Advanced Management Programme-InSEAD

Expand your horizon. Make an impact.

Executive Education

Expand your horizon. Make an impact.

Advanced Management Programme

General Management Programmes 2013 – 2014

Contents

1. Introduction 02

2. Programme Content 04

3. Learning Process 08

4. Learning Journey 09

5. Campus Information 10

6. Faculty 11

7. The Participants 14

8. The INSEAD LiVE Series 17

9. Practical information 19

10. Any Questions? 20

11. Comparison Grid 22

01Advanced Management Programme 2013 – 2014

Join the world in our classrooms with other carefully selected participants of diverse backgrounds and nationalities. You will gain a broader perspective of leading in a global business environment as you benefit from the international experiences of our professors and fellow business leaders.

We want you to make a difference when you return to your organisation. Our programmes are rigorous and demanding, which means we expect participants to fully engage in discussion and debate with both faculty and peers. When you leave our programmes you will be ready to inspire others and be prepared to drive your career and organisation forward.

Our programmes have greater relevance and impact than ever before. We hope you have the opportunity to join us and develop the skills, knowledge and capability you need to make a genuine impact.

We live in an increasingly complex and interconnected world. Business leaders face new leadership challenges demanding new levels of innovation and motivation, and a focus on sustainable value creation. We are responding to this fast-changing landscape by delivering a suite of programmes designed for executives at all stages of their careers.

We are one of the largest providers of executive education in the world, operating from three different campuses in Europe, Asia and Abu Dhabi. Over 140,000 executives have attended our programmes since 1967 and last year alone we worked with over 2,000 client companies. We offer a comprehensive portfolio of Open Programmes for executives at all stages of their careers including five brand new programmes for 2014.

Our faculty are world-leading business thinkers, who design, develop and deliver our programmes based on their research and experience of working with organisations from across the globe. They will challenge your assumptions and inspire you to think differently as they transfer their knowledge and share their latest ideas.

Executive Education for a rapidly changing world.

12,000+ participants in 2012 – 2013 145+independently minded faculty

Open Programmes45+ 140,000+ executives have attended our programmes since 1967

125+nationalities of participants in 2012 – 2013


IntroductionIn today’s uncertain global business environment senior managers assuming general management responsibilities face unique challenges. They need exceptional leadership skills to manage cross-functional teams; they need an international mindset; they need the ability to successfully manage continuous change; they need the skills, knowledge and confidence to make strategic decisions and implement them, and to complicate matters further, they need to do all this whilst also creating value.

INSEAD’s world-class, comprehensive General Management Programmes are designed to accelerate your effectiveness as a manager, increase your performance and to help you drive effective change. Designed and delivered by some of the world’s best faculty, you will gain the confidence to make the decisions needed to succeed, expand your thinking and learn what it takes to become an exceptional business leader.

Our Advanced Management Programme is a reflective process that offers participants insight into the way in which they exercise judgement. Transition to General Management is designed to smoothe and accelerate the transition from functional/technical management into general management. The Management Acceleration Programme is designed for early career high-potential executives equipping them with a general management perspective. The Asian International Executive Programme prepares executives for senior management challenges in Asia.

Transforming senior executives into thoughtful business leadersThe environment confronting business leaders today continues to be volatile – offering opportunities amidst great dangers. The theories and models that guided decision making in the past no longer provide leaders with all the answers they need. Successful leaders rely increasingly on their own judgement to make decisions.

The Advanced Management Programme acts on the belief that exercising judgement is neither art nor science, but a craft that can be honed with practice, reflection, feedback and coaching. The Advanced Management Programme represents an unparalleled opportunity for senior leaders to reflect in structured ways about how they exercise judgement at important decision points in their lives and careers.

The Advanced Management Programme is a complete general management programme – it helps senior executives to address all aspects of leadership. The programme complements functional understanding with a holistic approach that helps leaders build judgement in their specific contexts. Our innovative methods offer two unique opportunities: first, leaders reflect actively on the quality of their own judgement; second, they use proprietary frameworks to define and implement an agenda to enhance performance – both their own and their organisation’s.

The programme recognises that learning is not an event but a journey. Consequently, the Advanced Management Programme is designed to be a life-long journey with close, structured contact over the first year and a looser networked contact thereafter.

