personal life. — Board reputation, its preservation
and enhancement
— Auditing for performance and
understanding key financial issues
and trade-offs
— Challenges and risks associated with
Key benefits for participants include: different types of private ownership.
— Obtain sharper vision and action points
that will inspire performance across
the organisation
— Comprehend the internal and external shifts
that influence and define a senior role
— Learn about the habits of effective
organisations and leaders.
Length of programme
5 days
Leadership The Leadership Transition
Participant profile
— Mid-career executives in upper-middle to
senior-level positions preparing to take on
enhanced leadership responsibilities
within their organisations
— Typically they are drawn from across all
sectors and functions within national and
international organisations.

— Latest leadership models and current
thinking on how adults learn and change
— What leaders really do, whether they are
born or made and comparisons to renowned
leaders and their styles
— Building networks, seeking continual self-
improvement through 360º feedback and
Are all effective managers good leaders?
enhanced coaching skills for change.
Are there certain abilities that distinguish
an influential leader from an effective
manager? No matter what stage you are
at in your career development or the
challenges you face, INSEAD offers 5
Leadership programmes that will help
you develop your leadership skills:
— The Leadership Transition

— Leading for Results
— Learning to Lead Key benefits for participants include:
— Managing Global Virtual Teams — Valuable insight into leadership style
— Consulting and Coaching for Change and its impact
— Develop a more constructive use of
leadership power allowing for more
effective behaviour and results as a leader
— Become a more effective change agent,
facilitating an increase in positive results
from senior-level initiatives.
Length of programme
5 days + 2 days (2 modules)
Leading for Results Learning to Lead

— Middle or senior executives from all — Professionals making their first transition
functional areas with more than 5 years’ from individual contributor to managing
experience as managers, who have made people and having responsibility for
the transition from managing individual direct subordinates
contributors to managing other managers — Drawn from all professional backgrounds
— Typically they have increasingly broad and age ranges, participants share a desire
responsibilities, high potential for more to develop people-management skills,
senior leadership positions and can whether they are making the transition, or
impact organisational results by inspiring on the brink of doing so in the next 2 years.
Leadership
extraordinary achievement.
— Transformation of experienced managers — Mastering the leadership skills essential to
into leaders able to set direction and becoming a successful manager of people
provide results-oriented vision — Developing people skills to provide
— Improving effectiveness through detailed constructive feedback effectively, reinforce
self-assessment and 360º feedback good performance, correct undesired
culminating in a personal leadership- behaviour and resolve conflict
development action plan — Understanding of the manager’s repertoire,
— Creating a culture of achievement to tools and techniques to support different
promote long-term growth and future managerial roles.
leaders by aligning resources, developing
capabilities and inspiring action.
— Clear insights into personal leadership — Develop clear insights into individual
strengths and weaknesses strengths and weaknesses as a leader
— Gain tools for setting direction and creating — Acquire confidence and tools to create
vision to guide teams and groups to create vision and set team direction for
a high-performance culture greater success
— Take away frameworks for inspiring people — Master frameworks for inspiring people
and motivating them to perform better. and motivating them to perform better.

5 days 3 days
Managing Global Consulting and Coaching

NEW
Virtual Teams for Change

— Managers who lead teams of at least — General managers, executives and
5 people dispersed across 2 or professionals from within human resources,
more countries leadership development or talent
— Specifically, those focusing on the precise management, working in regional
challenges of working across national or global roles
boundaries and geographical distances. — Consultants in either small boutique or
global consulting firms and professionals
in coaching firms.

— Explores the key dimensions of culture — Theoretical and methodological grounding
to create a framework for decoding national in the ‘clinical perspective’ to acquire a deep
differences and improve cross-cultural understanding of individual behaviour and
management organisational dynamics
— Gaining trust, improving negotiation skills — Understanding different personal and
and co-operation, and maximising innovation professional leadership styles using
— Simulation exercises using multiple instruments developed within the INSEAD
communication technologies to replicate Global Leadership Centre along with
the dynamics of managing at a distance. 360˚ feedback
— Intervention strategies for enhancing
individual, team and organisational change
and transformation while creating more
authentizotic organisations.
— Maximise the performance of global — Leading organisational change initiatives
virtual teams to turn distance into a more effectively by being a more reflective
global advantage change agent
— Gain a framework for cross-cultural — Increased self and interpersonal awareness
understanding to deliver new ways — New coaching and consulting
to manage methodologies which can be used to create
— Enhanced communication techniques and healthy organisations with positive values.
mechanisms to build trust across cultural
INSEAD is introducing a new Executive Masters in Clinical
and national boundaries. Organisational Psychology Degree in 2011. For more details
and how to ‘upgrade’ an INSEAD Diploma in Consulting and
Coaching for Change, go to: executive.education.insead.edu

5 days 5 modules of 3 days + 2 modules of 4 days
It all starts with

new thinking,
new knowledge,
new insight,
new capabilities
and renewed energy
Leadership
Strategy Competitive Strategy
Participant profile
— Executives responsible (or about to take
responsibility) for the short- and long-
term profitability 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.

