Core Courses - Semester 1
The Key Management Competences
Financial Management Accounting
English
– 24 hrs.
– Sem. 1 – 3 ECTS
–
In today’s highly competitive global markets, companies and their managers, owners, and directors need timely and meaningful accounting information for effective decision making. These information are disclosed by financial and management accounting systems. The financial accounting is legislated and governed by regulatory agencies and professional institutions; it exists to serve the need for organizations to periodically report results to outside investors and lenders; it results in only financial data that are public and reported to investors and creditors. On the other hand, the management accounting evolves from the best practices of managers working within their companies; it exits to serve the competitive needs of organizations that must constantly plan, control, and evaluate operations ; it results in both financial and non financial data that are proprietary (i.e., guarded from becoming available to competitors and the general public). The course objectives are: • To provide financial accounting mechanisms for understanding financial statements, • To provide analytical tools for assisting managers in evaluating various decisions within economic organizations.
In today’s highly competitive global markets, companies and their managers, owners, and directors need timely and meaningful accounting information for effective decision making. These information are disclosed by financial and management accounting systems. The financial accounting is legislated and governed by regulatory agencies and professional institutions; it exists to serve the need for organizations to periodically report results to outside investors and lenders; it results in only financial data that are public and reported to investors and creditors. On the other hand, the management accounting evolves from the best practices of managers working within their companies; it exits to serve the competitive needs of organizations that must constantly plan, control, and evaluate operations ; it results in both financial and non financial data that are proprietary (i.e., guarded from becoming available to competitors and the general public). The course objectives are: • To provide financial accounting mechanisms for understanding financial statements, • To provide analytical tools for assisting managers in evaluating various decisions within economic organizations.
Quantitative Models and Statistics for Managers
English
– 12 hrs.
– Sem. 1
–
Because of intensive use of personal computers and data bases, statistical analysis has invaded every sector of the business life. Not only quantitative data but also qualitative ones can be processed by today statistical packages. The objective of this course is to invite participants to a balanced approach to statistics and data analysis: precluding a “not for me” attitude as well as avoiding to see the world uniquely through numbers and figures produced by obscure mathematical wizardry. This means that I would like in this course to offer some resources for both the already well trained equation terminators, and the totally mathematically disinclined persons. Statistical methods are used in business mainly for two aims: descriptive and analytical, both in business practice and in research. From the descriptive standpoint, because business and management require simple communication, one wants to summarize rich and dense sets of data through simple figures, charts or diagram, keeping as much information as possible. From the analytical standpoint, one wants to apprehend relationships among variables and parameters that enter business decisions. To the question “Which factors affect the decision I have to make?”, statistical techniques can provide part of (part of only!) the answer, Finally, 80%-90% of the business academic research which provides the foundations for most business school textbooks, is performed with statistical tools.
Because of intensive use of personal computers and data bases, statistical analysis has invaded every sector of the business life. Not only quantitative data but also qualitative ones can be processed by today statistical packages. The objective of this course is to invite participants to a balanced approach to statistics and data analysis: precluding a “not for me” attitude as well as avoiding to see the world uniquely through numbers and figures produced by obscure mathematical wizardry. This means that I would like in this course to offer some resources for both the already well trained equation terminators, and the totally mathematically disinclined persons. Statistical methods are used in business mainly for two aims: descriptive and analytical, both in business practice and in research. From the descriptive standpoint, because business and management require simple communication, one wants to summarize rich and dense sets of data through simple figures, charts or diagram, keeping as much information as possible. From the analytical standpoint, one wants to apprehend relationships among variables and parameters that enter business decisions. To the question “Which factors affect the decision I have to make?”, statistical techniques can provide part of (part of only!) the answer, Finally, 80%-90% of the business academic research which provides the foundations for most business school textbooks, is performed with statistical tools.
Fundamentals of Marketing
English
– 24 hrs.
– Sem. 1 – 3 ECTS
–
Marketing is fundamentally thinking from the customer’s point of view (outside-in) followed by thinking from the perspective of the company (inside-out). Still too few companies are really able to apply outside-in within their organisations. Recent BoozAllen studies proved that resilient companies can produce more return on investment than non resilient companies! So each manager could ask himself the question: is my company really outside-in? and what can I do to change this? So marketing is being customer friendly: the customer is king, but also organising the company’s processes around the customer and developing products and services from a customer’s orientation. In the Fundamentals of Marketing several immutable laws are discussed and challenged by means of examples and cases. In addition to this overall market-oriented culture, students must understand the most important marketing models in order to analyse the existing marketing strategy and the way to develop a new marketing strategy. Tools like marketing planning, marketing communications, distribution, pricing, marketing research, market segmentation and organisation will complete the big marketing picture.
Marketing is fundamentally thinking from the customer’s point of view (outside-in) followed by thinking from the perspective of the company (inside-out). Still too few companies are really able to apply outside-in within their organisations. Recent BoozAllen studies proved that resilient companies can produce more return on investment than non resilient companies! So each manager could ask himself the question: is my company really outside-in? and what can I do to change this? So marketing is being customer friendly: the customer is king, but also organising the company’s processes around the customer and developing products and services from a customer’s orientation. In the Fundamentals of Marketing several immutable laws are discussed and challenged by means of examples and cases. In addition to this overall market-oriented culture, students must understand the most important marketing models in order to analyse the existing marketing strategy and the way to develop a new marketing strategy. Tools like marketing planning, marketing communications, distribution, pricing, marketing research, market segmentation and organisation will complete the big marketing picture.
Corporate Finance
English
– 24 hrs.
– Sem. 1 – 3 ECTS
–
This course in corporate finance is designed to introduce participants to the concepts and techniques of corporate financial decision making. Financial decision making come in two broad categories: - financing decision (Capital structure and Dividend policy): how the company should raise its funds and when to pay out dividends to its shareholders, - investment decision (Capital Budgeting): where the company should invest its resources. We will of course consider the effects of time and uncertainty on the decision-making and how to implement the firm’s ultimate objective: maximizing shareholder value.
This course in corporate finance is designed to introduce participants to the concepts and techniques of corporate financial decision making. Financial decision making come in two broad categories: - financing decision (Capital structure and Dividend policy): how the company should raise its funds and when to pay out dividends to its shareholders, - investment decision (Capital Budgeting): where the company should invest its resources. We will of course consider the effects of time and uncertainty on the decision-making and how to implement the firm’s ultimate objective: maximizing shareholder value.
Operation and Supply Chain Management
English
– 24 hrs.