Key benefits

— Insights that challenge your assumptions. For example, people who lead what they consider to be commodity businesses think that there are set ways to compete in these businesses. That is, until they meet people in other commodity businesses and find they are competing very differently

— Actionable knowledge. This is not merely facts and theories. Rather, it is developing deeper insight into information you often already possess and that has immediate implications for what you should do

— Increased confidence. We believe that, as a senior leader, you already know what you need to do. We help you to develop even greater confidence in your knowledge by testing your assumptions and making them more robust. You are also able to benchmark yourself against your peers



Programme Content Building judgement – a core developmental objective Senior leaders often face issues that cut across traditional categories such as ‘marketing’, ‘finance’ or ‘HR’. Imagine you need to determine how aggressively to support an expansion plan in a new geography. You will probably think systematically about customer segments, supply chains and routes to market. You will ponder how to staff the expansion while maintaining your culture and, of course, you will evaluate the potential return on your investment. You will then think of how you can ‘sell’ the expansion internally to garner the support you will need.

The curriculum of the Advanced Management Programme is organised as a four-phase process (Mega-trends, Stakeholders, Organisation and Processes, and People) that enables senior corporate leaders to engage systematically with complex issues. Whereas each specific issue may be unique, our process enables you to structure even the most intractable problems. Going well beyond theory, our process allows you to complement the evidence-based tools offered in the classroom with the wisdom of your colleagues, your peers and your own considerable experience.

We believe that the best management theories are important supports for managerial judgement – not substitutes for it. The Advanced Management Programme seeks to cast a spotlight on how senior leaders exercise judgement. On the one hand, we will demonstrate that grounding your decisions in the prevalent evidence base is an essential condition for effective decision making. On the other, we will show that leaders often deviate systematically from what they would consider sensible courses of action. To correct this, we will introduce simple and often counter-intuitive ways of exercising judgement that will form an important foundation for this programme.

I. Mega-trendsMost strategic decisions ought to be contingent on sweeping, long-term changes in political economy, technology and society. Remarkably, several of these trends seem to be fairly stable over the long term, while displaying short-term perturbations. What are these long-term trends? How volatile might the short-term perturbations be and how might these affect what you would like to accomplish?

To address these questions, we will feature speakers who have evidence-based points of view and supplement their opinions with the collective wisdom of the participants to form robust, practical solutions for the future.

Macro economy There are broad trends in economic development that have proven remarkably robust over the last few centuries. What drives this steady development? Why have some economies proven to be more astute at leveraging this long-term growth? In which economies should we invest and what attributes seem to correlate with success?

The geo-political contextWhat broad shifts in the political terrain do we see over the medium term? What coalitions appear to be weakening, and what will emerge to take their place? What is the collective view of the major geo-political impacts on our businesses? Once again, we will link these discussions back to specific choices that confront you.

Broad technological and social trendsFor some time now, we have been hearing about sweeping changes in the way we connect – facilitated by technology – and have been thinking about how to leverage these changes in our organisations’ interests. How do we see these changes impacting us over the medium term?

At the end of this phase, you will structure your own thoughts about how mega-trends could affect your work contexts and set priorities for action.


II. StakeholdersSuccessful organisational leadership derives at least partly from the ability to manage the expectations of diverse and often competing stakeholder groups. In this phase, we examine the evolving demands of key stakeholders and ask how senior leaders such as you will trade off competing demands. The key theme of value creation will recur often over the course of this phase and will act as the organising principle along which stakeholders will be engaged.

CustomersCustomer value creation is often the root source of value creation for other stakeholders. Evolution in the framing, delivering and capturing of value from customers is a crucial concern for business leaders. Changes in customer perceptions, avenues of access to them and the framing of value propositions all have implications for how easy or difficult it will be to get one’s message heard in the cacophony of the modern marketplace.

CompetitorsSuccessful business leaders often claim they do best by rendering competitors irrelevant. Doing so successfully represents superior avenues for value creation. In highly contested markets, however, firms succeed by identifying, articulating and leveraging competitive advantage over other players. Current and future actions by competitors influence which courses of action will be successful for you.

ShareholdersDriving value creation for shareholders is an important – and some would argue the only – function of management. However, that may not be as straightforward as it sounds. In this conversation, we will propose that value is the only real ‘indicator’ to which leaders must pay attention.

Other societal stakeholdersShould an organisation focus time, attention and possibly money on broader social issues? Why are many of the companies represented in each room of Advanced Management Programme participants spending real resources on such issues? This conversation will provide insights into how, when and why paying attention to non-traditional business stakeholders could generate value for your organisation.