— 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 profit dynamics to help predict
Good strategic thinking is both
the future.
rigorous and structured, and challenges
assumptions to uncover opportunities
for creating and capturing value. It
also provides future direction for the
organisation. INSEAD offers 7
strategy programmes:
— Competitive Strategy
— INSEAD Blue Ocean Strategy
— Powering Growth
— Managing Partnerships and Key benefits for participants include:
Strategic Alliances — Improve strategic thinking and focus
— M&As and Corporate Strategy on actions
— Building the Business: Strategies — Sharpen competitive skills and confidence
for Asia Pacific to change the strategic management of
an organisation
— Business Strategy for HR Leaders
— Fine-tune intuition and apply practical tools
to break into new competitive markets.
Length of programme
3 days
INSEAD Blue Ocean Strategy Powering Growth
NEW
— Senior executives, business owners, heads of — Senior executives concerned with strategies
strategy, or mid- and upper-level executives to drive high performance, who are seeking
directly involved in the development of new to shift strategic focus onto the customer
products and services or aiming to sharpen their existing
— Specifically, those seeking to break out of customer focus
the traditional ‘red’ ocean of competition — The programme is suitable for those concerned
and create strong profitable growth for with the organisation’s stakeholders, whether
their organisations in both existing and external or internal customers (such as
new markets. employees or other business units).

— Review of traditional strategies leading to — Exploration of the impact of marketing, to
‘How blue is your strategy?’ – an individual discover what drives customer behaviour
assessment and plan of action and how to turn passive satisfaction into a
Strategy
— Rendering rivals obsolete and unleashing championing of the company, its products
new demand through strategic moves or or its services
Value Innovation — The impact of innovation through the
— How tomorrow’s leading companies will transformation of a company’s products
succeed by creating ‘blue oceans’ of or services to engage stakeholders
uncontested market space. — Pulling all elements together to gain
momentum for continuous growth and
to deliver long-term success for the
organisation and its stakeholders.
— In-depth understanding of Blue Ocean — Discover the best opportunities for growth
Strategy tools and concepts developed (before the competition does)
at INSEAD — Create a strategy to engage customers
— Learn to engage colleagues in a Blue and make them the organisation’s
Ocean Strategy process greatest champions
— Develop a Blue Ocean Strategy to break — Achieve excellence and efficiency
away from the competition through throughout the organisation.
Value Innovation.

4 days 5 days
Managing Partnerships M&As and
NEW
and Strategic Alliances Corporate Strategy
— Senior executives and line managers with — General managers, senior executives
direct responsibility for collaborative and those responsible for designing and/
alliances and partnerships or implementing corporate strategy, and
— Those involved in cross-company developing the business portfolio
collaborations on a day-to-day basis — Company advisors such as corporate
and accountable for their outcome. lawyers and investment bankers, or private
equity executives seeking to go beyond the
transactional aspects of M&A deals.

— The strategic purpose and value of — Creating the right composition for a
partnerships and alliances portfolio of businesses, to provide the set
— Selection of partners using analysis of of resources and capabilities a company
complementary skills and capabilities, needs to create value
and how to structure successful alliances, — Selecting the correct mix of internal and
including continuation and exit terms external corporate development tools to
— Adapting and adjusting collaboration over manage the business portfolio effectively
time through effective conflict management, — Developing a rigorous, holistic approach to
fostering cross-cultural awareness and manage M&As and divestitures successfully,
building trust. whilst strategically supplementing internal
development and restructuring efforts.
— Build skills in partner selection, network — Definition of an optimal portfolio of
development and alliance design businesses through rigorous capability
— Acquire specific frameworks to help and market-based analysis
effectively address cultural issues and — Enhanced M&A corporate capabilities
capture value through development of a disciplined
— Develop management approaches for and holistic process for acquiring and
anticipating and resolving stress at redeploying resources and skills
every stage in the collaborative process. — Development of the corporate discipline of
active ownership and timely divestitures.

5 days 3.5 days + 1 optional finance immersion day
Building the Business: Business Strategy

Strategies for Asia Pacific for HR Leaders
— Senior managers and decision makers with — Senior HR and organisational development
at least 8 years’ managerial experience and leaders from large multinational firms at the
mandated with strategic responsibility for director or vice-president level
driving their businesses forward in Asia — HR leaders from firms with large strategic
— Country or regional directors, senior expansion plans in which HR can play a key
business development managers, senior role in adding value.
corporate planners or senior managers from
various countries and industries throughout
the region and from headquarters.