– Sem. 1 – 3 ECTS
–
Supply Chain (SC) is a chain (or network) of business entities, that are directly or indirectly involved, in fulfilling customer requests. Supply chain management is all about managing material flow, information flow and financial flow, that cut across multiple companies (starting from supplier’s supplier, supplier, customer, customer’s customer), in an integrated manner. The concept of SCM emphasizes the need for coordination and collaboration among the SC players with respect to managing flow of material, information and finance. This concept has generated significant interest on the part of researchers, management, consultants and practitioners in academia and industry. An increasing number of Fortune 500 companies such as Chrysler, Hewlett Packard, IBM, P&G, Unilever, and Xerox have been stressing importance of SCM and are leveraging advances in IT and opportunities to form strategic alliances to tightly integrate operations within their supply chain. Considering these developments in business environment, this course aims to introduce you to the field of SCM. The objectives of the course are : - To introduce the basic Supply Chain Management concepts & issues - To discuss different supply chain alliance strategies - To discuss the impact of internet technology on Supply Chain - To give experience in analysing managerial issues within SCM
Supply Chain (SC) is a chain (or network) of business entities, that are directly or indirectly involved, in fulfilling customer requests. Supply chain management is all about managing material flow, information flow and financial flow, that cut across multiple companies (starting from supplier’s supplier, supplier, customer, customer’s customer), in an integrated manner. The concept of SCM emphasizes the need for coordination and collaboration among the SC players with respect to managing flow of material, information and finance. This concept has generated significant interest on the part of researchers, management, consultants and practitioners in academia and industry. An increasing number of Fortune 500 companies such as Chrysler, Hewlett Packard, IBM, P&G, Unilever, and Xerox have been stressing importance of SCM and are leveraging advances in IT and opportunities to form strategic alliances to tightly integrate operations within their supply chain. Considering these developments in business environment, this course aims to introduce you to the field of SCM. The objectives of the course are : - To introduce the basic Supply Chain Management concepts & issues - To discuss different supply chain alliance strategies - To discuss the impact of internet technology on Supply Chain - To give experience in analysing managerial issues within SCM
The Management Skills
Communication Skills - Action Learning Creativity and Effectiveness in Team
English
– 18 hrs.
– Sem. 1 – 2 ECTS
–
To understand group dynamics, team building and leadership processes better. To learn how to develop effective and creative teams. Through problem solving exercises, participants will obtain experience of teamwork, collective decision making and conflict resolution.
To understand group dynamics, team building and leadership processes better. To learn how to develop effective and creative teams. Through problem solving exercises, participants will obtain experience of teamwork, collective decision making and conflict resolution.
Communication Skills - Communication Processes and Styles
English
– 18 hrs.
– Sem. 1 – 2 ECTS
–
OBJECTIVE: To improve participant’s ability: - to understand the reasons of a difficult communication situation - to analyse the communication process between two (or several ) persons - to adapt to the other people in order to get an effective and satisfactory exchange - to get a clear self-awareness and establish goals of personal development CONTENT: - emotional intelligence as a key leadership factor - experimenting and analysing communication situations under stress - a model to analyse communication styles and processes - methods and tools to adapt to the other people - characteristics and development of one’s communication profile
OBJECTIVE: To improve participant’s ability: - to understand the reasons of a difficult communication situation - to analyse the communication process between two (or several ) persons - to adapt to the other people in order to get an effective and satisfactory exchange - to get a clear self-awareness and establish goals of personal development CONTENT: - emotional intelligence as a key leadership factor - experimenting and analysing communication situations under stress - a model to analyse communication styles and processes - methods and tools to adapt to the other people - characteristics and development of one’s communication profile
Communication Skills - Situational Leadership and conflict resolution
English
– 18 hrs.
– Sem. 1 – 2 ECTS
–
OBJECTIVE: At the end of the seminar the participants should be able to: - Have a clear Knowledge of each decision making process and be able to implement it. - Adapt their leadership style to the situation and to the people involved. - Develop a communication strategy in tune with the chosen management style and decision process. CONTENT: - Decision making meetings: experimentation and analysis. - How to implement each one of the decision making processes: information, consultation, participation and delegation. - Key factors to a situational management: a rational model of decision making.
OBJECTIVE: At the end of the seminar the participants should be able to: - Have a clear Knowledge of each decision making process and be able to implement it. - Adapt their leadership style to the situation and to the people involved. - Develop a communication strategy in tune with the chosen management style and decision process. CONTENT: - Decision making meetings: experimentation and analysis. - How to implement each one of the decision making processes: information, consultation, participation and delegation. - Key factors to a situational management: a rational model of decision making.
Managing and Leading Teams
English
– 24 hrs.
– Sem. 1 – 3 ECTS
–
Me and my team under Change OBJECTIVE: - To understand that change is an attitude, that change is learning and development, and a set of measures from Vision to Action - To achieve some insight in individual processes of coping with change - To become introduced to a variety of tools and methods to link mind, senses and emotions - To develop action plans for your own development and the development of your consultant team CONTENT: - From IS to TO BE: a technical and an emotional approach - My change tasks as a professional - Our change tasks as consultant teams
Me and my team under Change OBJECTIVE: - To understand that change is an attitude, that change is learning and development, and a set of measures from Vision to Action - To achieve some insight in individual processes of coping with change - To become introduced to a variety of tools and methods to link mind, senses and emotions - To develop action plans for your own development and the development of your consultant team CONTENT: - From IS to TO BE: a technical and an emotional approach - My change tasks as a professional - Our change tasks as consultant teams
International Leadership
English
– 12 hrs.
– Sem. 1 – 2 ECTS
–
Two days to explore some of the leadership issues and challenges that most corporations are facing today. The seminar will also focus on: Re-defining leadership-Leadership Models for a fast changing business world-Leadership Drivers-Leadership Innovation
Two days to explore some of the leadership issues and challenges that most corporations are facing today. The seminar will also focus on: Re-defining leadership-Leadership Models for a fast changing business world-Leadership Drivers-Leadership Innovation
Change Management
English
– 24 hrs.
– Sem. 1 – 3 ECTS
–
1. Understanding how to lead an organizational change process and individual transition 2. Providing insight to the different types of communication involved in a change process 3. Confronting the participants on the impact of good leadership and management in a change process This session is about how to manage change in organizations. It shows the importance of having the right balance between an ability to manage down – to have the skill to use communication, motivation and participation, to mobilise and lead a group of people in a certain direction – and an ability to manage up – to have the team building and political skills to build coalitions and supports to achieve a result. It also teaches the necessity of managing the transition ( which is a human, internal and psychological process ) to make the change ( which is more often organisational, external and situational ) work and succeed. The seminar uses a mix of cases, discussions, exercises and a computer simulation to give the participants a clear understanding of the common reasons that organizational change efforts so often fail and to reinforce their change and transition management competences. We will discuss how to apply these findings and skills in different organizational contexts and to the personal situation of the participants. Also, it includes a one-day “flash consultation”: the participants propose some recommendations to a real change case, presented by a company representative.
