Focus: Broad Managerial Issues and Connecting Theory to Reality

Building on the core courses and electives, the second-half of the programme focuses mostly on broad, integrative managerial issues.

Management is a science, but it is also art. Complex issues that span multiple business domains seldom have neat and tidy models and formulas. This requires the development of intuition and judgement. This happens in several ways through the programme.

The core component of MANAGERIAL PRACTICES are a series of courses we call "Key Management Challenges" (or KMC's).

KMC's are Multidisciplinary
Firms are often organised along vertical silos, and management issues get framed in a simplified manner. While this is a good thing, providing simplicity and fine-grained tools, it is not always realistic. KMC courses tend to deal with relatively broader and multidisciplinary issues. This does not mean all disciplines are thrown into each KMC course, but coverage is usually given to several. Some KMC's also involve multiple faculty and guest speakers.

KMC's are Broad and Challenging
By definition, "Key Management Challenges" should, of course, be challenging. That is, they are areas where there is seldom one best way to approach things; the topics' breadth often means multiple angles and perspectives are necessary. Discussions may not conclude on a common solution, but agree on what the issue is, which is already half the solution.

KMC's offer Choice
Like Elective courses, KMC's provide participants choice. During KMC modules, two KMC courses are offered in parallel, and participants can select one.

Some possible KMC topics are listed below:

• Social Innovation (Ethics, CSR, Governance, and Sustainability)
• Entrepreneurship
• Managing Innovation
• Mergers and Acquisitions
• Managing the Multinational Enterprise
• The First 100 Days: Surviving The Start-Up Process

Connecting the Classroom to your Working Life

Educational programmes have to deal with the ever present danger that information will simply flow from textbook to notepaper without having a chance to influence practice (or the reader). INSEAD has built a reputation for being close to business and dedicated to improving management practice and impact. Not just management knowledge. Our EMBA continues this tradition. We have several ways in which participants exercise theory in order to improve practice.

Implementation Essays

Starting with the first phase of the programme--Business Fundamentals--participants are required to choose 3 core courses or electives on which to write an Implementation Essay. These essays have one central purpose: to apply learning from coursework to practical issues and problems that they face in real life. Participants appreciate this time to analyze their situations and think through possible changes. These are read by faculty and feedback and assessment is provided.

EMBA Thesis/Project

Projects constitute a significant part of the programme. They provide the opportunity to apply many of the programme’s ideas and to interact closely with fellow participants (projects are typically done in a small group of 2 or 3).

Projects can be Issue-Centered or Problem-Centered
Problem centered topics have obvious practicality. Some participants, however, choose to deepen their expertise in a general area or theme, contributing to their expertise over a domain which is central to their career. The practical value of the latter can be immense.

Projects can be Company Sponsored
Projects can be centered on a specific context, provided by one of the participants whose company is (often, more than) willing to open its doors for such work.

Projects should be Significant
Projects are often ambitious and represent real opportunities for action post-programme.

Opportunity: Modular Structure

Application requires opportunity. One advantage of the EMBA over full-time programmes is the chance to go back-and-forth between school and work. Our programme is designed with this in mind, providing comfortable off-campus periods for connecting theory to practice.

Peer Exchange

As part of our LDP (Leadership Development Process) each participant has the opportunity to spend some time on the premises of a fellow participant's organisation. These structured events provide an excellent opportunity to learn from the business practices and context of others. Participants give each other feedback and include this component in their reflection paper within the LDP.