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General Management Programmes 2011/2012
Advanced Management Programme Executive Education
Expand your thinking. Make an impact.
Contents 1.
Introduction
02
2.
Programme Content
04
3.
Learning Process
08
4.
Learning Journey
09
5.
Campus Information
10
6.
Faculty
11
7.
The Participants
14
8.
Facts and Figures
17
9.
Any Questions?
18
Comparison Grid
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10.
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Advanced Management Programme 2011/2012
INSEAD Executive Education will challenge your assumptions, expand your thinking, build your capabilities and inspire you to make an impact. Business is becoming more global and increasingly competitive. Achieving a competitive advantage will depend on executives being able not only to think globally but also to act and react globally. They will need to be able to manage disparate teams, turn cultural differences into a competitive edge and unlock the power of diversity to generate creativity and innovation.
World in a classroom At INSEAD you will be in a classroom with peers, drawn from all over the world, who are facing similar issues and challenges to yours. Orchestrated by expert faculty, you will learn from each other and explore new and complex ideas. You will acquire new businessmanagement models and gain the confidence you need to make an impact in your job.
World-class faculty INSEAD has assembled a team of 145 worldclass faculty from more than 36 countries. They are an inspiring mix of entrepreneurs, change agents and innovators, many of whom have been globally recognised for their ground breaking research and their contribution to business. All are experts in their fields with real-world, practical, hands-on experience of working with, and consulting for, global organisations in a wide variety of industries.
INSEAD has more than 40 Open-enrolment Programmes in the key business disciplines of: General Management; Governance & Top Management; Leadership; Strategy; People & Performance Management; Marketing; Finance & Banking; Operations Management; and Entrepreneurship & Family Business. No matter what stage you are at in your career journey, participating in an INSEAD Executive Education programme will enable you to maximise your impact when you return to your organisation.
Pioneering thought leadership INSEAD thought leadership in areas such as Blue Ocean Strategy, Leadership and Coaching, Value Creation, Innovation and Strategic Agility among others, is world-renowned, and is helping to redefine the future of business. This cutting-edge knowledge and expertise is integrated into every one of our Executive Education programmes.
Are you ready for the challenge?
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Advanced Management Programme 2011/2012
Introduction In today’s uncertain global business environment senior managers assuming general management responsibilities face unique challenges. They need exceptional leadership skills to manage cross-functional teams; they need an international mindset; they need the ability to successfully manage continuous change; they need the skills, knowledge and confidence to make strategic decisions and implement them, and to complicate matters further, they need to do all this whilst also creating value. INSEAD’s world-class, comprehensive General Management Programmes are designed to accelerate your effectiveness as a manager, increase your performance and to help you drive effective change. Designed and delivered by some of the world’s best faculty, you will gain the confidence to make the decisions needed to succeed, expand your thinking and learn what it takes to become an exceptional business leader. Our Advanced Management Programme is a reflective process that offers participants insight into the way in which they exercise judgement. Transition to General Management is designed to smoothe and accelerate the transition from functional/ technical management into general management. The Management Acceleration Programme is designed for early career high-potential executives equipping them with a general management perspective. The Asian International Executive Programme prepares executives for senior management challenges in Asia.
Transforming senior executives into thoughtful business leaders The environment confronting business leaders today continues to be volatile – offering opportunities amidst great dangers. The theories and models that guided decision making in the past no longer provide leaders with all the answers they need. Successful leaders rely increasingly on their own judgement to make decisions. The Advanced Management Programme acts on the belief that exercising judgement is neither art nor science, but a craft that can be honed with practice, reflection, and coaching. The Advanced Management Programme represents an unparalleled opportunity for senior leaders to reflect in structured ways about how they exercise judgement at important decision points in their lives and careers. The Advanced Management Programme is a complete general management programme – it helps senior executives to address all aspects of leadership. The programme complements functional understanding with a holistic approach that helps leaders build judgement in their specific contexts. Our innovative methods offer two unique opportunities: first, leaders reflect actively on the quality of their own judgement; second, they use proprietary frameworks to define and implement an agenda to enhance performance – both their own and their organisation’s. The programme recognises that learning is not an event but a journey. Consequently, the Advanced Management Programme is designed to be a life-long journey with close, structured over the first year and a looser networked thereafter.
Advanced Management Programme 2011/2012
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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Advanced Management Programme 2011/2012
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 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 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 s 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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Advanced Management Programme 2011/2012
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 one’s 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 s as you drive change in your organisation. What makes for more or less powerful networks? How are different networks more or less ive 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.
Advanced Management Programme 2011/2012
Business models What is your organisation’s blueprint for success? When and how does your organisation make money – in reality, not only in your mind? Is this aligned with what you perceive to be your strategy? The devil in most grand plans lies in the detail and we offer opportunities for you to deconstruct the activities behind your plans and determine how the business model underlying your activities s – 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 today’s 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 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 able. 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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Advanced Management Programme 2011/2012
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.
360-degree and coaching As a senior leader, you will have received through multiple channels, throughout your career. Through the Advanced Management Programme, you will have the opportunity to complement this with received using a unique, INSEAD-developed instrument – one that has been validated rigorously with benchmarks from thousands of senior participants. The results will be discussed in an innovative group-coaching process that will yield actionable objectives for personal development. The discipline of reflection Sometimes the most useful inputs that senior managers feed into their decision-making processes are their own. However, modern life does not offer sufficient opportunities for leaders to reflect on their actions and internalise lessons from the reflection. In this programme, we structure time for you to do exactly that – individually, in small groups and in large ones. Collective wisdom Senior leaders exercise judgement when making calls about the future. Some of the toughest occur in one-off situations, yet the call affects the organisation’s medium-term future. Evidence suggests that experts are not very helpful in such contexts. Evidence also suggests that cumulating the perceptions of diverse people results in more robust forecasts than those generated by any one expert. We introduce you to techniques that will help you bolster your judgement using peer groups, such as that of the Advanced Management Programme, and suggest that you can continue to use these techniques indefinitely.