1. Understanding how to lead an organizational change process and individual transition 2. Providing insight to the different types of communication involved in a change process 3. Confronting the participants on the impact of good leadership and management in a change process This session is about how to manage change in organizations. It shows the importance of having the right balance between an ability to manage down – to have the skill to use communication, motivation and participation, to mobilise and lead a group of people in a certain direction – and an ability to manage up – to have the team building and political skills to build coalitions and supports to achieve a result. It also teaches the necessity of managing the transition ( which is a human, internal and psychological process ) to make the change ( which is more often organisational, external and situational ) work and succeed. The seminar uses a mix of cases, discussions, exercises and a computer simulation to give the participants a clear understanding of the common reasons that organizational change efforts so often fail and to reinforce their change and transition management competences. We will discuss how to apply these findings and skills in different organizational contexts and to the personal situation of the participants. Also, it includes a one-day “flash consultation”: the participants propose some recommendations to a real change case, presented by a company representative.
The Global Mindset
Strategy
English
– 24 hrs.
– Sem. 1 – 3 ECTS
–
OBJECTIVE 1. To understand the fundamental strategic management process. 2. To build skills in applying key concepts and theories in a decision making situation. - Introduction; Setting a direction for the firm; Analysis of the task environment - Analyzing firm capabilities; formulating business level strategies - Topics: Corporate and global strategies; implementation framework - Scenarios for decision making; case presentations
OBJECTIVE 1. To understand the fundamental strategic management process. 2. To build skills in applying key concepts and theories in a decision making situation. - Introduction; Setting a direction for the firm; Analysis of the task environment - Analyzing firm capabilities; formulating business level strategies - Topics: Corporate and global strategies; implementation framework - Scenarios for decision making; case presentations
Economic Environement
English
– 24 hrs.
– Sem. 1 – 3 ECTS
–
This course aims to allow the participants better understand, evaluate and relate to each other current economic issues and trends in order to enhance their ability to cope with the business environment. It stresses the main concerns of macroeconomics (output growth, business cycles, unemployment and inflation) and the ways the regulators (public and/or private, domestic and/or international) adopt to alleviate major economic problems, combining fiscal, monetary and exchange rates policies.
This course aims to allow the participants better understand, evaluate and relate to each other current economic issues and trends in order to enhance their ability to cope with the business environment. It stresses the main concerns of macroeconomics (output growth, business cycles, unemployment and inflation) and the ways the regulators (public and/or private, domestic and/or international) adopt to alleviate major economic problems, combining fiscal, monetary and exchange rates policies.
Simulation Games
Polygame
English
– 100 hrs.
– Sem. 1
–
Based on the Fundamental Management Tools, you will manage a small company in competitive environment : - Present the main management fields in operational context - Team building among the participants - Decision making in real time in a friendly atmosphere
Based on the Fundamental Management Tools, you will manage a small company in competitive environment : - Present the main management fields in operational context - Team building among the participants - Decision making in real time in a friendly atmosphere
Strategic Service Performance
English
– 100 hrs.
– Sem. 1
–
Exercise strategic flair and vision as an entrepreneur / Practice effective implementation of corporate strategy / Experience the importance of operational discipline and cost awareness / Understand the difference between strategic and management thinking and the skills required for each
Exercise strategic flair and vision as an entrepreneur / Practice effective implementation of corporate strategy / Experience the importance of operational discipline and cost awareness / Understand the difference between strategic and management thinking and the skills required for each
Negosim
English
– 100 hrs.
– Sem. 1
–
The NegoSim Business Simulation provides a unique learning opportunity to address the challenges of today’s business world and to experience the many paradoxes modern leaders have to live with. Participants operate under the scrutiny of Financial Markets. In this context Value Creation is the name of the game. In their pursuit of Profitable Growth, participants will have to expand more traditional ways of doing business by developing Partnerships which they negotiate with other firms. NegoSim is regularly used in face to face setting, but this Business Simulation has been designed to accommodate for virtual teamwork, with teams scattered all over the world in a full internet context.
The NegoSim Business Simulation provides a unique learning opportunity to address the challenges of today’s business world and to experience the many paradoxes modern leaders have to live with. Participants operate under the scrutiny of Financial Markets. In this context Value Creation is the name of the game. In their pursuit of Profitable Growth, participants will have to expand more traditional ways of doing business by developing Partnerships which they negotiate with other firms. NegoSim is regularly used in face to face setting, but this Business Simulation has been designed to accommodate for virtual teamwork, with teams scattered all over the world in a full internet context.
Business Project - Semester 1
In order to develop your entrepreneurship skills, the Business Project consists of either creating a new firm (entrepreneurship) or managing a new project inside or outside of an existing firm (intrapreneurship).
These basic management abilities are:
- Start with imagination and new ideas, with the capacity to run business models and business plans, with teambuilding and leadership skills
- End with ability to share your vision with shareholders and capital riskers.
The Business Project teams, will be supervised and evaluated by the Business Project professors/directors, consultants, venture capitalists and incubator managers. Best start-up projects could then be launched with our incubator supporter by IAE Aix, SUN Microsystems and one important capital risk firm CDC/SAMENAR. Understanding the art of corporate venture will help you to become:
- a business or a spin-off developer
- a leader in fast moving companies
- a venture capitalist in banks and private funds
- a consultant specialised in management for high-tech firms
Advanced Courses - Semester 2
The Challenge of Globalization
International Strategy
English
– 24 hrs.