III. Organisation and processesHaving looked at broad external trends and the stakeholders who influence organisations, this phase of the programme turns to the process levers that help steer your organisation in the directions you desire.

Networks and changeThe networks you possess are your principal supports as you drive change in your organisation. What makes for more or less powerful networks? How are different networks more or less supportive of your change efforts? As change becomes the only constant that your organisation deals with, we help you plan the networks you will need to influence others who will, in turn, realise your vision.

Business models What is your organisation’s blueprint for success? When and how does your organisation make money – in reality, not only in your mind? Is this aligned with what you perceive to be your strategy? The devil in most grand plans lies in the detail and we offer opportunities for you to deconstruct the activities behind your plans and determine how the business model underlying your activities supports – or militates against – your aspirations.

Fair processOrganisations are hierarchical in nature, but people in them still respond to perceptions of fairness or otherwise in decision processes. We discuss the role of fairness in leadership and its relation to sustainability and performance.

GovernanceWhat constitutes good governance? Is there an ‘Anglo-Saxon’ governance model and, if so, how does this translate to non Anglo-Saxon parts of the world? In today’s world, it is crucial that you engage with the principles of governance that will oversee strategy implementation.

StructureWe will also devote time and attention to broad issues of structural and systems design in modern organisations. We will pay careful attention to the fragmentation of global supply chains and recognise that structural solutions need to be much more flexible than was typically the case in the past.

IV. PeopleBy this phase, your thinking has not just crystallised; you can actually see its implementation. You are clearly not a content expert in every area of implementation – you cannot be. But you believe you have the people in place to make it happen. Now begins the enthralling task of taking stock of yourself, your behaviours and your attitudes towards your organisation and team, the ways in which you lead them, and what you project that helps or hinders your cause.

The leadership metaphorThe principal crucible for forging leadership is experience. Our approach to leadership development is to support you to simulate the experience crucible using multiple metaphors. We use simulated environments in theatre, music and history to enable you to reflect on and develop your natural leadership skills. You will leave the programme with a structured plan to develop and monitor the skills you desire.

The values conversationValues are not set in stone. They change according to the lenses through which they are viewed. Increasingly, corporate observers are asking for a moral standard to which leaders hold themselves accountable. However, values are also useful to communicate to colleagues and external stakeholders the principles that you and your organisation deem inviolable. You will be invited to explore your position on values from multiple perspectives.

CommunicationA carefully crafted vision built on an authentic foundation of values could yet prove futile if you fail to communicate that vision effectively. Communication is a crucial leadership skill and we work on offering you simple, relevant ideas that will help you get your particular messages across successfully.


BalanceMany of the conversations we conduct during this programme are based on your professional life. However, we do not make the mistake of assuming that your professional life, dominant though it may be, can be disengaged from the rest your life. As a senior leader, you face genuine choices about how to invest your time and effort. We ensure that these choices become real to you and that you make them knowingly rather than involuntarily.

Process elementsWe cannot emphasise enough that the Advanced Management Programme comprises a process, not an episodic intervention. This process is initiated with a key communication six weeks before you gather on the INSEAD campus. In addition, some cohorts of participants from the Advanced Management Programme have continued to meet, re-engage and examine issues of importance to them, every year for over two decades.

The following are key process elements that define participants’ experience of the Advanced Management Programme.

Structure for implementing strategyAt the outset, you will get access to a broad framework in which to think about your challenges as a senior leader. Even prior to coming on to campus, you will be encouraged to use the framework to analyse some key issues that confront you today. We will then use inputs from the programme, reflective conversations with your peers and more structured coaching sessions to help flesh out the framework of issues you have identified.

360-degree feedback and coachingAs a senior leader, you will have received feedback through multiple channels, throughout your career. Through the Advanced Management Programme, you will have the opportunity to complement this with feedback received using a unique, INSEAD-developed instrument – one that has been validated rigorously with benchmarks from thousands of senior participants. The results will be discussed in an innovative group-coaching process that will yield actionable objectives for personal development.

The discipline of reflectionSometimes the most useful inputs that senior managers feed into their decision-making processes are their own. However, modern life does not offer sufficient opportunities for leaders to reflect on their actions and internalise lessons from the reflection. In this programme, we structure time for you to do exactly that – individually, in small groups and in large ones.