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Advanced Management Programme 2011/2012
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 ing on knowledge is not enough. The Advanced Management Programme succeeds by challenging your assumptions and opening your mind.
— 360-degree leadership survey developed at INSEAD for Advanced Management Programme participants
A powerful learning experience The Advanced Management Programme orchestrates a rich variety of learning methods.
— Sessions designed to leverage the inherent knowledge of groups
— Reflection groups that offer participants insights into how they exercise their judgement — Interactive case studies based on real-life decisions — Forum sessions where participants bring individual or small-group learning to the entire participant body — Group work for sharing experience and expertise very different from your own
— Group coaching, a unique peer coaching experience where participants develop skills to coach and to be coached — Highly realistic simulations that benchmark your skills in a risk-free environment
— Role-play and video sessions to bring learning to life and build the ability to communicate effectively as a leader — A range of electives which tailor the programme even more closely to your needs — Traditional lectures to convey the very latest management theories — Other social and cultural activities designed to facilitate and exchange
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Advanced Management Programme 2011/2012
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.
following your stay on campus. This will enable you to evolve both your strategic vision and your plan of action – and to make an even greater impact on your organisation.
The journey begins approximately six weeks before your arrival on campus. You are asked to identify a specific strategic challenge that you face in your work and are taken through a structured process to help you begin reflecting on it. This strategic challenge will become the unifying thread that runs throughout your learning on campus – and enables you to measure the programme’s impact, once you return to work.
The journey continues through an optional fiveday residential segment in Singapore about one year after the four-week residential programme. This optional segment is designed to push the boundaries of your leadership potential through group work facilitated by our coaching staff, to continue the conversation on the dramatic shifts taking place in the world economy and geopolitics and to understand some of the strategic conversations we had during the fourweek programme in the context of Asia.
During the four-week residential programme, you will reflect and receive on your strategic challenge, facilitated by expert INSEAD faculty and coaches. You will work both individually and, in order to leverage the wealth of experience of your peers, in carefully selected groups comprised of senior executives facing similar strategic issues. With the of coaches, faculty and fellow participants, you will continue to make progress on your chosen challenge in the six months Off-Campus Pre-programme
— Interview with Programme Director — 360º survey — Start strategic challenge process — Access to learning platform
The final integral element of the Advanced Management Programme is the online learning platform that enables you to keep in touch with your peers before, during and after your time on campus. It also brings you up-to-date with the latest INSEAD research and connects you with the school’s wider alumni community. In short, it is the gateway to an exclusive network that will enable you to rise to a whole lifetime of strategic challenges.
On-Campus
Off-Campus
On-Campus
Off-Campus
Four-week residential programme
One to six months after residential programme
Optional residential segment
Ongoing learning
— Programme content • Mega Trends • Stakeholders •O rganisation and Processes •P eople •P rocess — Strategic challenge process continues — Introduction to alumni network and online platforms
— Conference call with coach and strategic challenge group (+1 month) — Strategic challenge (+3 months) — Strategic challenge (+6 months) — Continued learning and networking through online platforms
— Optional fiveday residential segment in Singapore
— INSEAD Alumni Association activities — Online networking and continued learning
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Advanced Management Programme 2011/2012
Campus Information As one of the largest of the world’s leading business schools – and certainly the most international – INSEAD is well placed to make an impact on your business. INSEAD is unique in having a three-campus structure, with a European campus in Fontainebleau, , an Asian campus in Singapore and a Middle Eastern campus in Abu Dhabi, United Arab Emirates. The campuses are equally diverse and all have worldclass faculty in residence. Executive programmes run at one, two or even across all three of our main locations. Our Customised Programmes can also be held anywhere in the world. Europe Campus Fontainebleau, the home of INSEAD’s Europe Campus, is spread across 8 hectares. Nestled in the vast forest of Fontainebleau, the modern architecture of the campus blends harmoniously with the green and leafy surroundings. Facilities are of the highest standard and include 28 lecture theatres, 2 restaurants, a bar, a bookshop, extensive library resources and a fully equipped gym. Asia Campus The Asia Campus is situated in the greenery of the Buona Vista area, the country’s ‘knowledge hub’, and is just 25 minutes from the airport and 10 minutes from the financial district. It occupies a 2.8-hectare site and has 7 amphitheatres with a total capacity of 500 and an 85-room residence. Abu Dhabi Campus Abu Dhabi is the home of INSEAD’s third campus, which is just 25 minutes from the airport and 10 minutes from the ‘Corniche’. This new, 12-storey, 6,000 square-metre building, purposely designed for Executive Education, presents a whole new world of possibilities for management education in the Middle East.
Advanced Management Programme 2011/2012
Faculty All the breadth and depth of the programme is personified in its faculty. INSEAD’s professors represent many cultures, many disciplines, many perspectives. At the same time, they are acknowledged world experts in their own particular fields – and outstanding teachers. With strong track records in research and teaching, our faculty also remain intimately close to business. Most are engaged in crossdisciplinary research, either through dualsubject appointments to INSEAD or through the school’s multi-faceted research centres. Unlike many schools, we make sure that INSEAD’s own highly rated professors represent the vast majority of teachers on our General Management Programmes. And only the most experienced or those with new and relevant research are invited to teach on the Advanced Management Programme. In short, they are selected for their outstanding teaching and original thought. Participants take away their latest books, as well as long-lasting memories of their classes.
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Advanced Management Programme 2011/2012
Narayan Pant (India) Programme Director Professor of Strategy PhD, New York University
“By the time they take the Advanced Management Programme, participants have years of successful general management experience in some of the world’s best companies. The Advanced Management Programme offers them a valuable opportunity to reflect on their lives, careers and aspirations in a group of their peers, who come from all over the world. The value for them is to go beyond familiar models of strategy, finance and marketing that most of them know, and engage in a holistic conversation about where they would like to be and how to get there. Of course, we don’t neglect important models and principles but we keep these real. I personally find the Advanced Management Programme exciting because it is real. We do not hide behind models that have doubtful validity for our participants. Our explicit goal is to keep the conversation real for them.”