– Sem. 2 – 3 ECTS
–
OBJECTIVES : The field of strategic management has developed several theoretical approaches to formulating strategy. These theories lend themselves to being used as tools and techniques for analysis. They form a rational basis for developing strategy. At the same time, we all recognize that strategic thinking is more than models and theories. This seminar will help participants (a) understand the existing internal conflicts and contradictions in the approaches, (b) build abilities in using the tools of strategic management thereby appreciating their uses and limitations, and (c) go beyond the models and ‘think’ about strategy. The pedagogy will make use of cases, role playing, and experiential exercises developed by the instructor. ABSTRACT : The seminar will comprise of four segments that flow from one to the other. a) Understand yourself: This part will comprise of distinguishing between strategic and operating issues and explore individual skills relating to ambiguity and ‘thinking-out-of-the-box.’ b) Setting a direction for the firm: In this segment, we will consider the steps involved in setting a purpose for the organization and consider organizational processes to help develop that long term perspective. c) Designing business and corporate strategies: We will translate that long term perspective into designing strategies both at the business, and corporate levels of the firm. We will consider ways of making an industry analysis dynamic, and consider the design and pitfalls in execution of multi-business strategies. d) Getting a grip on implementing strategy: Finally, we will practice developing a comprehensive view of formulating and implementing a strategy and appreciate the interdependencies involved. We will also re-negotiate a cross border alliance to understand the strategic implications of this.
OBJECTIVES : The field of strategic management has developed several theoretical approaches to formulating strategy. These theories lend themselves to being used as tools and techniques for analysis. They form a rational basis for developing strategy. At the same time, we all recognize that strategic thinking is more than models and theories. This seminar will help participants (a) understand the existing internal conflicts and contradictions in the approaches, (b) build abilities in using the tools of strategic management thereby appreciating their uses and limitations, and (c) go beyond the models and ‘think’ about strategy. The pedagogy will make use of cases, role playing, and experiential exercises developed by the instructor. ABSTRACT : The seminar will comprise of four segments that flow from one to the other. a) Understand yourself: This part will comprise of distinguishing between strategic and operating issues and explore individual skills relating to ambiguity and ‘thinking-out-of-the-box.’ b) Setting a direction for the firm: In this segment, we will consider the steps involved in setting a purpose for the organization and consider organizational processes to help develop that long term perspective. c) Designing business and corporate strategies: We will translate that long term perspective into designing strategies both at the business, and corporate levels of the firm. We will consider ways of making an industry analysis dynamic, and consider the design and pitfalls in execution of multi-business strategies. d) Getting a grip on implementing strategy: Finally, we will practice developing a comprehensive view of formulating and implementing a strategy and appreciate the interdependencies involved. We will also re-negotiate a cross border alliance to understand the strategic implications of this.
International Marketing
English
– 24 hrs.
– Sem. 2 – 3 ECTS
–
This course presents the main aspects of international marketing from export to global marketing. The world has now become a global village: when we talk about markets, we generally speak in worldwide terms. For most companies, 95% of growth opportunities are outside the domestic market. The main objectives of this course are a) to tackle strategic marketing problems facing industries in the international environment, b) to familiarize students with tools and techniques required in a complex and ever changing context and c) to demonstrate the relevance of properly measuring intangibles (e.g. innovation, exporting potential, brand image, service quality, etc.) at the international level.
This course presents the main aspects of international marketing from export to global marketing. The world has now become a global village: when we talk about markets, we generally speak in worldwide terms. For most companies, 95% of growth opportunities are outside the domestic market. The main objectives of this course are a) to tackle strategic marketing problems facing industries in the international environment, b) to familiarize students with tools and techniques required in a complex and ever changing context and c) to demonstrate the relevance of properly measuring intangibles (e.g. innovation, exporting potential, brand image, service quality, etc.) at the international level.
International Finance
English
– 24 hrs.
– Sem. 2 – 3 ECTS
–
OBJECTIVES: Every business decision is affected by financing considerations, from marketing to human resources to the basic decision on whether to enter or exit a given line of business. Financial decisions are a critical part of any viable strategy. We will analyze the financial strategies and tactics firms can and should choose. We begin with the classic issue of how to determine and to implement the value-maximizing capital structure. We then turn to the dynamics of financing policy with multiple stakeholders in a changing environment. We will continue speaking of strategic alliances, mergers/acquisitions. COURSE OUTLINE : Perspectives on Financial Policy Capital Structure and Financial Policy Financial Restructuring & Leveraged Buyout
OBJECTIVES: Every business decision is affected by financing considerations, from marketing to human resources to the basic decision on whether to enter or exit a given line of business. Financial decisions are a critical part of any viable strategy. We will analyze the financial strategies and tactics firms can and should choose. We begin with the classic issue of how to determine and to implement the value-maximizing capital structure. We then turn to the dynamics of financing policy with multiple stakeholders in a changing environment. We will continue speaking of strategic alliances, mergers/acquisitions. COURSE OUTLINE : Perspectives on Financial Policy Capital Structure and Financial Policy Financial Restructuring & Leveraged Buyout
International and Cross-Cultural Management - International Strategic Management
English
– 18 hrs.
– Sem. 2
–
Increase the awareness of to-days international business environment challenges Identify the opportunities and threats of the European business environment Get familiar with the EU policies that influence strategic and operational options Master the models and concepts for international strategic decision-making Identify the main implementation challenges of international strategies
Increase the awareness of to-days international business environment challenges Identify the opportunities and threats of the European business environment Get familiar with the EU policies that influence strategic and operational options Master the models and concepts for international strategic decision-making Identify the main implementation challenges of international strategies
The Challenge of Change and Transition
Philosophy and Business
English
– 24 hrs.
– Sem. 1
– Paul CLAUDEL (France)
A good look at leadership from a brand new perspective. The seminar will emphasize a series of key factors that leaders must pay attention to to improve people’s performance and…happiness. The brainstorming will be bases on the use of a philosophical approach versus a psychological one.
A good look at leadership from a brand new perspective. The seminar will emphasize a series of key factors that leaders must pay attention to to improve people’s performance and…happiness. The brainstorming will be bases on the use of a philosophical approach versus a psychological one.
Systems Approach to Change Management and Consulting
English
– 24 hrs.
– Sem. 2
– Carolina SERRANO
Palo Alto systems approach applied to the organization. OBJECTIVE: At the end of the seminar the participants should be able to: Differentiate between the two main types of organizational change Model the system of actors to be considered Apply this approach as a facilitation consulting methodology. CONTENT: Diagnose the pattern that prevents change to happen Model the system and the relationships inside it Determine the right paradoxical change strategy to implement Learn how to “let go” oneself and how to coach the customer to “let go” Co-build the whole process with the customer From the sens of urgency to anchoring a new culture OBJECTIVE: at the end of the seminar the participants should be able to: Diagnose rapidly the key issue of a change situation Have a holistic approach to a situation and its change strategy Implement a steering process involving the different actors concerned CONTENT: Fours case study analysis Experiencing the non existence of a “one best way” Exploring the key success factors of change in terms of process thinking.