— Socio-political environment and regional — Essential competencies of strategic decision
competitive context of doing business in making explicitly linked to HR
Asia Pacific — The corporate context, including the shifting
Strategy
— Successes and failures of multinationals and competitive environment, the organisation’s
local corporations, and the various strategic competitive position and its corporate
options available for entry into the different advantage
markets in the region — Developing a compelling new value
— The importance of linking strategies proposition using the ‘Blue Ocean’
to operations. approach to strategy.
— Deeper understanding of the competitive — Develop confidence and knowledge to align
context and business environment in Asia HR strategy with the CEO’s vision leading to
— Analyse alternative strategies and improved communications with the CEO
organisational models applicable — Build understanding of a 5-step framework
to the region for developing business strategy
— Assess the balance between cultural — Improve skills to identify where and how HR
differences, national governments and can affect each step of the strategic process.
the global perspectives of firms.

5 days 5 days
People and Achieving Outstanding

Performance
Performance Participant profile

— Senior executives concerned with initiatives
Management to enhance performance, specifically those

whose organisations have already mounted
performance-improvement initiatives
— Participants are encouraged to attend with
colleagues from their own organisation.

— The challenge of improving and sustaining
performance by exploring the roles of
People, Processes and Measurements
— Selection, motivation and autonomy within
the management and leadership of teams
— Optimisation of performance through
the Value Innovation process as well as
Performance management is a holistic
measurement in its broadest sense.
process and focuses on aligning individual
contributions with organisational strategy
to ensure that goals are consistently
being met effectively and efficiently.
INSEAD offers 5 People and Performance
Management programmes:
— Achieving Outstanding Performance

— Leading Successful Change
— Management in the Humanitarian Sector
— Managerial Skills for International Key benefits for participants include:
Business — Diagnose the causes of poor performance
— Negotiation Dynamics — Understand how to plan and implement
performance-improvement initiatives
— Build a list of concepts and tools to manage
implementation and achieve sustainable
levels of performance.
Length of programme
5 days
Leading Successful Management in the

Change Humanitarian Sector
— Middle to upper-middle managers in public- — Executives working in the humanitarian
or private-sector organisations with at least sector in strategic decision-making roles
8 years’ management experience with 10 to 15 years’ operational experience
— Responsible for teams, units or larger — Private-sector executives seeking to engage
segments of their businesses and likely with the humanitarian sector, and those
to lead strategic change initiatives within seeking to understand the issues faced by
their organisation. humanitarian relief organisations, such as
the military, media, academia, donors and
funding organisations.

— Developing core skills for leading and — Critical management issues facing those
sustaining change by helping others see operating within the humanitarian sector
the need, anticipating resistance to change, including finance, strategy, negotiation
inspiring and influencing change and leadership
— Self-awareness as an agent for change, — Application of supply-chain concepts in
your strengths and weaknesses and an operational and humanitarian context
People and Performance

personal approach — People and performance issues arising
Management
— Practising new tools for implementing from working in turbulent conditions and
change through a simulation exercise. in overcoming barriers to change.
— Better understanding of change — Acquire the tools and concepts to raise
— Enhance capabilities in implementing the standard of management within
change and improve skills to initiate and humanitarian organisations
execute change — Develop inter-sector and cross-sector
— Creation of a detailed action plan to develop learning to facilitate better co-operation
an individual repertoire of change skills. among the various actors involved with
the humanitarian field
— Enable private-sector managers to learn
from the specific skill set of humanitarian
organisations including agility, flexibility and
efficiency in a highly volatile environment.
3 days 5 days
Managerial Skills Negotiation Dynamics

for International Business
— Senior managers currently, or about to be, — Executives who have at least 8 to 10 years of
posted abroad as well as those executives management experience and have gained
based at headquarters who co-ordinate or substantial experience in conducting and
manage international activities supervising business negotiations
— Managers in public organisations — Executives involved in M&As or joint-venture
or government agencies involved in negotiations; those handling procurement;
international activities. human resource managers; entrepreneurs;
managers in liaison roles such as national
account managers; key account managers;
barristers and other lawyers.
— Cross-cultural understanding and building — The theory, guidelines and practical tools
the transnational network for effective for negotiators including the psychological
global teamwork aspects of bargaining and the importance
— Review of individual strengths and of trust
weaknesses and how attitudes, beliefs — Diagnosis of problems and promotion
and values influence management of agreement inside and outside of
— Understanding the advantages and organisations
challenges of working across boundaries — Value creation and distribution.
and borders to become a global/
international organisation.
— Improve communication across cultures — Build a stronger negotiation base, helping
with confidence to manage teams and you to improve the outcome of deals
organisational processes across boundaries — Develop analytical tools and frameworks
— More effective understanding of a global for understanding and winning in more
matrix organisation, and the implications for sophisticated negotiations
global integration and local responsiveness — Acquire hands-on practice, enabling you to
— See globalisation as an opportunity to do strengthen weak points and preparing you
things better, cheaper and faster. to return to work.

