Documente Academic
Documente Profesional
Documente Cultură
Programmes
2016 2017
Advanced
Management
Programme
Executive Education
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
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17
9. Practical information
19
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01
1
2
3
40+
Open Programmes
152,000+
9,500+
145+
130+
nationalities of participants
02
Introduction
In todays uncertain global business
environment senior managers assuming
general management responsibilities face
unique challenges. They need exceptional
leadership skills to manage cross-functional
teams; they need an international mindset;
they need the ability to successfully manage
continuous change; they need the skills,
knowledge and confidence to make strategic
decisions and implement them, and to
complicate matters further, they need to do all
this whilst also creating value.
INSEADs world-class, comprehensive General
Management Programmes are designed to
accelerate your effectiveness as a manager,
increase your performance and to help
you drive effective change. Designed and
delivered by some of the worlds best faculty,
you will gain the 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.
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
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04
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-trends
Most strategic decisions ought to be contingent
on sweeping, long-term changes in political
economy, technology and society. Remarkably,
several of these trends seem to be fairly stable
over the long term, while displaying short-term
perturbations. What are these long-term trends?
How volatile might the short-term perturbations
be and how might these affect what you would
like to accomplish?
To address these questions, we will feature
speakers who have evidence-based points of
view and supplement their opinions with the
collective wisdom of the participants to form
robust, practical solutions for the future.
Macro economy
There are broad trends in economic
development that have proven remarkably
robust over the last few centuries. What
drives this steady development? Why have
some economies proven to be more astute at
leveraging this long-term growth? In which
economies should we invest and what attributes
seem to correlate with success?
The geo-political context
What broad shifts in the political terrain do we
see over the medium term? What coalitions
appear to be weakening, and what will emerge
to take their place? What is the collective
view of the major geo-political impacts on our
businesses? Once again, we will link these
discussions back to specific choices that
confront you.
Broad technological and social trends
For some time now, we have been hearing
about sweeping changes in the way we connect
facilitated by technology and have been
thinking about how to leverage these changes in
our organisations interests. How do we see these
changes impacting us over the medium term?
At the end of this phase, you will structure your
own thoughts about how mega-trends could affect
your work contexts and set priorities for action.
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II. Stakeholders
Successful organisational leadership derives
at least partly from the ability to manage the
expectations of diverse and often competing
stakeholder groups. In this phase, we examine
the evolving demands of key stakeholders and
ask how senior leaders such as you will trade
off competing demands. The key theme of value
creation will recur often over the course of this
phase and will act as the organising principle
along which stakeholders will be engaged.
Customers
Customer value creation is often the root
source of value creation for other stakeholders.
Evolution in the framing, delivering and
capturing of value from customers is a crucial
concern for business leaders. Changes in
customer perceptions, avenues of access to
them and the framing of value propositions
all have implications for how easy or difficult
it will be to get ones message heard in the
cacophony of the modern marketplace.
Competitors
Successful business leaders often claim they
do best by rendering competitors irrelevant.
Doing so successfully represents superior
avenues for value creation. In highly contested
markets, however, 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.
Shareholders
Driving value creation for shareholders is an
important and some would argue the only
function of management. However, that may
not be as straightforward as it sounds. In this
conversation, we will propose that value is the
only real indicator to which leaders must pay
attention.
Other societal stakeholders
Should an organisation focus time, attention and
possibly money on broader social issues? Why
are many of the companies represented in each
room of Advanced Management Programme
participants spending real resources on such
issues? This conversation will provide insights
into how, when and why paying attention to
non-traditional business stakeholders could
generate value for your organisation.
III. Organisation and processes
Having looked at broad external trends and the
stakeholders who influence organisations, this
phase of the programme turns to the process
levers that help steer your organisation in the
directions you desire.
Networks and change
The networks you possess are your principal
supports as you drive change in your
organisation. What makes for more or less
powerful networks? How are different networks
more or less supportive of your change efforts?
As change becomes the only constant that your
organisation deals with, we help you plan the
networks you will need to influence others who
will, in turn, realise your vision.
Business models
What is your organisations blueprint for
success? When and how does your organisation
make money in reality, not only in your mind?
Is this aligned with what you perceive to be
your strategy? The devil in most grand plans
lies in the detail and we offer opportunities
for you to deconstruct the activities behind
your plans and determine how the business
model underlying your activities supports or
militates against your aspirations.
Fair process
Organisations are hierarchical in nature, but
people in them still respond to perceptions of
fairness or otherwise in decision processes. We
discuss the role of fairness in leadership and its
relation to sustainability and performance.
Governance
What constitutes good governance? Is there an
Anglo-Saxon governance model and, if so, how
does this translate to non Anglo-Saxon parts of
the world? In todays world, it is crucial that you
engage with the principles of governance that
will oversee strategy implementation.