Collective wisdomSenior leaders exercise judgement when making calls about the future. Some of the toughest occur in one-off situations, yet the call affects the organisation’s medium-term future. Evidence suggests that experts are not very helpful in such contexts. Evidence also suggests that cumulating the perceptions of diverse people results in more robust forecasts than those generated by any one expert. We introduce you to techniques that will help you bolster your judgement using peer groups, such as that of the Advanced Management Programme, and suggest that you can continue to use these techniques indefinitely.


How you learn is as important as what you learnAfter half a century of educating senior managers, we at INSEAD know that simply passing on knowledge is not enough. The Advanced Management Programme succeeds by challenging your assumptions and opening your mind.

A powerful learning experienceThe Advanced Management Programme orchestrates a rich variety of learning methods.

— Reflection groups that offer participants insights into how they exercise their judgement

— Interactive case studies based on real-life decisions

— Forum sessions where participants bring individual or small-group learning to the entire participant body

— Group work for sharing experience and expertise very different from your own

— 360-degree leadership survey developed at INSEAD for Advanced Management Programme participants

— Group coaching, a unique peer coaching experience where participants develop skills to coach and to be coached

— Highly realistic simulations that benchmark your skills in a risk-free environment

— Sessions designed to leverage the inherent knowledge of groups

— Role-play and video sessions to bring learning to life and build the ability to communicate effectively as a leader

— A range of electives which tailor the programme even more closely to your needs

— Traditional lectures to convey the very latest management theories

— Other social and cultural activities designed to facilitate contact and exchange

Learning Process 08Advanced Management Programme 2013 – 2014


The Advanced Management Programme is so much more than a four-week educational experience. It is designed to be a learning journey that lasts a lifetime.

The journey begins approximately six weeks before your arrival on campus. You are asked to identify a specific strategic challenge that you face in your work and are taken through a structured process to help you begin reflecting on it. This strategic challenge will become the unifying thread that runs throughout your learning on campus – and enables you to measure the programme’s impact, once you return to work.

During the four-week residential programme, you will reflect and receive feedback on your strategic challenge, facilitated by expert INSEAD faculty and coaches. You will work both individually and, in order to leverage the wealth of experience of your peers, in carefully selected groups comprised of senior executives facing similar strategic issues.

With the support of coaches, faculty and fellow participants, you will continue to make progress on your chosen challenge in the six months

Learning Journey

— Interview with Programme Director

— 360º survey— Start strategic

challenge process— Access to learning

platform

— Programme content

• Mega Trends• Stakeholders• Organisation and

Processes • People • Process

— Strategic challenge process continues

— Introduction to alumni network and online platforms

— Conference call with coach and strategic challenge group (+1 month)

— Strategic challenge feedback (+3 months)

— Strategic challenge feedback (+6 months)

— Continued learning and networking through online platforms

— Optional five-day capstone module in Singapore

— INSEAD Alumni Association activities

— Online networking and continued learning

Off-CampusOn-CampusOff-CampusOn-CampusOff-Campus

Ongoing learning

Optional capstone module

One to six months after residential programme

Four-week residential programmePre-programme

following your stay on campus. This will enable you to evolve both your strategic vision and your plan of action – and to make an even greater impact on your organisation.

The journey continues through an optional five-day capstone module in Singapore about one year after the four-week residential programme. This optional module is designed to push the boundaries of your leadership potential through group work facilitated by our coaching staff, to continue the conversation on the dramatic shifts taking place in the world economy and geopolitics and to understand some of the strategic conversations we had during the four-week programme in the context of Asia.

The final integral element of the Advanced Management Programme is the online learning platform that enables you to keep in touch with your peers before, during and after your time on campus. It also brings you up-to-date with the latest INSEAD research and connects you with the school’s wider alumni community. In short, it is the gateway to an exclusive network that will enable you to rise to a whole lifetime of strategic challenges.

Asia Campus

Campus Information

Europe CampusINSEAD’s 8-hectare Europe Campus is situated on the edge of the beautiful, historic town of Fontainebleau, France. It nestles in the vast Forest of Fontainebleau yet is less than 1 hour from the centre of Paris and international airports. Facilities are of the highest standard and include: 29 lecture theatres, many classrooms, study areas, 2 restaurants, a bar, a bookshop, extensive library resources, a fully equipped gym and 2 on-campus hotels with a total of 158 rooms.

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

INSEAD is unique among leading business schools in having a 3-campus structure – spanning Europe, Asia and Abu Dhabi. Each campus is highly cosmopolitan and has its own world-class faculty in residence. Executive Education programmes run at 1, 2 or even all 3 locations, while Customised Programmes can be held anywhere in the world.