Palo Alto systems approach applied to the organization. OBJECTIVE: At the end of the seminar the participants should be able to: Differentiate between the two main types of organizational change Model the system of actors to be considered Apply this approach as a facilitation consulting methodology. CONTENT: Diagnose the pattern that prevents change to happen Model the system and the relationships inside it Determine the right paradoxical change strategy to implement Learn how to “let go” oneself and how to coach the customer to “let go” Co-build the whole process with the customer From the sens of urgency to anchoring a new culture OBJECTIVE: at the end of the seminar the participants should be able to: Diagnose rapidly the key issue of a change situation Have a holistic approach to a situation and its change strategy Implement a steering process involving the different actors concerned CONTENT: Fours case study analysis Experiencing the non existence of a “one best way” Exploring the key success factors of change in terms of process thinking.
Change Praktikum
English
– 18 hrs.
– Sem. 2 – 5 ECTS
–
This workshop consists in very realistic simulation of a situation of consultation, chere the participants, gathered in consulting teams have to answer a tender offer focused on Change Management issues. To do so they will meet and interview the top executives of the company , who defined the terms of reference of the tender. The participants have the possibility to evaluate the relevance of the demand of the customer, to establish with him a real relation of partnership and cooperation, to envision together different ways to address the changes issues. Then the write and present for the Direction of the company their final proposal.
This workshop consists in very realistic simulation of a situation of consultation, chere the participants, gathered in consulting teams have to answer a tender offer focused on Change Management issues. To do so they will meet and interview the top executives of the company , who defined the terms of reference of the tender. The participants have the possibility to evaluate the relevance of the demand of the customer, to establish with him a real relation of partnership and cooperation, to envision together different ways to address the changes issues. Then the write and present for the Direction of the company their final proposal.
Coaching and Personnal Transition
English
– 12 hrs.
– Sem. 2 – 2 ECTS
–
Coaching skills has become a key dimension of leadership
Coaching skills has become a key dimension of leadership
Reinventing Human Resources Management
English
– 12 hrs.
– Sem. 2 – 2 ECTS
–
The program will revisit the concept of people at work and examine the impact of the new Information Technologies on the role of the HR manager. It will aims at outlining the role of the HR leader as a strategic Partner. Compensation management will also be included in the discussions
The program will revisit the concept of people at work and examine the impact of the new Information Technologies on the role of the HR manager. It will aims at outlining the role of the HR leader as a strategic Partner. Compensation management will also be included in the discussions
The Challenge of Innovation
Strategic Information Systems
English
– 24 hrs.
– Sem. 2 – 3 ECTS
–
Enabling the managers to participate actively in the processes of defining, designing and validating the organisational information system. Measuring the key issues of the use of NICT in management processes, the organisational impact and strategic aspects. Studying the different IS engineering methodologies.
Enabling the managers to participate actively in the processes of defining, designing and validating the organisational information system. Measuring the key issues of the use of NICT in management processes, the organisational impact and strategic aspects. Studying the different IS engineering methodologies.
Knowledge Management
English
– 12 hrs.
– Sem. 2 – 2 ECTS
–
OBJECTIVE : Understand the dynamic nature of knowledge Become familiar with the dynamic theories of knowledge Get insight in adaptive artificial intelligence (CASystems) Be able to design a knowledge approach for a company Understand the link between knowledge and learning CONTENT : Theories of complexity and dynamic systems behaviour The quantumstructure of management What is knowledge and how to organise it Complex Adaptive Systems (learning Artificial Intelligence) How to design knowledge and learning platforms Virtual learning Techniques for knowledge systems design (soft systems methodology)
OBJECTIVE : Understand the dynamic nature of knowledge Become familiar with the dynamic theories of knowledge Get insight in adaptive artificial intelligence (CASystems) Be able to design a knowledge approach for a company Understand the link between knowledge and learning CONTENT : Theories of complexity and dynamic systems behaviour The quantumstructure of management What is knowledge and how to organise it Complex Adaptive Systems (learning Artificial Intelligence) How to design knowledge and learning platforms Virtual learning Techniques for knowledge systems design (soft systems methodology)
Design Management - MIP
English
– 24 hrs.
– Sem. 2 – 3 ECTS
–
OBJECTIVES : The design management week aims to offer MBA students an introduction to the challenges, approaches, models and applications of design management and design strategy, for those future managers willing to develop and build the appropriate capabilities and skills to successfully manage design driven innovation. CONTENT: PART 1: DESIGN AND STRATEGY Design and competitive advantage. What is design? Why and how is Design considered a source of competitive advantage Design and Design Driven Innovation Design and Innovation strategies. Design Driven Innovation and user centred design. Exercise: Apple. Case Study: IDEO’s video. PART 2: DESIGN MANAGEMENT design research and ethnography Design Continuum, Boston-Milan-Seoul. Design research: understanding the needs and aspirations of users Applied Ethnography Empathy www.dcontinuum.com Visit to a Design Studio in Milan Managing Design Driven Innovation: the process Accessing knowledge on the design discourse: identifying and attracting key interpreters. Integrating knowledge: the meta-project. Influencing the design discourse: the cultural outputs. Case Study: Artemide Metamorfosi. Understanding socio-cultural trends Lifestyles and mindstyles How do trend agencies work and how do they participate in the innovation process of their clients: The process of understanding trends in society Methods for trend analysis. http://www.futureconceptlab.com/ Management and Design: from experience Guest speakers from companies that are leaders in design driven innovation (to be defined). In the past edition (2005) we had: • Lee D. Green, Director of Corporate Identity and Design, IBM • Edi Snaidero, Chairman, Snaidero Group. • Richard Eisermann, Director, Design and Innovation, Design Council, UK Management and Design: the challenges ahead Wrap-up
OBJECTIVES : The design management week aims to offer MBA students an introduction to the challenges, approaches, models and applications of design management and design strategy, for those future managers willing to develop and build the appropriate capabilities and skills to successfully manage design driven innovation. CONTENT: PART 1: DESIGN AND STRATEGY Design and competitive advantage. What is design? Why and how is Design considered a source of competitive advantage Design and Design Driven Innovation Design and Innovation strategies. Design Driven Innovation and user centred design. Exercise: Apple. Case Study: IDEO’s video. PART 2: DESIGN MANAGEMENT design research and ethnography Design Continuum, Boston-Milan-Seoul. Design research: understanding the needs and aspirations of users Applied Ethnography Empathy www.dcontinuum.com Visit to a Design Studio in Milan Managing Design Driven Innovation: the process Accessing knowledge on the design discourse: identifying and attracting key interpreters. Integrating knowledge: the meta-project. Influencing the design discourse: the cultural outputs. Case Study: Artemide Metamorfosi. Understanding socio-cultural trends Lifestyles and mindstyles How do trend agencies work and how do they participate in the innovation process of their clients: The process of understanding trends in society Methods for trend analysis. http://www.futureconceptlab.com/ Management and Design: from experience Guest speakers from companies that are leaders in design driven innovation (to be defined). In the past edition (2005) we had: • Lee D. Green, Director of Corporate Identity and Design, IBM • Edi Snaidero, Chairman, Snaidero Group. • Richard Eisermann, Director, Design and Innovation, Design Council, UK Management and Design: the challenges ahead Wrap-up
Innovation Management
English
– 12 hrs.