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Advanced Management Programme 2011/2012
Other contributing faculty include: Jose-Luis Alvarez (Spain) Adjunct Professor of Organisational Behaviour
Miklos Sarvary (Hungary) Professor of Marketing
Antonio Fatas (Spain) Professor of Economics
Ludo Van der Heyden (Belgium) Professor of Technology and Operations Management
Anil Gaba (India) Professor of Decision Sciences Kevin Kaiser (Canada) Professor of Finance José Santos (Portugal) Professor of Practice in Global Management
Ian Woodward (Australia) Adjunct Professor of Organisational Behaviour Dipak C. Jain (The United States) Dean of INSEAD To learn more about the Advanced Management Programme and the application form, visit: http://executive. education.insead.edu/advanced_management/
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Advanced Management Programme 2011/2012
The Participants The Advanced Management Programme represents an extraordinary wealth of industries, companies, leadership positions and experiences for you to learn from. Participants are typically from a diverse range of countries, which not only provides a unique learning environment, but also offers rich networking and benchmarking opportunities. These participants have attained the very highest standards of business performance and are considered leaders in their organisations. The Programme Director will personally evaluate each application based on leadership achievements, current level of responsibility and commitment to learning and selfdevelopment. Participant profile — Senior executives such as CEOs, COOs, CFOs and heads of product divisions, geographical regions or other major business units within the private or public sectors — An average of twelve years’ management experience, with at least five years in a general management position with clear cross-functional and P&L responsibility
Senior executives without current managerial responsibilities and business consultants with senior-level client experience are invited to discuss their candidacy with the programme advisor. From participants to alumni Participants leave the Advanced Management Programme as full of the INSEAD alumni community. Only graduates of our worldfamous MBA, Executive MBA and PhD programmes, together with selected Executive Education participants, are eligible for this status. The elite worldwide network consists of over 41,100 alumni in around 160 countries, many with very active National Alumni Associations. To learn more about the Advanced Management Programme and the application form, visit: http://executive. education.insead.edu/advanced_management/
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Advanced Management Programme 2011/2012
Some of our past participants have included General Manager AstraZeneca Greece
Chief Financial Officer Siemens Building Technologies Switzerland
Executive Director Cetelem Brazil
General Manager Skye Bank Nigeria
Vice President Coca-Cola Belgium
Member of the Board of Directors Solvay Belgium
Managing Director Credit Suisse Switzerland
Chief Executive Officer Statoil Denmark
Managing Director McDonald’s Australia
Chief Executive Officer Tesco The United Kingdom
General Manager Mitsubishi Corporation Japan
General Manager Westpac Australia
General Manager Nedbank South Africa Head of Corporate Banking Nordea Bank Finland
“The Advanced Management Programme gave me fresh insights and new ways of thinking and taking decisions. In professional it was transformational for me.”
Vice President Oracle Systems United Arab Emirates
CEO & Comptroller General Intellectual Property Office (IPO) The United Kingdom
General Manager Petrobras Brazil General Manager Provimi Russia Head of Electrical Power & Control Systems Rolls-Royce The United Kingdom General Manager Sage General Manager Sanofi-Aventis Republic of Korea
“It’s so good to go back to school after 30 years and be reminded that there are still things you can do better. I’ve come back with new tools that are not only effective but efficient. What struck me most was that so many of the participants shared the same challenges on a different continent, in a different culture and in a different industry.” CIO, Nexen, Canada “I likened my experience to an intellectual roller coaster: it shakes your mind, twists it, stretches it, taking you to a new frontier.” CEO, Formerly Executive Director, Business Development, Emaar Properties PJSC
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Advanced Management Programme 2011/2012
Region Northern Europe
18%
Asia
16%
Benelux
14%
Oceania Pacific
13%
Western Europe
13%
Africa
12%
Southern America
5%
Southern Europe
3%
Eastern Europe
2%
Middle East
2%
Northern America
2%
Industry Services
31%
Finance & Banking
18%
Natural resources
16%
Heavy industry
7%
harmaceuticals P & Chemicals
7%
lectrical E & Engineering
5%
Transport
5%
Consumer goods
4%
Telecommunications
1%
Other
6%
Function General Managers* C-suite Executives Managing Directors Heads of Product Divisions, Heads of Geographical Regions Vice-Presidents Executive Directors, Executive VPs, Executive Heads Board Other
43% 14% 12%
10% 9%
7% 2% 3%
*Senior cross-functional managers with over 12 years’ management experience.
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Advanced Management Programme 2011/2012
Practical information Programme
Date
Location
Length
Fee*
Advanced Management Programme
4–29 July 2011 3–28 October 2011 12 March–6 April 2012 2–27 July 2012 5–30 November 2012
Fontainebleau Fontainebleau Singapore Fontainebleau Fontainebleau
4 weeks
€29,500 €32,000
7–11 May 2012 (optional residential segment for alumni)
Singapore
Tuition fees* A tuition fee of €32,000* is billed after acceptance, two to three months before the programme, and must be settled before the programme begins. Instruction, teaching materials, books, refreshments during breaks, lunches on working days and opening and closing dinners are covered by this fee. The tuition fee for the one-week residential programme is €5,000. 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 , VAT (19.6%) to be added for companies based in , 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-ed companies.
Level
C-suite executives
+1 week
€5,000
Experienced general managers with clear cross-functional and P&L responsibility
Application process Acceptance on the Advanced Management Programme is subject to the review of the issions 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 our programme advisor Mark Leruste if you have any questions. Places are confirmed on a first-come-firstserved basis, taking into consideration the applicant’s level and objectives, and the diversity of the class. The issions Committee will review your application and advise you on the outcome as soon as possible.