Asia CampusThe Asia Campus in Singapore occupies a 1.8-hectare site in the heart of the city’s Buona Vista ‘knowledge hub’ – just 30 minutes from the airport and 15 minutes from the financial district. Its state-of-the-art facilities (currently being extended for the second time) include: 8 lecture theatres, classrooms, study areas, a restaurant, 2 bars, a 24-hour library, a fitness centre and 85 hotel rooms for participants.


Faculty 11Advanced Management Programme 2013 – 2014

All the breadth and depth of the programme is personified in its faculty. INSEAD’s professors represent many cultures, many disciplines, many perspectives. At the same time, they are acknowledged world experts in their own particular fields – and outstanding teachers.

With strong track records in research and teaching, our faculty also remain intimately close to business. Most are engaged in cross-disciplinary research, either through dual-subject appointments to INSEAD or through the school’s multi-faceted research centres.

Unlike many schools, we make sure that INSEAD’s own highly rated professors represent the vast majority of teachers on our General Management Programmes. And only the most experienced or those with new and relevant research are invited to teach on the Advanced Management Programme. In short, they are selected for their outstanding teaching and original thought. Participants take away their latest books, as well as long-lasting memories of their classes.

“By the time they take the Advanced Management Programme, participants have years of successful general management experience in some of the world’s best companies.

The Advanced Management Programme offers them a valuable opportunity to reflect on their lives, careers and aspirations in a group of their peers, who come from all over the world.

The value for them is to go beyond familiar models of strategy, finance and marketing that most of them know, and engage in a holistic conversation about where they would like to be and how to get there. Of course, we don’t neglect important models and principles but we keep these real.

I personally find the Advanced Management Programme exciting because it is real. We do not hide behind models that have doubtful validity for our participants. Our explicit goal is to keep the conversation real for them.”

“Leadership is a journey, not a destination. As senior executives expand their careers, taking on more complex strategic challenges, there is extensive value in reflecting on the dynamic capabilities required for effective global leadership in the 21st century. The Advanced Management Programme is a deep reflection and learning experience for very senior executives. It seeks to expand their horizons and to take their extensive experience into new ways of thinking. The programme creates a unique learning community of participants and faculty to explore leadership mindsets, judgement, authenticity and leverage. It is intensive, personal and transforming. The diversity of each group, and the programme design makes this a very rich, and relevant experience.”

Narayan Pant (India) Professor of Management of Practice PhD, New York University Raoul de Vitry d’Avaucourt Chair in Leadership Development

Ian Woodward Affiliate Professor of Organisational Behaviour

Programme Directors12Advanced Management Programme 2013 – 2014

Other contributing faculty include:

Jose-Luis Alvarez (Spain) Senior Affiliate Professor of Organisational Behaviour

Yakov Bart (Russian Federation) Assistant Professor of Marketing

Antonio Fatas (Spain) Professor of Economics The Portuguese Council Chaired Professor of European Studies

Anil Gaba (India) Professor of Decision Sciences The Orpar Chaired Professor of Risk Management Academic Director, Center for Decision Making and Risk Analysis

Massimo Massa (Italy) Professor of Finance The Rothschild Chaired Professor of Banking Co-Director of the Hoffmann Research Fund

Claudia Zeisberger (Germany, Singapore) Affiliate Professor of Decision Sciences and Entrepreneurship and Family Enterprise Academic Director, Global Private Equity Initiative

Jean-François Manzoni (France, Canada) Professor of Management Practice The Shell Chaired Professor of Human Resources and Organisational Development Academic Director, INSEAD Global Leadership Centre

To learn more about the Advanced Management Programme and download the application form, visit: http://executive.education.insead.edu/advanced_management/


The Advanced Management Programme represents an extraordinary wealth of industries, companies, leadership positions and experiences for you to learn from. Participants are typically from a diverse range of countries, which not only provides a unique learning environment, but also offers rich networking and benchmarking opportunities. These participants have attained the very highest standards of business performance and are considered leaders in their organisations.

The Programme Director will personally evaluate each application based on leadership achievements, current level of responsibility and commitment to learning and self-development.