– Sem. 2 – 2 ECTS
–
The key objectives of this course are to understand: (1) the role and impact of innovation within both corporate and business strategies; and (2) the management, decision making and execution components of the overall innovation process in order to improve the odds of success. These objectives will be met in several ways including: - In-class discussions of current technologies development via clusters expansion; venture capital investments; or breakthrough ideas as well as of fundamental topics such as strategic and tactical rationales; value innovation; M&A; and intellectual property issues. - Case discussion and analysis of selected innovation strategies drawing on the experiences of the instructor (both in Corporate Venturing, and Corporate M&A) as well as students work on analysing and presenting potential strategies for existing companies. - Readings covering key topics, issues and best practices selected to stimulate students’ thinking and to enhance their future decision-making.
The key objectives of this course are to understand: (1) the role and impact of innovation within both corporate and business strategies; and (2) the management, decision making and execution components of the overall innovation process in order to improve the odds of success. These objectives will be met in several ways including: - In-class discussions of current technologies development via clusters expansion; venture capital investments; or breakthrough ideas as well as of fundamental topics such as strategic and tactical rationales; value innovation; M&A; and intellectual property issues. - Case discussion and analysis of selected innovation strategies drawing on the experiences of the instructor (both in Corporate Venturing, and Corporate M&A) as well as students work on analysing and presenting potential strategies for existing companies. - Readings covering key topics, issues and best practices selected to stimulate students’ thinking and to enhance their future decision-making.
Consulting Project - Semester 2
The objective is to give the participants the opportunity to realise a real consulting mission in a firm or an organisation. These missions deal with real change or transformation processes, either strategic, organisational, technological or human. The Change Consulting Project is a concrete experience of consulting practice and change management.
Every Consulting Project is managed by a team of 3 to 5 participants, integrating competences necessary to the positive achievement of the established objectives.
The participants are coached and supervised during the project by a team of professors of the IAE Aix who hold significant experience in organisational consulting.
Any organization can benefit from a team of MBA participants for the design and implementation of a Consulting Project, as it proposes a mission corresponding to an actual need.
Some examples of current and past consulting projects:
- Definition of an internal communication plan to establish a positive emulation when implementing for the second time a new information system
- Diagnosing the actual organisational stage to set up the key success factors for the future needed organisation fitting the development plan
- Diagnosis and Proposal relative to a production technology change within a microprocessing production factory
- Feasibility study for the transformation of French SME services into a European company
- Strategy development (new policy of communication and alliance) for a young IPC company
- Development of the marketing and communication policy for a professional sports league
- Redefinition of the internal purchasing function within a press company at the time of ERP installation
- Establishment of the schedule of sales conditions for a new management software (information system)
- Diagnosis within an aeronautical company
- Audit of the international mobility policy for the executives of a multinational corporation
- Benchmarking and proposals for the creation of a corporate university
Electives - All Year Long
Seminars into Perspective
The main purpose of the Seminars into Perspective is to make the MBAs think and reflect on some critical Leadership/Change topics. It is to challenge them and trigger the desire to go further and deeper.
Knowledge and Learning
English
– 100 hrs.
– Sem. 100
–
The seminar will focus on the definition of knowledge as well as on the process by which individuals, teams and organizations create and manage knowledge. It will look at the power of the reference as well as at the management of assumptions
The seminar will focus on the definition of knowledge as well as on the process by which individuals, teams and organizations create and manage knowledge. It will look at the power of the reference as well as at the management of assumptions
Leadership
English
– 100 hrs.
– Sem. 100
– Pierre Casse
Two days to explore some of the leadership issues and challenges that most corporations are facing today. The seminar will also focus on: Re-defining leadership-Leadership Models for a fast changing business world-Leadership Drivers-Leadership Innovation
Two days to explore some of the leadership issues and challenges that most corporations are facing today. The seminar will also focus on: Re-defining leadership-Leadership Models for a fast changing business world-Leadership Drivers-Leadership Innovation
Psychological Perspective into Career Management
English
– 100 hrs.
– Sem. 100
– Bill Acker
“Psychology has arrived. This short seminar enables MBA’s to have informed views about psychology in the workplace, so that they understand the principles involved when they are screened by employers and learn how to buy psychological services wisely for their companies. Topics covered are: Differences in theory between people in Intelligence and Personality; measuring those differences in practice ethically and accurately: the implications of those differences for selection and promotions; how to distinguish sound psychology from fads in psychology
“Psychology has arrived. This short seminar enables MBA’s to have informed views about psychology in the workplace, so that they understand the principles involved when they are screened by employers and learn how to buy psychological services wisely for their companies. Topics covered are: Differences in theory between people in Intelligence and Personality; measuring those differences in practice ethically and accurately: the implications of those differences for selection and promotions; how to distinguish sound psychology from fads in psychology
Consulting
English
– 100 hrs.
– Sem. 100
– Pierre Casse, Vincent Bordman
This seminar in two parts will review what consulting (as a business) is about; examine the consulting process from the users’ and provider’s perspectives; present a “Consulting Model” based on three major consulting tasks i.e. Diagnosis, Decision and Delivery
This seminar in two parts will review what consulting (as a business) is about; examine the consulting process from the users’ and provider’s perspectives; present a “Consulting Model” based on three major consulting tasks i.e. Diagnosis, Decision and Delivery
Accounting
English
– 100 hrs.
– Sem. 100
– M. Powers
The main objectives of this seminar are: to review the basic principles of accounting; To learn how to read an accounting statement quickly and rightly; To prepare the seminar participants for the seminar on “Business at the intersection”
The main objectives of this seminar are: to review the basic principles of accounting; To learn how to read an accounting statement quickly and rightly; To prepare the seminar participants for the seminar on “Business at the intersection”
Business at the Intersection
English
– 100 hrs.