10 days 3 days
145 independently
minded faculty from
36 countries, globally
recognised for their
groundbreaking research
and their contribution
to business
People and Performance

Management
Marketing AIMS: Advanced Industrial

Marketing Strategy
Participant profile
— Executives who already have marketing
management experience from corporations
engaged in marketing and sales to other
companies or institutions
— Senior general managers whose role requires
that they understand strategic business-to-
business marketing in order to work effectively
with their own marketing specialists, or those
who are moving into marketing responsibilities.

— The key strategic marketing concepts
applied within a B2B/Industrial context,
emphasising value propositions and
value generation
— Strategic issues unique to a B2B/Industrial
environment including global account
strategies and the interface with R&D
Today, more so than ever, marketing
— Roadmaps to effective implementation,
executives are under pressure to deliver
dealing with organisations, processes
results in increasingly competitive and
and relationships, together with hands-on
global markets. At the same time they are
experience of applying marketing concepts
facing higher customer expectations and
and tools in a risk-free environment through
a proliferation of new media and sales
the competitive INDUSTRAT simulation.
channels. INSEAD offers 3 Marketing
programmes that will keep you at the
forefront of marketing practice:
— AIMS: Advanced Industrial

Marketing Strategy
— International Marketing Programme Key benefits for participants include:
— Comprehensive overview to strategic
— Leading the Effective Sales Force
marketing concepts in the B2B environment
— Personal feedback in an active learning
process of applying theories, concepts
and tools
— Benchmarking through a systematic, faculty-
coached process with others who face
similar challenges.
Using guided home preparation, define your personal strategic
challenge before arrival, leave with an individual execution
roadmap, and receive follow–up through a virtual environment.
Length of programme
5 days
International Marketing Leading the Effective

Programme Sales Force
— Marketing executives who want to hone and — Senior executives responsible for business-
update their experience in line with today’s development strategies and planning in
marketing challenges either local or international markets
— Non-marketing executives who have — Typically participants will spend over half
recently taken up marketing responsibilities their time managing sales-force issues.
or who regularly interact with the marketing
function, and want to build their
marketing skills.

— The key strategic elements of the marketing — Optimising performance of the sales
process within the context of today’s big force through key account management,
marketing challenges, such as the impact compensation strategies, resource allocation
of social media on brand management, and the implementation of control systems
low-price competition and market — Making better business decisions through
commoditisation the realisation of judgemental biases and
— Design, organisation, execution and correction remedies
evaluation of marketing activities within — Development of an individual 100-day
a complex, global business environment action plan to deliver immediate impact
— Explore the implications of the emergence to the organisation.
of new markets, as opportunities for sales
growth and as threats from new branded
Marketing
entrants into home markets.
— Design the marketing process and create a plan — Gain the skills necessary to make the
using customer insight, competitor analysis and sales force a key source of sustainable
market research competitive advantage
— Develop a brand strategy and positioning, — Comprehensive approaches to motivate
along with resulting communication, pricing, and compensate the sales force
and distribution strategies, including a focus — Skills to manage a dynamic sales force in
on new social media the face of increasing product, consumer
— Experience INSEAD’s specifically designed and market complexity.
marketing simulation under the guidance
and direction of the programme’s highly
acclaimed faculty.
5 days 5 days
Finance Finance for Executives
and Banking Participant profile

— Non-financial executives, including general
managers and senior functional managers
— Senior functional managers outside finance
and corporate customer-relations officers in
financial-services organisations who require
a better understanding of the financial
impact of business decisions.

— The impact of corporate policies and
operations on financial performance and
how to appraise investment opportunities
— Interpreting financial information to get to
the business reality behind the numbers
— The principles of value-based management
and how to manage resources to create
As the world economy becomes more
shareholder value.
global and increasingly disparate it is
essential for all executives to understand
the many facets of finance in order to
maximise value for their organisations.
INSEAD offers 5 programmes:
— Finance for Executives

— Corporate Financial Strategy in
Global Markets
— Global Investors Workshop
— Risk Management in Banking Key benefits for participants include:
— Strategic Management in Banking — Improve understanding of key financial
elements of value-based management
— More effective communication between
managers and accounting and finance functions
— Powerful tools to aid analysis
and decision making.
Length of programme
9 days in Fontainebleau or 7 days in Singapore
Corporate Financial Strategy Global Investors Workshop

in Global Markets
— Executives with a fundamental — Senior investment-executives with
understanding of finance, who want to expertise in asset management
sharpen or update their skills, including — Executives will have significant experience
treasurers, directors of finance, financial of working for banks, pension schemes or
analysts, senior bankers and heads asset-management firms and responsibility
of accounting for investment.
— Executives who have recently transferred
to the finance function and are in need of
additional, highly specialised training.