Structure
We will also devote time and attention to
broad issues of structural and systems design
in modern organisations. We will pay careful
attention to the fragmentation of global supply
chains and recognise that structural solutions
need to be much more flexible than was
typically the case in the past.
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IV. People
By this phase, your thinking has not just
crystallised; you can actually see its
implementation. You are clearly not a content
expert in every area of implementation you
cannot be. But you believe you have the people
in place to make it happen. Now begins the
enthralling task of taking stock of yourself, your
behaviours and your attitudes towards your
organisation and team, the ways in which you
lead them, and what you project that helps or
hinders your cause.
The leadership metaphor
The principal crucible for forging leadership
is experience. Our approach to leadership
development is to support you to simulate the
experience crucible using multiple metaphors.
We use simulated environments in theatre,
music and history to enable you to 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 conversation
Values are not set in stone. They change
according to the lenses through which they are
viewed. Increasingly, corporate observers are
asking for a moral standard to which leaders
hold themselves accountable. However, values
are also useful to communicate to colleagues
and external stakeholders the principles that
you and your organisation deem inviolable.
You will be invited to explore your position on
values from multiple perspectives.
Communication
A carefully crafted vision built on an authentic
foundation of values could yet prove futile if
you fail to communicate that vision effectively.
Communication is a crucial leadership skill and
we work on offering you simple, relevant ideas
that will help you get your particular messages
across successfully.
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Balance
Many of the conversations we conduct during
this programme are based on your professional
life. However, we do not make the mistake of
assuming that your professional life, dominant
though it may be, can be disengaged from
the rest your life. As a senior leader, you face
genuine choices about how to invest your
time and effort. We ensure that these choices
become real to you and that you make them
knowingly rather than involuntarily.
Process elements
We cannot emphasise enough that the Advanced
Management Programme comprises a
process, not an episodic intervention. This
process is initiated with a key communication six
weeks before you gather on the INSEAD campus.
In addition, some cohorts of participants from
the Advanced Management Programme have
continued to meet, re-engage and examine
issues of importance to them, every year for over
two decades.
The following are key process elements
that define participants experience of the
Advanced Management Programme.
Structure for implementing strategy
At the outset, you will get access to a broad
framework in which to think about your
challenges as a senior leader. Even prior to
coming on to campus, you will be encouraged
to use the framework to analyse some key
issues that confront you today. We will then
use inputs from the programme, reflective
conversations with your peers and more
structured coaching sessions to help flesh out
the framework of issues you have identified.
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Learning Process
How you learn is as important
as what you learn
After half a century of educating senior
managers, we at INSEAD know that simply
passing on knowledge is not enough. The
Advanced Management Programme
succeeds by challenging your assumptions and
opening your mind.
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Learning Journey
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.
Off-Campus
On-Campus
Off-Campus
Off-Campus
Pre-programme
Four-week residential
programme
Ongoing
learning
Programme content
Mega Trends
Stakeholders
Organisation and
Processes
People
Process
Strategic challenge
process continues
Introduction to
alumni network and
online platforms
Interview with
Programme Director
360 survey
Start strategic
challenge process
Access to learning
platform
INSEAD Alumni
Association
activities
Online networking
and continued
learning
Optional followup coaching to
continue the process
of reflection and
deepen the ongoing
learning
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Campus Information
INSEAD is unique among leading business
schools in having a 3-campus structure
spanning Europe, Asia and Abu Dhabi. Each
campus is highly cosmopolitan and has its own
world-class faculty in residence. Executive
Education programmes run at 1, 2 or even all 3
locations, while Customised Programmes can
be held anywhere in the world.
Asia Campus
The Asia Campus in Singapore occupies a
1.94-hectare site in the heart of the citys Buona
Vista knowledge hub just 30 minutes from
the airport and 15 minutes from the financial
district. Its state-of-the-art facilities include:
12 amphitheaters, 6 flatrooms, classrooms,
study areas, 2 dining areas, 2 bars, a 24-hour
library, a fitness centre and 133 hotel rooms for
participants.
Asia Campus
Europe Campus
INSEADs 8-hectare Europe Campus is situated
on the edge of the beautiful, historic town of
Fontainebleau, France. It nestles in the vast
Forest of Fontainebleau yet is less than 1 hour
from the centre of Paris and international
airports. Facilities are of the highest standard
and include: 29 lecture theatres, many
classrooms, study areas, 2 restaurants, a bar, a
bookshop, extensive library resources, a fully
equipped gym and 2 on-campus hotels with a
total of 158 rooms.