Participant profile

— Senior executives such as CEOs, COOs, CFOs and heads of product divisions, geographical regions or other major business units within the private or public sectors

— An average of twelve years’ management experience, with at least five years in a general management position with clear cross-functional and P&L responsibility

Senior executives without current managerial responsibilities and business consultants with senior-level client experience are invited to discuss their candidacy with the programme advisor.

From participants to alumni

Participants leave the Advanced Management Programme as full members of the INSEAD alumni community. Only graduates of our world-famous MBA, Executive MBA and PhD programmes, together with selected Executive Education participants, are eligible for this status. The elite worldwide network consists of over 41,100 alumni in around 160 countries, many with very active National Alumni Associations.



Participant profile

Past Participants15Advanced Management Programme 2013 – 2014

“The Advanced Management Programme gave me fresh insights and new ways of thinking and taking decisions. In professional terms it was transformational for me.”

CEO & Comptroller General Intellectual Property Office (IPO) The United Kingdom

“It’s so good to go back to school after 30 years and be reminded that there are still things you can do better. I’ve come back with new tools that are not only effective but efficient. What struck me most was that so many of the participants shared the same challenges on a different continent, in a different culture and in a different industry.”

CIO, Nexen, Canada

“I likened my experience to an intellectual roller coaster: it shakes your mind, twists it, stretches it, taking you to a new frontier.”

CEO, Formerly Executive Director, Business Development, Emaar Properties PJSC

Some of our past participants have included

Senior Vice President ABB Turbo Systems Switzerland

Manager, Tendering BAM International The Netherlands

Director Barclays Corporate The United Kingdom

Country Manager Chanel Italy

General Manager & Head of Ferrous Business Larsen & Toubro India

VP Head of Global Sales, Bioscience Merck Millipore Belgium

Director of Joint Operations Ministry of Defence Singapore

General Manager, Motor Vehicles Division Mitsui & Co. China

Director of Financial Services Moet Hennessy France

Head of Human Resources Nordea Bank Sweden

Vice President Global Public Affairs Novonordisk Novo Nordisk Denmark

Chief Executive Orion New Zealand

General Manager PETROBRAS Brazil

Partner PricewaterhouseCoopers Australia

Executive Vice President - Retail Credit Risk, Risk Management Group Siam Commercial Bank Thailand

Chief Executive Officer Steigenberger Hotels Germany

Assistant General Manager Sumitomo Corporation Japan

Region Asia Pacific 25%

Northern Europe 19%

Western Europe 16%

Africa 10%

The Americas 8%

Benelux 4%

Near/Middle East 2%

Rest of the world 16%

Industry Services 35%

Finance & Banking 19%

Natural resources 15%

Consumer goods 7%

Pharmaceuticals & Chemicals 7%

Heavy industry 6%

Electrical &Engineering 5%

Telecommunications 2%

Others 4%

Function General Managers 43%

Finance 15%

Sales & Marketing 11%

Manufacturing&Prod./Operations 7%

Business Dev./Corporate Plan. 7%

Administration & Human Resources 3%

R&D Management 3%

Engineering 2%

Project Management 1%

Others 7%


The INSEAD LiVE Series

Today’s insights for tomorrow’s businessThe INSEAD LiVE Series is a unique opportunity for you and your organisation’s executives to listen to and interact in real time with INSEAD thought leaders. Through a series of webinars, you will hear expert views on today’s hot topics and their impact on tomorrow’s business. You will also have the chance to ask questions that are important for your business – and get immediate answers from world experts.

The INSEAD LiVE Series is the convenient platform to gain access to INSEAD professors without leaving the workplace. This means your learning is incorporated into your day-to-day activities with immediate effect.

About our speakersThrough our online virtual seminars, you will gain a fresh and up-to-date perspective on current world and business issues from leading INSEAD faculty members.

INSEAD faculty are known for exploring new domains beyond their individual fields of research, driven by a determination to share their knowledge and their vision as they uncover solutions to multicultural management challenges. More than this, they are acutely aware of the impact of a constantly evolving global economy on your business.

To find out more and register To find out more and register for the INSEAD LiVE Series, visit: http://executive-education.insead.edu/webinars/


Application processAcceptance on the Advanced Management Programme is subject to the review of the Admissions Committee, which carefully evaluates all applications, systematically calling participants to ensure that the programme will meet their objectives.

It is imperative to apply early to this programme, as applications will be closed six weeks before the programme commences (when the pre-programme work begins). Please contact our programme advisor Clément Quessette if you have any questions.