— Valuation including value-based — Key factors in portfolio-management theory
management and managerial incentives and security selection
— The impact of taxes, financial distress costs, — The latest practices in asset valuation,
agency costs and information asymmetries portfolio construction and investment-fund
— All forms of corporate restructuring, management, and how to apply them
including M&As, trends such as leveraged — Key drivers of success for asset management,
buyouts and share buyouts, and the its business model and its marketing channels.
importance of effective stakeholder
communications.
Finance and Banking

— Develop the ability to measure the — Deep understanding of key investment-
consequences of strategic decisions management concepts
for shareholder value — New insights into running a successful
— Improve understanding of how to increase asset-management firm
the value of the company by appropriate — Improve investment decisions and analysis
investment, financing and restructuring leading to better long-term results.
decisions
A world-class programme developed by INSEAD in partnership
— Increase knowledge of the financial markets, with the CFA Institute.
particularly how the markets perceive
decisions and how to change perceptions.

9 days 4.5 days
Risk Management Strategic Management

in Banking in Banking
— General managers or board members — Senior bank executives, including board
concerned with risk governance members, responsible for profit centres in
— Senior managers in various functional retail, corporate and capital markets
areas who need to inform themselves — Typically, participants have about 20
about risk control. to 25 years’ experience in domestic or
international operations.

— Risk governance, the balance between — Strategic analysis of the financial services
long-term value creation and risk control industry, encompassing the choice of a
— An integrated approach to risk management bank model (specialised or universal,
and value creation, with an analysis of the domestic or international)
impact of Basel 3 regulations on capital — The use of information technology and
and liquidity customer-relationship management to
— ‘ALCO’ challenge simulation to develop deepen relationships
skills in value creation and risk control. — ‘ALCO’ challenge simulation to develop
skills in value creation and risk control.
— Expand understanding of the broader — Gain expertise in strategic positioning,
context behind analytical models and including the choice of a bank model
approaches to risk in banking (specialised or universal, domestic
— Lessons from the global crisis as they relate or international)
to liquidity risks, fund-transfer pricing, — Develop new ideas to reach clients with
the future of capital regulation and new technology and deepen your
performance-related pay customer relationships
— Draw recent results from psychology on — Practise with the help of a simulation, your
behavioural biases in risk management. skills in asset and liability management.

5 days 9 days
When was the last time

your assumptions were
challenged or your
judgement tested?
Finance and Banking

Operations Supply Chain Management
Management Participant profile

— Executives involved in creating, optimising
or redesigning a supply chain, who are
either 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.
— The improvement of key flows in the
supply chain by optimising business
processes, organisational structures
and enabling technologies
— Key concepts that underpin the supply
chain development, supported by 3
guiding principles: value, alignment
Effecting superior operations strategies and sustainability
has been proven to create value and
— Conceiving innovative strategies and
provide sustainable competitive
deploying solutions that can help serve
advantage. They allow businesses to
customers better and create value.
provide a diverse range of services
and goods in increasingly demanding,
complex and dynamic marketplaces.
INSEAD offers 4 Operations
Management programmes:
— Supply Chain Management

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

Management
— Senior executives involved in managing R&D — Executives involved in complex projects,
activities (directly or because this is a major who have not undergone specialised
focus of their organisation) training or acquired the frameworks for
— Typically either moving from a specialised effective project management
function into a more generalist role, or — Typically participants are involved in:
general managers required to be more launching new products; developing new
closely involved in R&D activities. services or campaigns; implementing a
change-management programme or
setting up a new business.

— Strategic aspects of R&D, beyond the — Cross-functional skills to implement the
typical project management, encompassing principles of risk planning and control,
organising for innovation and building a to measure effectiveness across different
network of partners to harness innovation teams, and to provide a structure for project
in the field management across your business
— Managing R&D activities that lead to — Enhanced people skills to manage dispersed
product innovation as a strategic business teams working in different time zones
process across multiple functions and locations, with different agendas and
— Managing and measuring a portfolio of operating within different cultural contexts
processes in an innovative culture. — Understanding stakeholder drivers,
organising projects as a community,
diagnosing the network and the
project contract.
— View R&D from a strategic perspective more — Develop project management skills and
than a collection of development projects understanding of project teams and
— Build tools to translate business strategy into stakeholders’ relationships
Management
a portfolio of innovation initiatives, and to — Overcome complexity and uncertainty Operations
measure performance of uncertain and in order to cope with the new

long-term innovation global environment
— Build processes and structures that support — Improve team collaboration on corporate
R&D activities for different purposes and initiatives, leading to more projects
with different degrees of novelty. delivered on time and on budget.

5 days 5 days
International Manufacturing
Programme
Participant profile
— Senior executives with approximately
10 years of experience and international
responsibilities
— Typically drawn from corporate
manufacturing, procurement, sales
and operations, planning, marketing,
and R&D functions.