Advanced Management Programme 2011/2012
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Any Questions? INSEAD has expert programme advisors, who are there to 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 details below. INSEAD Europe Campus Mark Leruste Programme Advisor, Open-enrolment Programmes Executive Education Boulevard de Constance 77305 Fontainebleau Cedex, Tel: +33 (0)1 60 72 40 30 Fax: +33 (0)1 60 74 55 13 Email: [email protected]
Why should I choose INSEAD above other business schools? We think our diversity is what makes us different – and better, especially for participants who wish to prepare for a very turbulent and challenging international arena. INSEAD is certainly the only school where no single culture dominates. The second major reason is that INSEAD has 40 years’ experience of educating top executives. The Advanced Management Programme reflects ‘our best practice’ in providing participants with an intense yet full general management experience. What exactly does the selection process entail? It is important for all participants that the programme brings together people with an adequate level of general management experience, professional expertise and business responsibility. The Programme Director personally reviews every application for the programme in conjunction with the set guidelines, the intrinsic quality of the applicant – and his or her potential contribution to the learning environment. What can I expect to change after the Advanced Management Programme? The Advanced Management Programme takes you through a reflective process that enables you to understand fully the way in which you develop and exercise your judgement. The new perspectives gained by faculty and your peers will change your approach to the challenges you face. At the end of the programme, you will have a selection of new ideas and solutions, and will return to the office with a clear strategic plan. Facilitated by INSEAD’s alumni and online platforms, you will also have a much broader network of international colleagues that you can call upon for future business challenges.
Advanced Management Programme 2011/2012
Why should I do a General Management Programme? INSEAD’s General Management Programmes will equip you with the skills, knowledge and confidence to become a successful business leader. Created and delivered by some of the world’s best faculty, each one of these programmes will challenge assumptions and enhance leadership skills, delivering a broader vision to both you and your organisation. Depending on your level and experience, we offer the Advanced Management Programme, Transition to General Management, Management Acceleration Programme and the Asian International Executive Programme. How do I know that this General Management Programme is right for me? Advanced Management Programme participants have at least twelve years’ management experience, with at least five years in a general management position with clear cross-functional and P&L responsibility.
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What instructions should I leave my colleagues at work about ing me? Please ask them not to disturb you, unless there is an emergency. Calls and emails are distractions from the Advanced Management Programme’s intensive learning process. Those who disconnect themselves most effectively are generally those who learn most – and return with most to give their organisations. Your colleagues and direct reports have much to gain from coping without you too. To learn more about the Advanced Management Programme and the application form, visit: http://executive. education.insead.edu/advanced_management/
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Advanced Management Programme 2011/2012
Programme content
Participant profile
Comparison grid Advanced Management Programme
Transition to General Management
— Senior executives such as CEOs, CFOs, COOs and heads of product divisions, geographical regions and other major business units
— Senior functional or technical managers about to make the transition to general management or recently appointed general managers
— Emerging leaders early in their careers as managers, or highvalue individual contributors close to gaining management responsibilities
— An average of twelve years’ management experience, with at least five years in a general management position with significant P&L and crossfunctional responsibilities
— At least eight years’ management experience with an outstanding track record in one or more functional areas of business
— Those with potential for future senior general management roles, typically graduates with at least five years’ work experience in a position with some operating, corporate or management responsibility
— Structured reflection by participants into how they exercise judgement
— In-depth examination of the foundations of business, to reinforce expertise in leading the value-generation process for successful transition to general management
— Fundamental business principles and skills necessary for a thorough foundation in general management, to develop a deeper and broader level of competence in key functional disciplines
— Understanding of the principles and context for general management and value creation through thorough investigation of: strategy; finance and management ing; crisis and consumption
— Conceptual frameworks and reflective learning processes, to develop the knowledge, awareness and abilities to exercise leadership in and across teams
— The fundamentals of efficient management in a changing world, including judgement and decision making, and marketing, set within an Asian context
— Coaching and 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
Key benefits
— Gain insights that challenge your assumptions — Develop greater confidence – by testing your assumptions and making them more robust — Actionable knowledge – harnessing the knowledge you already have into workable action plans
— Self-awareness and leadership style is developed within a unique group of peers from other cultures, industries and backgrounds — Using rigorous frameworks and tools, participants learn how to make effective decisions that create significant value — Optional fifth-week business simulation that integrates past experience, new-found skills and knowledge into a global perspective
Management Acceleration Programme
— A broader perspective of the business and the connection of everything learned on the programme to achieving a value creating perspective
— More effective decision making at a general management level and enhanced leadership skills, giving you increased confidence and managerial impact
— Become a more confident manager ready for new responsibilities, with new knowledge, skills and selfawareness
— Develop a keen understanding of how to ‘manage for value’ (using the INSEAD-developed ‘Blue Line Management’ concept)
— Focus on creating value and providing leadership to become a more effective manager
— Executives with at least eight years’ management experience, or newly appointed general managers — Typically participants already work in Asia (or are preparing to) or have responsibilities that are specific to the region
— Practical advice on how to turn global strategy into Asian solutions
— Greater insight into business fundamentals and confidence to lead across functions and geographical borders, to meet the new challenges of senior management — Acquire a new approach to strategy, processes and upto-date business models in an Asian context
Length
— Framework and theories plus discussions focusing on current issues faced by Asian countries
— 4 weeks + 1 week optional residential segment for alumni
— 2x2 weeks modular (optional 5th week integrated business simulation module)
— 3 weeks or 2 weeks + 1week
— 2 weeks
Location
— Integrate your knowledge and skills in a programme format that matches your busy schedule
— Return to the office ready to make an immediate impact with a fresh perspective encoming the bigger business picture and a longerterm view
Asian International Executive Programme
— Fontainebleau + Singapore
— Fontainebleau + Fontainebleau — Fontainebleau + Singapore — Fontainebleau + Abu Dhabi
— Fontainebleau — Singapore + Fontainebleau
— Singapore
INSEAD Europe Campus Boulevard de Constance 77305 Fontainebleau Cedex, Tel: +33 (0)1 60 72 42 90 Fax: +33 (0)1 60 74 55 13 Email: [email protected] http://executive.education.insead.edu
Advanced Management Programme Executive Education
Expand your thinking. Make an impact.