Places are confirmed on a first-come-first-served basis, taking into consideration the applicant’s level and objectives, and the diversity of the class. The Admissions Committee will review your application and advise you on the outcome as soon as possible.

Tuition fees*A tuition fee of €34,500/SG$54,000* is billed after acceptance, two to three months before the programme, and must be settled before the programme begins. Instruction, teaching materials, books, refreshments during breaks, lunches on working days and opening and closing dinners are covered by this fee. The tuition fee for the one-week residential programme to be confirmed.

Accommodation The tuition fee does not cover accommodation. This is reserved by INSEAD on your behalf. The approximate cost of on-campus accommodation in Fontainebleau is €790 per week and in Singapore S$1400 per week. Accommodation charges should be settled at the end of the programme.

Cancellation policyCancellation charges are as follows:

— 45 to 30 days’ notice: 25% of the tuition fee

— 29 to 8 days’ notice: 50% of the tuition fee

— within 7 days of start date: 100% of the tuition fee.

* Fee subject to change. For programmes delivered in France, VAT (20%) to be added for companies based in France, individual purchasers from the EU and for European companies where no VAT number is supplied. For programmes delivered in Singapore, GST (7%) to be added for Singapore-registered companies.


(1)Participants are required to attend a programme introduction and opening dinner prior to the first day of formal instruction. The programme ends with a closing dinner, hence participants are expected to leave the day after.

Practical InformationProgramme Date Location Length Fee* Level Cert./

Alumni

Advanced Management Programme(1)

3–27 March 20145–9 May 2014(Optional capstone module)7 July–1 August 20143–28 November 20144–8 May 2015(Optional capstone module)

SingaporeSingapore

FontainebleauFontainebleauSingapore

4 weeks

5 days

4 weeks

5 days

SG$54,000SG$7,800

€34,500

SG$7,800

C-levelExperienced General Manager

Alumni status

Any Questions?INSEAD has expert programme advisors, who are there to support Advanced Management Programme candidates and participants. Here are some of the questions that we are most frequently asked. But if you have any further queries about the programme, how it fits with your needs or how the selection process works, we are here to help. Do get in touch using the contact details below.

INSEAD Europe CampusClément Quessette Programme Advisor, Open-enrolment Programmes

Executive Education Boulevard de Constance 77305 Fontainebleau Cedex, France Tel: +33 (0)1 60 72 40 27 Fax: +33 (0)1 60 74 55 13 Email: [email protected]

Alternatively you can use the following contacts for more general enquiries.

INSEAD Asia CampusOng Meow Kim Tel: +65 6799 5405 Fax: +65 6799 5299 Email: [email protected]

INSEAD Abu Dhabi CampusTel: +971 2 651 53 41 Fax: +971 2 446 03 03 Email: [email protected]

Why should I choose INSEAD above other business schools?We think our diversity is what makes us different – and better, especially for participants who wish to prepare for a very turbulent and challenging international arena. INSEAD is certainly the only school where no single culture dominates. The second major reason is that INSEAD has 40 years’ experience of educating top executives. The Advanced Management Programme reflects ‘our best practice’ in providing participants with an intense yet full general management experience.

What exactly does the selection process entail?It is important for all participants that the programme brings together people with an adequate level of general management experience, professional expertise and business responsibility. The Programme Director personally reviews every application for the programme in conjunction with the set guidelines, the intrinsic quality of the applicant – and his or her potential contribution to the learning environment.

What can I expect to change after the Advanced Management Programme?The Advanced Management Programme takes you through a reflective process that enables you to understand fully the way in which you develop and exercise your judgement. The new perspectives gained by faculty and your peers will change your approach to the challenges you face. At the end of the programme, you will have a selection of new ideas and solutions, and will return to the office with a clear strategic plan. Facilitated by INSEAD’s alumni and online platforms, you will also have a much broader network of international colleagues that you can call upon for future business challenges.


Why should I do a General Management Programme?INSEAD’s General Management Programmes will equip you with the skills, knowledge and confidence to become a successful business leader. Created and delivered by some of the world’s best faculty, each one of these programmes will challenge assumptions and enhance leadership skills, delivering a broader vision to both you and your organisation. Depending on your level and experience, we offer the Advanced Management Programme, Transition to General Management, Management Acceleration Programme and the Asian International Executive Programme.

How do I know that this General Management Programme is right for me?Advanced Management Programme participants have at least twelve years’ management experience, with at least five years in a general management position with clear cross-functional and P&L responsibility.