— Design and management of a global
operations network, focusing on processes,
people and technology
— Strategic management of all aspects of value
delivery, including people performance and
technology management
— Mastery of key processes, including
procurement, manufacturing, new product
development and organisational learning.

— Acquire tools and concepts for leading
a global network of operations
— Build skills to design and improve
operations-management processes
on a global scale
— Develop an understanding of global trends,
risks and opportunities, performance
measures and talent-management issues
in manufacturing, ensuring sustainability.
Length of programme
10 days
You will be in a classroom

with peers, drawn from all
over the world, who are also
grappling with the complex
issues of doing business
in a global world
Management
Operations
Entrepre- The Family

Enterprise Challenge
neurship Participant profile

— Family members who either work in a family-
and Family owned firm and/or are controlling shareholders

of a family business
Business — Advisors and professionals who hold a

significant role working for family business
(for example, board member, CEO, chair of
business board)
— Participants are asked to come in teams of at
least 2 members of the same family enterprise.

— Overview of and insight into the unique
challenges faced by the family-owned
firm, including governance and key
strategic decision making, leading to
the development of an individual,
practicable action plan
— Interpersonal relationships and how to
improve communications through better
understanding of Fair Process, conflict
Entrepreneurship is at the heart of every resolution and management of
economy, with family firms making up 2/3 family dynamics
of all businesses in the world and social — Recognition of differing agendas and
entrepreneurship playing an increasing motivations of the individual and the family,
role in addressing critical social and and how to run effective family meetings.
environmental issues. INSEAD offers 2
distinct programmes to support these
key types of enterprises:
— The Family Enterprise Challenge

— INSEAD Social Entrepreneurship
— Gain a greater understanding of the
Programme
challenges and dynamics of family
businesses, as well as a better insight into
governance structures and processes
— Improve personal communications and
enhance dialogue amongst the family team
— Develop a concrete family action plan and
enable smoother transitions.
Length of programme
4 days
INSEAD Social
Entrepreneurship Programme
Participant profile
— Entrepreneurs and senior managers from
companies or organisations (non-profit
or for-profit) involved in social
entrepreneurial activities
— Typically participants are either leading
or have major operating responsibility
for social entrepreneurial activities.

— Defining the role social entrepreneurs play
in society and key challenges they face
bridging the gap between human needs
and the resources required to address them
— Steering a dynamic organisation: building
and leading effective, cohesive teams; and
managerial skills, including negotiation,
decision making and accounting
— Business-model innovation for the social
sector, how to scale up and build strategic
partnerships to grow.

— Gain skills in applying business tools to
leverage the marketplace and achieve
social benefits
— Improved organisational and negotiation
skills to manage a growing social enterprise
— Become part of a dynamic network
of international social entrepreneurs
and Family Business
Entrepreneurship
and engage with innovators and those

establishing best practices.
Length of programme
5 days
Practical Information
Contact us Campus information
Whether you are looking for Open-enrolment As one of the largest of the world’s leading
Programmes for yourself or your managers, or business schools – and certainly the most
Customised Programmes for your organisation, international – INSEAD is well placed to make
our personal advisors are on hand to offer you an impact on your business. INSEAD is unique
one-on-one consultation and advice on what is in having a three-campus structure, with a
most suitable for you. They will also be happy to European campus in Fontainebleau, France,
provide you with further information, or answer an Asian campus in Singapore and a Middle
any questions you may have on INSEAD and Eastern campus in Abu Dhabi, United Arab
Executive Education. Emirates. The campuses are equally diverse
and all have world-class faculty in residence.
INSEAD Europe Campus Executive programmes run at one, two or even
Boulevard de Constance across all three of our main locations. Our
77305 Fontainebleau Cedex, France Customised Programmes can also be held
Tel: +33 (0)1 60 72 42 90 anywhere in the world.
Email: execed.europe@insead.edu
Europe
INSEAD Asia Campus Fontainebleau, the home of INSEAD’s Europe
1 Ayer Rajah Avenue Campus, is spread across 8 hectares. Nestled
Singapore 138676 in the vast forest of Fontainebleau, the modern
Tel: +65 6799 5288 architecture of the campus blends harmoniously
Email: execed.asia@insead.edu with the green and leafy surroundings. Facilities
INSEAD Abu Dhabi Campus are of the highest standard and include 28
Muroor Road Street N°4, P.O Box 48049 lecture theatres, 2 restaurants, a bar, a bookshop,
Abu Dhabi, United Arab Emirates extensive library resources and a fully
Tel: +971 2 651 52 00 equipped gym.
Email: execed.mena@insead.edu Asia
For up-to-the-minute details of all INSEAD The Asia Campus is situated in the greenery of
Executive Education activities, please visit the Buona Vista area, the country’s ‘knowledge
http://executive.education.insead.edu hub’, and is just 25 minutes from the airport
and 10 minutes from the financial district.
It occupies a 2.8-hectare site and has 7
amphitheatres with a total capacity of 500 and
an 85-room residence.
Abu Dhabi
Abu Dhabi is the home of INSEAD’s third
campus, which is just 25 minutes from the
airport and 10 minutes from the ‘Corniche’.
This new, 12-storey, 6,000 square-metre
building, purposely designed for Executive
Education, presents a whole new world of
possibilities for management education in
© INSEAD 2010
the Middle East.