Contents 1.
Introduction
02
2.
Programme Content
04
3.
Learning Process
08
4.
Learning Journey
09
5.
Campus Information
10
6.
Faculty
11
7.
The Participants
14
8.
Facts and Figures
17
9.
Any Questions?
18
Comparison Grid
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10.
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Advanced Management Programme 2011/2012
INSEAD Executive Education will challenge your assumptions, expand your thinking, build your capabilities and inspire you to make an impact. Business is becoming more global and increasingly competitive. Achieving a competitive advantage will depend on executives being able not only to think globally but also to act and react globally. They will need to be able to manage disparate teams, turn cultural differences into a competitive edge and unlock the power of diversity to generate creativity and innovation.
World in a classroom At INSEAD you will be in a classroom with peers, drawn from all over the world, who are facing similar issues and challenges to yours. Orchestrated by expert faculty, you will learn from each other and explore new and complex ideas. You will acquire new businessmanagement models and gain the confidence you need to make an impact in your job.
World-class faculty INSEAD has assembled a team of 145 worldclass faculty from more than 36 countries. They are an inspiring mix of entrepreneurs, change agents and innovators, many of whom have been globally recognised for their ground breaking research and their contribution to business. All are experts in their fields with real-world, practical, hands-on experience of working with, and consulting for, global organisations in a wide variety of industries.
INSEAD has more than 40 Open-enrolment Programmes in the key business disciplines of: General Management; Governance & Top Management; Leadership; Strategy; People & Performance Management; Marketing; Finance & Banking; Operations Management; and Entrepreneurship & Family Business. No matter what stage you are at in your career journey, participating in an INSEAD Executive Education programme will enable you to maximise your impact when you return to your organisation.
Pioneering thought leadership INSEAD thought leadership in areas such as Blue Ocean Strategy, Leadership and Coaching, Value Creation, Innovation and Strategic Agility among others, is world-renowned, and is helping to redefine the future of business. This cutting-edge knowledge and expertise is integrated into every one of our Executive Education programmes.
Are you ready for the challenge?
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Advanced Management Programme 2011/2012
Introduction In today’s uncertain global business environment senior managers assuming general management responsibilities face unique challenges. They need exceptional leadership skills to manage cross-functional teams; they need an international mindset; they need the ability to successfully manage continuous change; they need the skills, knowledge and confidence to make strategic decisions and implement them, and to complicate matters further, they need to do all this whilst also creating value. INSEAD’s world-class, comprehensive General Management Programmes are designed to accelerate your effectiveness as a manager, increase your performance and to help you drive effective change. Designed and delivered by some of the world’s best faculty, you will gain the confidence to make the decisions needed to succeed, expand your thinking and learn what it takes to become an exceptional business leader. Our Advanced Management Programme is a reflective process that offers participants insight into the way in which they exercise judgement. Transition to General Management is designed to smoothe and accelerate the transition from functional/ technical management into general management. The Management Acceleration Programme is designed for early career high-potential executives equipping them with a general management perspective. The Asian International Executive Programme prepares executives for senior management challenges in Asia.
Transforming senior executives into thoughtful business leaders The environment confronting business leaders today continues to be volatile – offering opportunities amidst great dangers. The theories and models that guided decision making in the past no longer provide leaders with all the answers they need. Successful leaders rely increasingly on their own judgement to make decisions. The Advanced Management Programme acts on the belief that exercising judgement is neither art nor science, but a craft that can be honed with practice, reflection, and coaching. The Advanced Management Programme represents an unparalleled opportunity for senior leaders to reflect in structured ways about how they exercise judgement at important decision points in their lives and careers. The Advanced Management Programme is a complete general management programme – it helps senior executives to address all aspects of leadership. The programme complements functional understanding with a holistic approach that helps leaders build judgement in their specific contexts. Our innovative methods offer two unique opportunities: first, leaders reflect actively on the quality of their own judgement; second, they use proprietary frameworks to define and implement an agenda to enhance performance – both their own and their organisation’s. The programme recognises that learning is not an event but a journey. Consequently, the Advanced Management Programme is designed to be a life-long journey with close, structured over the first year and a looser networked thereafter.
Advanced Management Programme 2011/2012
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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Advanced Management Programme 2011/2012
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 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 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 s 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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Advanced Management Programme 2011/2012
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 one’s 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 s as you drive change in your organisation. What makes for more or less powerful networks? How are different networks more or less ive 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.
Advanced Management Programme 2011/2012
Business models What is your organisation’s blueprint for success? When and how does your organisation make money – in reality, not only in your mind? Is this aligned with what you perceive to be your strategy? The devil in most grand plans lies in the detail and we offer opportunities for you to deconstruct the activities behind your plans and determine how the business model underlying your activities s – 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 today’s 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 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 able. 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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Advanced Management Programme 2011/2012
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.
360-degree and coaching As a senior leader, you will have received through multiple channels, throughout your career. Through the Advanced Management Programme, you will have the opportunity to complement this with received using a unique, INSEAD-developed instrument – one that has been validated rigorously with benchmarks from thousands of senior participants. The results will be discussed in an innovative group-coaching process that will yield actionable objectives for personal development. The discipline of reflection Sometimes the most useful inputs that senior managers feed into their decision-making processes are their own. However, modern life does not offer sufficient opportunities for leaders to reflect on their actions and internalise lessons from the reflection. In this programme, we structure time for you to do exactly that – individually, in small groups and in large ones. Collective wisdom Senior leaders exercise judgement when making calls about the future. Some of the toughest occur in one-off situations, yet the call affects the organisation’s medium-term future. Evidence suggests that experts are not very helpful in such contexts. Evidence also suggests that cumulating the perceptions of diverse people results in more robust forecasts than those generated by any one expert. We introduce you to techniques that will help you bolster your judgement using peer groups, such as that of the Advanced Management Programme, and suggest that you can continue to use these techniques indefinitely.