What instructions should I leave my colleagues at work about contacting me?Please ask them not to disturb you, unless there is an emergency. Calls and emails are distractions from the Advanced Management Programme’s intensive learning process. Those who disconnect themselves most effectively are generally those who learn most – and return with most to give their organisations. Your colleagues and direct reports have much to gain from coping without you too.




Comparison gridAdvanced Management Programme

Transition to General Management

Management Acceleration Programme

Asian International Executive Programme

Pa

rtic

ipa

nt

pro

file — Senior executives such as

CEOs, CFOs, COOs and heads of product divisions, geographical regions and other major business units

— An average of twelve years’ management experience, with at least five years in a general management position with significant P&L and cross-functional responsibilities

— Senior functional or technical managers about to make the transition to general management or recently appointed general managers

— At least eight years’ management experience with an outstanding track record in one or more functional areas of business

— Functional experts whose success depends on understanding the business as a whole and working effectively across functions and cultures

— Individual contributors and professionals who aspire to gain, or have recently gained, management responsibilities

— Typically graduates with five to twelve years’ work experience and a strong track record in their own functional area

— Executives with at least eight years’ management experience, or newly appointed general managers

— Typically participants already work in Asia (or are preparing to) or have responsibilities that are specific to the region

Pro

gra

mm

e co

nte

nt — Structured reflection by

participants on how they exercise judgement

— Coaching and feedback to go beyond the science of management to the craft of being a senior leader

— Focus on the objective functions of senior leaders as defined by diverse stakeholders, and the constraints and opportunities offered by the external environment

— Organisational levers that leaders use to achieve goals and how they become more effective in achieving these goals through a deeper understanding of themselves

— An in-depth examination of the foundations of business: marketing, organisational behaviour, finance and management accounting, strategy, operations management, and the global economy

— All aspects of leadership: communication, negotiations and decision-making, cross-cultural management, Fair Process, team building, self-awareness, and leadership style

— Rigorous frameworks and tools to apply back at work

— An optional 4.5-day follow-up module to put the concept of value creation into practice

— Sharpening your strategic insight: principles and tools to think strategically about every decision and action you take to boost your competitiveness and innovate

— Broadening your business expertise: perspectives from every business function to give you the ability to recognise, create, measure and capture value

— Strengthening your leadership foundations: frameworks, reflection and practice to enhance your presence, increase your ability to lead in and across teams, and plan your future growth

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

— The fundamentals of efficient management in a changing world, including judgement and decision-making, and marketing, set within an Asian context

— Practical advice on how to turn global strategy into Asian solutions

Key

ben

efit

s — Gain insights that challenge your assumptions

— Develop greater confidence – by testing your assumptions and making them more robust

— Actionable knowledge – harnessing the knowledge you already have into workable action plans

— Gain a grounding in all the key business disciplines and integrate them into a complete view of business – essential for effective general management decision-making

— Experience our unique Leadership Development Process, which includes powerful 360° feedback and coaching

— Understand how to ‘manage for value’, using INSEAD’s own ‘Blue Line Management’ concept

— Achieve new perspectives in a truly international class and different locations

— Become a more competent and confident manager with new insights, knowledge and skills

— Learn how to stay focused on creating value and grounded in a long-term purpose

— Increase the ability to manage yourself and others in conditions of uncertainty and pressure

— Enhance your capacity to lead, with or without formal authority, in diverse settings

— Greater insight into business fundamentals and confidence to lead across functions and geographical borders, to meet the new challenges of senior management

— Acquire a new approach to strategy, processes and up-to-date business models in an Asian context

— Framework and theories plus panel discussions focusing on current issues faced by Asian countries

Len

gth — 4 weeks + optional 5-day

capstone module for alumni— 2x2 weeks modular + optional

4.5 days follow-up module— 3 weeks or 2 weeks + 1week — 2 weeks

Loc

atio

n — Fontainebleau— Singapore

— Fontainebleau + Fontainebleau — Fontainebleau + Singapore — Fontainebleau + Abu Dhabi

— Fontainebleau— Singapore + Fontainebleau

— Singapore

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: [email protected]

INSEAD Asia Campus 1 Ayer Rajah Avenue Singapore 138676 Tel: +65 6799 5288 Fax: +65 6799 5299 Email: [email protected]

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: [email protected]

http://executive-education.insead.edu

Advanced Management Programme-InSEAD

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Transcript of Advanced Management Programme-InSEAD