Abu Dhabi Campus
Abu Dhabis city centre is home to INSEADs
third campus, just 40 minutes from the airport
and 10 minutes from the Corniche. This
new, 14-storey, 6,000 square-metre building,
purposely designed for Executive Education,
has 3 lecture theatres, 2 conference rooms,
classrooms, study areas, a library, a restaurant
and prayer rooms.
Faculty
All the breadth and depth of the programme is
personified in its faculty. INSEADs professors
represent many cultures, many disciplines,
many perspectives. At the same time, they
are acknowledged world experts in their own
particular fields and outstanding teachers.
With strong track records in research and
teaching, our faculty also remain intimately
close to business. Most are engaged in crossdisciplinary research, either through dualsubject appointments to INSEAD or through
the schools multi-faceted research centres.
Unlike many schools, we make sure that
INSEADs own highly rated professors
represent the vast majority of teachers
on our General Management Programmes.
And only the most experienced or those
with new and relevant research are invited
to teach on the Advanced Management
Programme. In short, they are selected for
their outstanding teaching and original
thought. Participants take away their latest
books, as well as long-lasting memories
of their classes.
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Programme Directors
Narayan Pant (India)
Professor of Management of Practice
PhD, New York University
Raoul de Vitry dAvaucourt Chair in Leadership
Development
Ian Woodward
Senior Affiliate Professor of Organisational
Behaviour
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Participant profile
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.
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
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Past Participants
Some of our past participants
have included
Senior Vice President
ABB Turbo Systems
Switzerland
Partner
PricewaterhouseCoopers
Australia
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
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Region
Asia Pacific
25%
Northern Europe
19%
Western Europe
16%
Africa 10%
The Americas
8%
Benelux 4%
Near/Middle East
2%
16%
Industry
Services 35%
Finance & Banking
19%
Natural resources
15%
Consumer goods 7%
harmaceuticals
P
& Chemicals
7%
Heavy industry
6%
lectrical &
E
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%
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To find out more and register for the INSEAD LiVE Series, visit:
http://executive-education.insead.edu/virtual-learning/liveseries.php
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Practical Information
Programme
Date
Location
Length
Fee*
Level
Cert./
Alumni
Advanced
Management
Programme(1)(2)
29 February
25 March 2016
429 July 2016
31 October
25 November 2016
Singapore
4 weeks
SG$54,750
Alumni
status
Fontainebleau
Fontainebleau
4 weeks
4 weeks
34,900
34,900
C-level
Experienced General
Manager
Participants are required to attend a programme introduction and opening dinner the evening before the formal instruction begins.
Participants are required to attend a closing dinner on the Thursday evening. Departure should be scheduled for the Friday.
Please note to maximise your learning experience, we require your full attention and commitment for the duration of the programme. As such
spouses and partners should not visit during the programme.
(1)
(2)
Tuition fees*
A tuition fee of 34,900/SG$54,750* 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 policy
Cancellation charges are as follows:
45 to 30 days notice: 25% of the tuition fee
29 to 8 days notice: 50% of the tuition fee
within 7 days of start date:
100% of the tuition fee.
* Fee subject to change. For programmes delivered in France,
VAT (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.
Application process
Acceptance on the Advanced Management
Programme is subject to the review of the
Admissions Committee, which carefully
evaluates all applications, systematically calling
participants to ensure that the programme will
meet their objectives.
It is imperative to apply early to this
programme, as applications will be closed
six weeks before the programme commences
(when the pre-programme work begins). Please
contact our programme advisor if you have any
questions.
Places are confirmed on a first-come-firstserved basis, taking into consideration
the applicants level and objectives, and
the diversity of the class. The Admissions
Committee will review your application and
advise you on the outcome as soon as possible.
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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 Campus
Michael Wort
Programme Advisor,
Open-enrolment Programmes
Executive Education
Boulevard de Constance
77305 Fontainebleau Cedex, France
Tel: +33 (0)1 60 72 40 30
Fax: +33 (0)1 60 74 55 13
Email: AMP_Contact@insead.edu
Alternatively you can use the following contacts
for more general enquiries.
INSEAD Asia Campus
Ong Meow Kim
Tel: +65 6799 5405
Fax: +65 6799 5299
Email: AMP_Contact@insead.edu
INSEAD Abu Dhabi Campus
Tel: +971 2 651 53 41
Fax: +971 2 446 03 03
Email: AMP_Contact@insead.edu
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Comparison grid
Participant profile
Programme content
Asian
International
Executive
Programme
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
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 benefits
Management
Acceleration
Programme
Length
Transition to
General
Management
4 weeks
3 weeks
2 weeks
Location
Advanced
Management
Programme
Fontainebleau
Singapore
Fontainebleau + Fontainebleau
Fontainebleau + Singapore
Fontainebleau + San Francisco
Fontainebleau
Singapore
Singapore