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Advanced Management Programme 2011/2012
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 ing on knowledge is not enough. The Advanced Management Programme succeeds by challenging your assumptions and opening your mind.
— 360-degree leadership survey developed at INSEAD for Advanced Management Programme participants
A powerful learning experience The Advanced Management Programme orchestrates a rich variety of learning methods.
— Sessions designed to leverage the inherent knowledge of groups
— Reflection groups that offer participants insights into how they exercise their judgement — Interactive case studies based on real-life decisions — Forum sessions where participants bring individual or small-group learning to the entire participant body — Group work for sharing experience and expertise very different from your own
— Group coaching, a unique peer coaching experience where participants develop skills to coach and to be coached — Highly realistic simulations that benchmark your skills in a risk-free environment
— Role-play and video sessions to bring learning to life and build the ability to communicate effectively as a leader — A range of electives which tailor the programme even more closely to your needs — Traditional lectures to convey the very latest management theories — Other social and cultural activities designed to facilitate and exchange
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Advanced Management Programme 2011/2012
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.
following your stay on campus. This will enable you to evolve both your strategic vision and your plan of action – and to make an even greater impact on your organisation.
The journey begins approximately six weeks before your arrival on campus. You are asked to identify a specific strategic challenge that you face in your work and are taken through a structured process to help you begin reflecting on it. This strategic challenge will become the unifying thread that runs throughout your learning on campus – and enables you to measure the programme’s impact, once you return to work.
The journey continues through an optional fiveday residential segment in Singapore about one year after the four-week residential programme. This optional segment is designed to push the boundaries of your leadership potential through group work facilitated by our coaching staff, to continue the conversation on the dramatic shifts taking place in the world economy and geopolitics and to understand some of the strategic conversations we had during the fourweek programme in the context of Asia.
During the four-week residential programme, you will reflect and receive on your strategic challenge, facilitated by expert INSEAD faculty and coaches. You will work both individually and, in order to leverage the wealth of experience of your peers, in carefully selected groups comprised of senior executives facing similar strategic issues. With the of coaches, faculty and fellow participants, you will continue to make progress on your chosen challenge in the six months Off-Campus Pre-programme
— Interview with Programme Director — 360º survey — Start strategic challenge process — Access to learning platform
The final integral element of the Advanced Management Programme is the online learning platform that enables you to keep in touch with your peers before, during and after your time on campus. It also brings you up-to-date with the latest INSEAD research and connects you with the school’s wider alumni community. In short, it is the gateway to an exclusive network that will enable you to rise to a whole lifetime of strategic challenges.
On-Campus
Off-Campus
On-Campus
Off-Campus
Four-week residential programme
One to six months after residential programme
Optional residential segment
Ongoing learning
— Programme content • Mega Trends • Stakeholders •O rganisation and Processes •P eople •P rocess — Strategic challenge process continues — Introduction to alumni network and online platforms
— Conference call with coach and strategic challenge group (+1 month) — Strategic challenge (+3 months) — Strategic challenge (+6 months) — Continued learning and networking through online platforms
— Optional fiveday residential segment in Singapore
— INSEAD Alumni Association activities — Online networking and continued learning
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Advanced Management Programme 2011/2012
Campus Information As one of the largest of the world’s leading business schools – and certainly the most international – INSEAD is well placed to make an impact on your business. INSEAD is unique in having a three-campus structure, with a European campus in Fontainebleau, , an Asian campus in Singapore and a Middle Eastern campus in Abu Dhabi, United Arab Emirates. The campuses are equally diverse and all have worldclass faculty in residence. Executive programmes run at one, two or even across all three of our main locations. Our Customised Programmes can also be held anywhere in the world. Europe Campus Fontainebleau, the home of INSEAD’s Europe Campus, is spread across 8 hectares. Nestled in the vast forest of Fontainebleau, the modern architecture of the campus blends harmoniously with the green and leafy surroundings. Facilities are of the highest standard and include 28 lecture theatres, 2 restaurants, a bar, a bookshop, extensive library resources and a fully equipped gym. Asia Campus The Asia Campus is situated in the greenery of the Buona Vista area, the country’s ‘knowledge hub’, and is just 25 minutes from the airport and 10 minutes from the financial district. It occupies a 2.8-hectare site and has 7 amphitheatres with a total capacity of 500 and an 85-room residence. Abu Dhabi Campus Abu Dhabi is the home of INSEAD’s third campus, which is just 25 minutes from the airport and 10 minutes from the ‘Corniche’. This new, 12-storey, 6,000 square-metre building, purposely designed for Executive Education, presents a whole new world of possibilities for management education in the Middle East.
Advanced Management Programme 2011/2012
Faculty All the breadth and depth of the programme is personified in its faculty. INSEAD’s professors represent many cultures, many disciplines, many perspectives. At the same time, they are acknowledged world experts in their own particular fields – and outstanding teachers. With strong track records in research and teaching, our faculty also remain intimately close to business. Most are engaged in crossdisciplinary research, either through dualsubject appointments to INSEAD or through the school’s multi-faceted research centres. Unlike many schools, we make sure that INSEAD’s own highly rated professors represent the vast majority of teachers on our General Management Programmes. And only the most experienced or those with new and relevant research are invited to teach on the Advanced Management Programme. In short, they are selected for their outstanding teaching and original thought. Participants take away their latest books, as well as long-lasting memories of their classes.
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Advanced Management Programme 2011/2012
Narayan Pant (India) Programme Director Professor of Strategy PhD, New York University
“By the time they take the Advanced Management Programme, participants have years of successful general management experience in some of the world’s best companies. The Advanced Management Programme offers them a valuable opportunity to reflect on their lives, careers and aspirations in a group of their peers, who come from all over the world. The value for them is to go beyond familiar models of strategy, finance and marketing that most of them know, and engage in a holistic conversation about where they would like to be and how to get there. Of course, we don’t neglect important models and principles but we keep these real. I personally find the Advanced Management Programme exciting because it is real. We do not hide behind models that have doubtful validity for our participants. Our explicit goal is to keep the conversation real for them.”