Calendar 2010/11
Location Level 2010
2010 2011
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Tuition Fees**
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General Management
Advanced Management Programme 4 weeks F 4-29/10 F 28/02-25/03 F 4-29/07 F 3-28/10 € 29,500
— Optional Residential Segment 1 week S 9-13/05 € 5,000
International Executive Programme (2 modules) 2 x 3 weeks F 8-26/11 1 F 17/01-4/02 2 € 38,200
NEW Transition to General Management
— Modular version (Fontainebleau / Singapore) 2 x 2 weeks F 9-20/05 1 S 11-22/07 2 € 25,000

— Modular version (Fontainebleau / Fontainebleau) 2 x 2 weeks F 28/03-8/04 1 F 13-24/06 2 F 14-25/11 1 € 25,000
— Modular version (Fontainebleau / Abu Dhabi ) 2 x 2 weeks F 26/09-7/10 1 A 5-16/12 2 € 25,000
— Optional 1-Week Integrated Business Simulation 1 week Visit our website for 2012 dates and fees
Management Acceleration Programme
— Consecutive version 3 weeks F 13/09-1/10 F 24/01-11/02 F 23/05-10/06 F 12-30/09 € 20,000
— Modular version (Singapore / Fontainebleau) 2 weeks + 1 week S 26/06-8/07 1 F 4-9/09 2 € 20,000
Asian International Executive Programme 2 weeks S 1-12/11 S 28/02-11/03 S 23/05-3/06 S 14-25/11 SG$ 20,900
Governance and Top Management
The Challenge of Leadership (4 modules) 3 x 5 days + 1 x 4 days F 10-14/01 1 F 7-11/03 2 F 23-27/05 3 S 7-10/12 4 € 30,000
AVIRA: Awareness, Vision, Imagination, Responsibility, Action 5 days S 15-20/09 F 4-9/05 S 7-12/09 € 15,000
Leadership
The Leadership Transition (2 modules) 5 days + 2 days F 13-17/09 1 F 11-12/01 2 F 4-8/04 1 F 22-23/06 2 F 10-14/10 1 € 9,800
Leading for Results 5 days S 6-10/12 S 11-15/04 F 6-10/06 S 5-09/12 € 8,200
Learning to Lead 3 days S 29/11-1/12 A 7-9/03 F 13-15/06 S 3-5/10 € 3,900
NEW Managing Global Virtual Teams 5 days F 25-29/10 F 7-11/03 F 10-14/10 € 8,200
Consulting and Coaching for Change (7 modules) 5 x 3 days + 2 x 4 days F 13-16/04 1 F 16-18/06 2 F 1-3/09 3 F 17-19/11 4 € 36,000
Strategy
Competitive Strategy 3 days F 16-19/11 F 12-15/04 S 13-16/09 F 15-18/11 € 6,050
INSEAD Blue Ocean Strategy 4 days F 18-21/10 A 28/02-3/03 F 20-23/06 F 17-20/10 € 6,950
NEW Powering Growth 5 days F 22-26/11 F 20-24/06 F 21-25/11 € 8,200
Managing Partnerships and Strategic Alliances 5 days F 5-10/09 F 28/11-3/12 F 3-8/04 F 27/11-2/12 € 8,200
NEW M&As and Corporate Strategy 3,5 days F 16-19/11 F 3-6/05 € 6,050
— Optional Finance Immersion Day 1 day F 15-15/11 F 2-2/05 € 1,000
Building the Business: Strategies for Asia Pacific 5 days S 8-12/11 S 9-13/05 S 14-18/11 SG$ 11,800
Business Strategy for HR Leaders 5 days F 16-20/05 € 8,200
People and Performance Management
Achieving Outstanding Performance 5 days F 6-10/09 A 7-11/11 F 28/03-1/04 S 30/05-3/06 F 12-16/09 € 8,200
Leading Successful Change 3 days S 18-20/10 S 17-19/10 SG$ 7,300
Management in the Humanitarian Sector 5 days Visit our website for dates € 2,500*
Managerial Skills for International Business 10 days F TBC* € 11,700
Negotiation Dynamics 3 days F 27-29/09 A 25-27/10 F 14-16/03 S 1-3/06 F 31/10-2/11 A 13-15/12 € 6,050
Marketing
AIMS: Advanced Industrial Marketing Strategy* 10 days F 20/09-1/10 F 7-11/03 S 13-17/06 F 17-21/10 € 12,500
International Marketing Programme 5 days F 29/11-3/12 F 23-27/05 F 28/11-2/12 € 8,200
Leading the Effective Sales Force 5 days W 31/01-4/02 F 6-10/06 S 24-28/10 € 8,200*
Finance and Banking
Finance for Executives
— Fontainebleau 9 days F 21/09-1/10 F 23/11-3/12 F 3-13/05 F 27/09-7/10 F 22/11-2/12 € 11,700
— Singapore 7 days S 1-9/03 € 10,300
Corporate Financial Strategy in Global Markets 9 days F 16-26/11 F 17-27/05 F 22/11-2/12 € 11,700
Global Investors Workshop 4,5 days F 6-10/06 € 7,250*
Risk Management in Banking 5 days F 4-8/10 F 10-14/10 € 8,200
Strategic Management in Banking 9 days F 1-10/03 € 11,700
Operations Management
Supply Chain Management 5 days F 1-5/11 S 23-27/05 F 7-11/11 € 8,200
Strategic R&D Management 5 days Visit our website for dates F 14-19/11 W 21-25/03 F 20-24/06 F 7-11/11 € 8,200*
International Project Management 5 days F 5-10/06 € 8,200
International Manufacturing Programme 10 days Visit our website for dates € 11,700
Entrepreneurship and Family Business
The Family Enterprise Challenge 4 days F 11-15/10 S 21-25/02 F 10-14/10 € 7,700*
INSEAD Social Entrepreneurship Programme 5 days F 15-19/11 S 29/11-3/12 F 14-18/11 S 28/11-2/12 € 2,800
* For further information, please visit our website. ** Fee subject to change. For programmes delivered in France, VAT (19.6%) to be added for companies based in France, or for European companies where no VAT number is supplied.
For programmes delivered in Singapore, GST (7%) to be added for Singapore-registered companies. F Europe Campus – Fontainebleau, France S Asia Campus – Singapore A Abu Dhabi Campus – United Arab Emirates W Wharton – Philadelphia, United States 1-7 Modules are not interchangeable TBC: To be confirmed
INSEAD Europe Campus
Boulevard de Constance
77305 Fontainebleau Cedex, France
Tel: +33 (0)1 60 72 42 90
Fax: +33 (0)1 60 74 55 13
Email: execed.europe@insead.edu
INSEAD Asia Campus