– Sem. 100
–
This event will conclude the series of Cezanne seminars on change into perspective. It will give a chance to the participants to examine a selection of four business situations from four different angles (at the same time) i.e. Strategic, Financial, Leadership and Ethical .It will end up with a wrap up simulation (Lead Faculty: Profs M. Powers, M. Saias, K. Bardach and P.Casse) * Seminar on Accounting into Perspective * Seminar on Business at the intersection
This event will conclude the series of Cezanne seminars on change into perspective. It will give a chance to the participants to examine a selection of four business situations from four different angles (at the same time) i.e. Strategic, Financial, Leadership and Ethical .It will end up with a wrap up simulation (Lead Faculty: Profs M. Powers, M. Saias, K. Bardach and P.Casse) * Seminar on Accounting into Perspective * Seminar on Business at the intersection
International Seminars
These seminars, designed in a spirit of openness, are taught in English by French or foreign lecturers and cover all the main management fields. They are an interesting opportunity to approach, in a highly interactive way, an original topic related to business and to study with students from other programmes.
Career Decisions : What job is right for you? What job are you right for? How can you present yourself to get that job?
English
– 24 hrs.
– Sem. 1
– Bill ACKER (USA/UK)
Identifying a Career Path that suits you o Using psychological tests to look at yourself to see what kinds of jobs you would find congenial and where your personal qualities would bring you success o Looking underneath the job titles in your CV and the course titles of your formal studies and qualifications to understand the themes that run through your career o Looking underneath the job titles of careers you might pursue to appreciate the competences involved and interpersonal styles appropriate to those careers Organising yourself to get onto that Career Path o Preparing your CV and your interview ‘story’ to help you to secure a job that suits your career history, training, personality and abilities
Identifying a Career Path that suits you o Using psychological tests to look at yourself to see what kinds of jobs you would find congenial and where your personal qualities would bring you success o Looking underneath the job titles in your CV and the course titles of your formal studies and qualifications to understand the themes that run through your career o Looking underneath the job titles of careers you might pursue to appreciate the competences involved and interpersonal styles appropriate to those careers Organising yourself to get onto that Career Path o Preparing your CV and your interview ‘story’ to help you to secure a job that suits your career history, training, personality and abilities
Project Management
English
– 24 hrs.
– Sem. 1
– John ALGAR (UK)
As the volume and rate of technological and other business change increases, managers are faced with radically increased complexity. The pressure and stress of managing multiple initiatives across organisational and national boundaries, is already evident in many global organisations. Business leaders have long realised that implementation is at least as important as the creation of the initial vision for the business. The ability to translate strategy into reality is a requirement for today’s manager. In order to apply this approach successfully, managers need to understand the principles and techniques of project management, as well as its organisational and operational implications and the factors that influence project success. The management of projects comprises a blend of tools and techniques that focus on the planning, monitoring and control of the project tasks whilst blending these with the behavioural skills of team management and leadership. In addition the management of relationships across the organisation is essential as many organisations manage both functional and project activities in a matrix format. The seminar will cover both areas of the discipline in a very interactive style that will include both individual and group work. Project management is very much an applied discipline. Accordingly, in addition to more conventional learning approaches such as case studies and class discussions, the course places emphasis on “learning by doing” with a variety of exercises.
As the volume and rate of technological and other business change increases, managers are faced with radically increased complexity. The pressure and stress of managing multiple initiatives across organisational and national boundaries, is already evident in many global organisations. Business leaders have long realised that implementation is at least as important as the creation of the initial vision for the business. The ability to translate strategy into reality is a requirement for today’s manager. In order to apply this approach successfully, managers need to understand the principles and techniques of project management, as well as its organisational and operational implications and the factors that influence project success. The management of projects comprises a blend of tools and techniques that focus on the planning, monitoring and control of the project tasks whilst blending these with the behavioural skills of team management and leadership. In addition the management of relationships across the organisation is essential as many organisations manage both functional and project activities in a matrix format. The seminar will cover both areas of the discipline in a very interactive style that will include both individual and group work. Project management is very much an applied discipline. Accordingly, in addition to more conventional learning approaches such as case studies and class discussions, the course places emphasis on “learning by doing” with a variety of exercises.
Global Presentation and Public Speaking Skills
English
– 24 hrs.
– Sem. 1
– Fiona CASEY (Irish-American)
This seminar was originally developed for the key commercial managers of international advertising agencies who wanted to able to acquire an easy, fast yet effective approach to making presentations. Since then, it has been offered in multinationals for managers from more than 25 countries who work with colleagues and clients from around the world. Indeed, making presentations in front of international audiences has become a skill that managers are expected to master and yet many are unprepared for the challenge. This course, for the students of IAE, allows them to hone their presentation skills for international audiences. At the end of the session, they should be able to: - gain awareness of diverse cultural expectations in communication and set realistic objectives for their presentation, - adapt their presentation style for an international audience and acquire techniques to structure it in an appropriate way, - overcome « stage fright » and enjoy speaking in public. Participants will be able to use what they have learned in the seminar not only at IAE but also in their future professional context.
This seminar was originally developed for the key commercial managers of international advertising agencies who wanted to able to acquire an easy, fast yet effective approach to making presentations. Since then, it has been offered in multinationals for managers from more than 25 countries who work with colleagues and clients from around the world. Indeed, making presentations in front of international audiences has become a skill that managers are expected to master and yet many are unprepared for the challenge. This course, for the students of IAE, allows them to hone their presentation skills for international audiences. At the end of the session, they should be able to: - gain awareness of diverse cultural expectations in communication and set realistic objectives for their presentation, - adapt their presentation style for an international audience and acquire techniques to structure it in an appropriate way, - overcome « stage fright » and enjoy speaking in public. Participants will be able to use what they have learned in the seminar not only at IAE but also in their future professional context.
Philosophy and Business
English
– 24 hrs.
– Sem. 1
– Paul CLAUDEL (France)
A good look at leadership from a brand new perspective. The seminar will emphasize a series of key factors that leaders must pay attention to to improve people’s performance and…happiness. The brainstorming will be bases on the use of a philosophical approach versus a psychological one.
A good look at leadership from a brand new perspective. The seminar will emphasize a series of key factors that leaders must pay attention to to improve people’s performance and…happiness. The brainstorming will be bases on the use of a philosophical approach versus a psychological one.
Gandhi : his thoughts and Management
English
– 24 hrs.
– Sem. 1
– Janender K. JAIN (INDIA)
The objective of the seminar is to help participants understand the thoughts of Gandhi (Indian thinker, statesman and nationalist leader who led India out of the British Empire) on various aspects confronting individual, organizations, society and nations. The seminar will provide the opportunity to the participants to understand, reflect and discuss the relevance of these concepts in the present context.