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Advanced Management Programme 2011/2012
Other contributing faculty include: Jose-Luis Alvarez (Spain) Adjunct Professor of Organisational Behaviour
Miklos Sarvary (Hungary) Professor of Marketing
Antonio Fatas (Spain) Professor of Economics
Ludo Van der Heyden (Belgium) Professor of Technology and Operations Management
Anil Gaba (India) Professor of Decision Sciences Kevin Kaiser (Canada) Professor of Finance José Santos (Portugal) Professor of Practice in Global Management
Ian Woodward (Australia) Adjunct Professor of Organisational Behaviour Dipak C. Jain (The United States) Dean of INSEAD To learn more about the Advanced Management Programme and the application form, visit: http://executive. education.insead.edu/advanced_management/
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Advanced Management Programme 2011/2012
The Participants The Advanced Management Programme represents an extraordinary wealth of industries, companies, leadership positions and experiences for you to learn from. Participants are typically from a diverse range of countries, which not only provides a unique learning environment, but also offers rich networking and benchmarking opportunities. These participants have attained the very highest standards of business performance and are considered leaders in their organisations. The Programme Director will personally evaluate each application based on leadership achievements, current level of responsibility and commitment to learning and selfdevelopment. Participant profile — Senior executives such as CEOs, COOs, CFOs and heads of product divisions, geographical regions or other major business units within the private or public sectors — An average of twelve years’ management experience, with at least five years in a general management position with clear cross-functional and P&L responsibility
Senior executives without current managerial responsibilities and business consultants with senior-level client experience are invited to discuss their candidacy with the programme advisor. From participants to alumni Participants leave the Advanced Management Programme as full of the INSEAD alumni community. Only graduates of our worldfamous MBA, Executive MBA and PhD programmes, together with selected Executive Education participants, are eligible for this status. The elite worldwide network consists of over 41,100 alumni in around 160 countries, many with very active National Alumni Associations. To learn more about the Advanced Management Programme and the application form, visit: http://executive. education.insead.edu/advanced_management/
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Advanced Management Programme 2011/2012
Some of our past participants have included General Manager AstraZeneca Greece
Chief Financial Officer Siemens Building Technologies Switzerland
Executive Director Cetelem Brazil
General Manager Skye Bank Nigeria
Vice President Coca-Cola Belgium
Member of the Board of Directors Solvay Belgium
Managing Director Credit Suisse Switzerland
Chief Executive Officer Statoil Denmark
Managing Director McDonald’s Australia
Chief Executive Officer Tesco The United Kingdom
General Manager Mitsubishi Corporation Japan
General Manager Westpac Australia
General Manager Nedbank South Africa Head of Corporate Banking Nordea Bank Finland
“The Advanced Management Programme gave me fresh insights and new ways of thinking and taking decisions. In professional it was transformational for me.”
Vice President Oracle Systems United Arab Emirates
CEO & Comptroller General Intellectual Property Office (IPO) The United Kingdom
General Manager Petrobras Brazil General Manager Provimi Russia Head of Electrical Power & Control Systems Rolls-Royce The United Kingdom General Manager Sage General Manager Sanofi-Aventis Republic of Korea
“It’s so good to go back to school after 30 years and be reminded that there are still things you can do better. I’ve come back with new tools that are not only effective but efficient. What struck me most was that so many of the participants shared the same challenges on a different continent, in a different culture and in a different industry.” CIO, Nexen, Canada “I likened my experience to an intellectual roller coaster: it shakes your mind, twists it, stretches it, taking you to a new frontier.” CEO, Formerly Executive Director, Business Development, Emaar Properties PJSC
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Advanced Management Programme 2011/2012
Region Northern Europe
18%
Asia
16%
Benelux
14%
Oceania Pacific
13%
Western Europe
13%
Africa
12%
Southern America
5%
Southern Europe
3%
Eastern Europe
2%
Middle East
2%
Northern America
2%
Industry Services
31%
Finance & Banking
18%
Natural resources
16%
Heavy industry
7%
harmaceuticals P & Chemicals
7%
lectrical E & Engineering
5%
Transport
5%
Consumer goods
4%
Telecommunications
1%
Other
6%
Function General Managers* C-suite Executives Managing Directors Heads of Product Divisions, Heads of Geographical Regions Vice-Presidents Executive Directors, Executive VPs, Executive Heads Board Other
43% 14% 12%
10% 9%
7% 2% 3%
*Senior cross-functional managers with over 12 years’ management experience.
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Advanced Management Programme 2011/2012
Practical information Programme
Date
Location
Length
Fee*
Advanced Management Programme
4–29 July 2011 3–28 October 2011 12 March–6 April 2012 2–27 July 2012 5–30 November 2012
Fontainebleau Fontainebleau Singapore Fontainebleau Fontainebleau
4 weeks
€29,500 €32,000
7–11 May 2012 (optional residential segment for alumni)
Singapore
Tuition fees* A tuition fee of €32,000* is billed after acceptance, two to three months before the programme, and must be settled before the programme begins. Instruction, teaching materials, books, refreshments during breaks, lunches on working days and opening and closing dinners are covered by this fee. The tuition fee for the one-week residential programme is €5,000. 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 , VAT (19.6%) to be added for companies based in , 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-ed companies.
Level
C-suite executives
+1 week
€5,000
Experienced general managers with clear cross-functional and P&L responsibility
Application process Acceptance on the Advanced Management Programme is subject to the review of the issions 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 our programme advisor Mark Leruste if you have any questions. Places are confirmed on a first-come-firstserved basis, taking into consideration the applicant’s level and objectives, and the diversity of the class. The issions Committee will review your application and advise you on the outcome as soon as possible.