1 Ayer Rajah Avenue
Singapore 138676
Tel: +65 6799 5288
Fax: +65 6799 5299
Email: execed.asia@insead.edu
INSEAD Abu Dhabi Campus

Muroor Road Street N°4, P.O Box 48049
Abu Dhabi, United Arab Emirates
Tel: +971 2 651 52 00
Fax: +971 2 443 94 61
Email: execed.mena@insead.edu
http://executive.education.insead.edu

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Contents

3. Governance and Top Management 06

6. People and Performance Management 16

8. Finance and Banking 22

10. Entrepreneurship and Family Business 30

11. Practical Information 32

General Advanced Management

Management Participant profile

Programme content covers:

— Advanced Management Programme

The Advanced Management Programme is a

International Executive Transition to

Programme content covers: Programme content covers:

— Develop a keen understanding of how — Develop a keen understanding of how

Length of programme Length of programme

Management Acceleration Asian International

Programme content covers: Programme content covers:

Length of programme Length of programme

More than 9,500 executives

Governance The Challenge of

and Top Participant profile

Management and medium-sized firms; entrepreneurs

Programme content covers:

— The Challenge of Leadership

Key benefits for participants include:

AVIRA: Awareness, Vision,

Leadership The Leadership Transition

Programme content covers:

— The Leadership Transition

Leading for Results Learning to Lead

Participant profile Participant profile

Length of programme Length of programme

Managing Global Consulting and Coaching

Virtual Teams for Change

Programme content covers: Programme content covers:

Length of programme Length of programme

It all starts with

Strategy Competitive Strategy

Programme content covers:

INSEAD Blue Ocean Strategy Powering Growth

Programme content covers: Programme content covers:

Length of programme Length of programme

Managing Partnerships M&As and

Programme content covers: Programme content covers:

Length of programme Length of programme

Building the Business: Business Strategy

Programme content covers: Programme content covers:

Length of programme Length of programme

People and Achieving Outstanding

Performance Participant profile

Management to enhance performance, specifically those

Programme content covers:

— Achieving Outstanding Performance

Leading Successful Management in the

Programme content covers: Programme content covers:

People and Performance

Managerial Skills Negotiation Dynamics

Length of programme Length of programme

People and Performance

Marketing AIMS: Advanced Industrial

Programme content covers:

— AIMS: Advanced Industrial