The objective of the seminar is to help participants understand the thoughts of Gandhi (Indian thinker, statesman and nationalist leader who led India out of the British Empire) on various aspects confronting individual, organizations, society and nations. The seminar will provide the opportunity to the participants to understand, reflect and discuss the relevance of these concepts in the present context.
Negotiation
English
– 24 hrs.
– Sem. 1
– Robert THOMAS (USA)
Negotiation is the art and science of securing an agreement. This seminar is designed to develop and enhance your negotiation skills. You will learn the most current negotiation theories and techniques while simultaneously employing your learning in a series of negotiation exercises and role-play simulations. The seminar focuses on understanding the behavior of individuals, groups and organizations in the context of competitive situations. The course is designed to be relevant to a broad spectrum of negotiation problems that are faced by any manager whose duties require interpersonal contact.
Negotiation is the art and science of securing an agreement. This seminar is designed to develop and enhance your negotiation skills. You will learn the most current negotiation theories and techniques while simultaneously employing your learning in a series of negotiation exercises and role-play simulations. The seminar focuses on understanding the behavior of individuals, groups and organizations in the context of competitive situations. The course is designed to be relevant to a broad spectrum of negotiation problems that are faced by any manager whose duties require interpersonal contact.
Creativity Builds Business : People at the heart of business
English
– 24 hrs.
– Sem. 1
– Guy CLOUTIER (Canada)
Instill the students of IAE a sense of autonomy and responsibility by freeing their creative power. Allow students of IAE to develop their entrepreneurial culture by realizing their dreams.
Instill the students of IAE a sense of autonomy and responsibility by freeing their creative power. Allow students of IAE to develop their entrepreneurial culture by realizing their dreams.
Leading Change Projects
English
– 24 hrs.
– Sem. 1
– Julia CONNELL (Australia), IS
Change management can be seen from two perspectives – from those implementing the change and from the recipients of change. The view of change management varies strongly if you are the manager demanding the change versus the employee who may be unsure what the consequences are for him. These two views of change management can be referred to as: • Organizational change management • Individual change management In this seminar the student will learn how to lead change processes in such a way to : • minimize the unfavourable and minimise the positive ones • avoid unnecessary turnover or loss of valued employees • eliminate any adverse impact on your customers • achieve the desired business outcomes as soon as possible
Change management can be seen from two perspectives – from those implementing the change and from the recipients of change. The view of change management varies strongly if you are the manager demanding the change versus the employee who may be unsure what the consequences are for him. These two views of change management can be referred to as: • Organizational change management • Individual change management In this seminar the student will learn how to lead change processes in such a way to : • minimize the unfavourable and minimise the positive ones • avoid unnecessary turnover or loss of valued employees • eliminate any adverse impact on your customers • achieve the desired business outcomes as soon as possible
Sustainable Development in Business: Green Wash or genuine commitment?
English
– 24 hrs.
– Sem. 1
– René MORETTI (France)
Sustainability, despite being a relatively new term, has already been overused and corrupted, and Business is generally considered as greatly being responsible in the present failure of sustainable development. This is right and wrong: There are a lot of bad, but also good examples, but it is clear that what has been positively done is far from being enough. The seminar is intended • to define what actually is sustainable development: the only way to leave a viable heritage to future generations, and therefore a major objective for human being • to analyse the drivers and the effects of business activity, and particularly in global companies • to discuss sustainable indicators and ways to address value creation • to design a practical management process that can be useful for any decision-maker who intends to contribute to building a more sustainable world
Sustainability, despite being a relatively new term, has already been overused and corrupted, and Business is generally considered as greatly being responsible in the present failure of sustainable development. This is right and wrong: There are a lot of bad, but also good examples, but it is clear that what has been positively done is far from being enough. The seminar is intended • to define what actually is sustainable development: the only way to leave a viable heritage to future generations, and therefore a major objective for human being • to analyse the drivers and the effects of business activity, and particularly in global companies • to discuss sustainable indicators and ways to address value creation • to design a practical management process that can be useful for any decision-maker who intends to contribute to building a more sustainable world
Corporate Strategy and Competitiveness – US Perspective and Experience
English
– 21 hrs.
– Sem. 2 – 3 ECTS
– Richard TORRISI (USA), IS
The primary purpose of the seminar is to analyze the global competitiveness and strategies of U.S. firms and compare their experience with and applicability to non-U.S. firms. • To provide participants with a general understanding of the process of strategy formulation and implementation by U.S.based global companies. • To examine the strategies by which these firms enhance their global competitiveness. • To review their performance in the context of their strategic objectives in the current global economic environment. • To assess the relevance of traditional models of strategy formulation and environmental scanning.
The primary purpose of the seminar is to analyze the global competitiveness and strategies of U.S. firms and compare their experience with and applicability to non-U.S. firms. • To provide participants with a general understanding of the process of strategy formulation and implementation by U.S.based global companies. • To examine the strategies by which these firms enhance their global competitiveness. • To review their performance in the context of their strategic objectives in the current global economic environment. • To assess the relevance of traditional models of strategy formulation and environmental scanning.
MBA Thesis - July-September/December
- The thesis subject must be related to the management of innovation and/or the piloting of change.
- The thesis can be carried out individually, or in team of two. In the latter case, it must be possible, beyond the collective parts, to clearly distinguish and evaluate the specific contribution of each participant.
- Participants can base a thesis on work which was completed earlier in the year for the Business Project or the Consulting Project. Should the latter be chosen, it will necessary to examine specific new dimensions or those not fully-developed in the group project. Thus, the thesis must comprise practical and operational parts, as well as demonstrate a thorough understanding of the conceptual background (analyses and strategic review, modelling, conceptualisation...). It is also possible to base the thesis on a new innovative entrepreneurial project or consultation.
- A thesis can also be written on a topic relative to an important dimension of the MBA Change & Technology programme. This work must not only be conceptual or theoretical; it must also comprise any necessary practical illustrations and fieldwork, and be subjected to a thorough analysis.
- Lastly, a thesis can take the form of an internship report (i.e., carried out in a training course or employment within a company). In this case, the thesis must include a job description, explanation of work performed, an analysis of the location and participant role within the strategic context of the company. It must also present a clear personal perspective and understanding of the work assignment’s contribution to the participant’s professional project.
- You will have to ask a professor to be your IAE Tutor. He/she should in principle be a professor at IAE. He/she will supervise the progress of your work and help you to achieve it.