Advanced Management Programme 2011/2012
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Any Questions? INSEAD has expert programme advisors, who are there to 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 details below. INSEAD Europe Campus Mark Leruste Programme Advisor, Open-enrolment Programmes Executive Education Boulevard de Constance 77305 Fontainebleau Cedex, Tel: +33 (0)1 60 72 40 30 Fax: +33 (0)1 60 74 55 13 Email: [email protected]
Why should I choose INSEAD above other business schools? We think our diversity is what makes us different – and better, especially for participants who wish to prepare for a very turbulent and challenging international arena. INSEAD is certainly the only school where no single culture dominates. The second major reason is that INSEAD has 40 years’ experience of educating top executives. The Advanced Management Programme reflects ‘our best practice’ in providing participants with an intense yet full general management experience. What exactly does the selection process entail? It is important for all participants that the programme brings together people with an adequate level of general management experience, professional expertise and business responsibility. The Programme Director personally reviews every application for the programme in conjunction with the set guidelines, the intrinsic quality of the applicant – and his or her potential contribution to the learning environment. What can I expect to change after the Advanced Management Programme? The Advanced Management Programme takes you through a reflective process that enables you to understand fully the way in which you develop and exercise your judgement. The new perspectives gained by faculty and your peers will change your approach to the challenges you face. At the end of the programme, you will have a selection of new ideas and solutions, and will return to the office with a clear strategic plan. Facilitated by INSEAD’s alumni and online platforms, you will also have a much broader network of international colleagues that you can call upon for future business challenges.
Advanced Management Programme 2011/2012
Why should I do a General Management Programme? INSEAD’s General Management Programmes will equip you with the skills, knowledge and confidence to become a successful business leader. Created and delivered by some of the world’s best faculty, each one of these programmes will challenge assumptions and enhance leadership skills, delivering a broader vision to both you and your organisation. Depending on your level and experience, we offer the Advanced Management Programme, Transition to General Management, Management Acceleration Programme and the Asian International Executive Programme. How do I know that this General Management Programme is right for me? Advanced Management Programme participants have at least twelve years’ management experience, with at least five years in a general management position with clear cross-functional and P&L responsibility.
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What instructions should I leave my colleagues at work about ing me? Please ask them not to disturb you, unless there is an emergency. Calls and emails are distractions from the Advanced Management Programme’s intensive learning process. Those who disconnect themselves most effectively are generally those who learn most – and return with most to give their organisations. Your colleagues and direct reports have much to gain from coping without you too. To learn more about the Advanced Management Programme and the application form, visit: http://executive. education.insead.edu/advanced_management/
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Advanced Management Programme 2011/2012
Programme content
Participant profile
Comparison grid Advanced Management Programme
Transition to General Management
— Senior executives such as CEOs, CFOs, COOs and heads of product divisions, geographical regions and other major business units
— Senior functional or technical managers about to make the transition to general management or recently appointed general managers
— Emerging leaders early in their careers as managers, or highvalue individual contributors close to gaining management responsibilities
— An average of twelve years’ management experience, with at least five years in a general management position with significant P&L and crossfunctional responsibilities
— At least eight years’ management experience with an outstanding track record in one or more functional areas of business
— Those with potential for future senior general management roles, typically graduates with at least five years’ work experience in a position with some operating, corporate or management responsibility
— Structured reflection by participants into how they exercise judgement
— In-depth examination of the foundations of business, to reinforce expertise in leading the value-generation process for successful transition to general management
— Fundamental business principles and skills necessary for a thorough foundation in general management, to develop a deeper and broader level of competence in key functional disciplines
— Understanding of the principles and context for general management and value creation through thorough investigation of: strategy; finance and management ing; crisis and consumption
— Conceptual frameworks and reflective learning processes, to develop the knowledge, awareness and abilities to exercise leadership in and across teams
— The fundamentals of efficient management in a changing world, including judgement and decision making, and marketing, set within an Asian context
— Coaching and 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
Key benefits
— Gain insights that challenge your assumptions — Develop greater confidence – by testing your assumptions and making them more robust — Actionable knowledge – harnessing the knowledge you already have into workable action plans
— Self-awareness and leadership style is developed within a unique group of peers from other cultures, industries and backgrounds — Using rigorous frameworks and tools, participants learn how to make effective decisions that create significant value — Optional fifth-week business simulation that integrates past experience, new-found skills and knowledge into a global perspective
Management Acceleration Programme
— A broader perspective of the business and the connection of everything learned on the programme to achieving a value creating perspective
— More effective decision making at a general management level and enhanced leadership skills, giving you increased confidence and managerial impact
— Become a more confident manager ready for new responsibilities, with new knowledge, skills and selfawareness
— Develop a keen understanding of how to ‘manage for value’ (using the INSEAD-developed ‘Blue Line Management’ concept)
— Focus on creating value and providing leadership to become a more effective manager
— Executives with at least eight years’ management experience, or newly appointed general managers — Typically participants already work in Asia (or are preparing to) or have responsibilities that are specific to the region
— Practical advice on how to turn global strategy into Asian solutions
— Greater insight into business fundamentals and confidence to lead across functions and geographical borders, to meet the new challenges of senior management — Acquire a new approach to strategy, processes and upto-date business models in an Asian context
Length
— Framework and theories plus discussions focusing on current issues faced by Asian countries
— 4 weeks + 1 week optional residential segment for alumni
— 2x2 weeks modular (optional 5th week integrated business simulation module)
— 3 weeks or 2 weeks + 1week
— 2 weeks
Location
— Integrate your knowledge and skills in a programme format that matches your busy schedule
— Return to the office ready to make an immediate impact with a fresh perspective encoming the bigger business picture and a longerterm view
Asian International Executive Programme
— Fontainebleau + Singapore
— Fontainebleau + Fontainebleau — Fontainebleau + Singapore — Fontainebleau + Abu Dhabi
— Fontainebleau — Singapore + Fontainebleau
— Singapore
INSEAD Europe Campus Boulevard de Constance 77305 Fontainebleau Cedex, Tel: +33 (0)1 60 72 42 90 Fax: +33 (0)1 60 74 55 13 Email: [email protected] http://executive.education.insead.edu
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