The Ecosystem
TEAM BUILDING (LEAD)
Learning Objectives
The main aims for this lecture are :
- « Break the ice » and allow delegates to get to know each other better via a series of team challenges and activities.
- Introduce the latest scientific findings from the psychology of emotional intelligence and show how they apply to teams. We will look at the core areas of emotional intelligence including team climate, team values, core emotional needs, respect for others, openness in communication, self management and interpersonal relationship management.
Teaching Methods
- Interactive activities
- Practical examples
- Team challenges
- Relevant theory
Lecturer
Martin Mahaux has been a facilitator in collaborative creativity for the past 10 years. First as a « Business Analyst» consultant in various industries such as pharmaceuticals, logistics, bank & insurance. That’s where he developed the idea of using improvisational theater. Then he spent five years at the Namur University to study the effectiveness of these techniques in his doctoral thesis.
Testimonials from participants
« This course transformed our groupe in a team. «
« From now on, I know what is important for me (in order to be in harmony with myself) and will help me during the rest of my life, independently of the focus on my different objectives. Great! »
The Setting: GLOBAL ECONOMIC ENVIRONMENT (CORE)
Learning Objectives
This course outlines the importance of macroeconomic evolutions for the business life and the managerial decision making. In many ways, firms’ performance is sensitive to (changes in) their macroeconomic environment. For instance, the evolution of macroeconomic variables (like interest rates, exchange rates and inflation…) influences a company’s cash-flow through several channels (costs, sales volume and incomes…). On top of that, the relevance and success of key strategic and operational decisions may be influenced by macro-environmental evolutions.
The main goal of the course is to bring you a better understanding of the global (economic) evolutions that can affect your company and to increase your « macroeconomic literacy », i.e. your « ability to correctly read and interpret the (…) varied macroeconomic signals » that matter for your company life » (quoted terms are from the article of Peter Navaro, »Principle of the Master Cyclist », MIT Sloan Management Review, Winter 2004).
Teaching Methods
- Practical examples
- Relevant theory
Professor
Testimonials from participants
« This module for me as its exact right place. It’s not finance anymore, it is a more human approach, which I embrace in my life. Mr. Colmant’s lecture made me think different on my daily analyses. »
« The new perspectives given and excellent interaction with the lecturer. »
« The several scenarios, the open debates/questions and the deep knowledge of the lecturer, his constant willingness to share it with us, to answer our questions and to push further the thinking. »
The organization within the setting: CORPORATE STRATEGY (CORE)
Learning Objectives
Corporate strategies are explored across industries and across borders.
Topics include:
- the analysis of the firm’s external environment, i.e. industry analysis and competitor analysis,
- the identification of the sources of competitive advantage for the firm and the formulation of competitive strategies,
- and the implementation of corporate strategy in large and multinational companies
Teaching Methods
Case discussions, practical examples and relevant theory.
Professor
Testimonials from participants
« The fact that the professor brought is knowledge to us in such an interesting and creative way. It was really a very good lecture. »
« Simple and practical. Focus on making sure we can apply the concepts in our business. »
« Interactive module, with practical business tools. I like the fact to tale « old fashioned » models and adapt them in a very clever, modern and smart way. »
The interaction with the market: MARKETING MANAGEMENT (CORE)
Learning Objectives
In this course, key marketing decisions are reviewed and their implementation is illustrated through case discussions.
Marketing decisions include:
- new product marketing,
- distribution,
- pricing,
- marketing communication
- advertising decisions.
The development of a marketing plan is analyzed. Both consumer and business-to-business markets are examined.
The objectives are:
- To understand key concepts behind successful operational marketing
- To review how to develop an effective marketing program including key decisions in the brand, distribution, pricing and communication areas
- To develop on your own an effective marketing program in different business sectors
Teaching Methods
- Presentation of key concepts
- Discussion of examples in different business sectors
- Preparation in groups, discussion and presentation of business cases
- Hand outs of key articles
Professor
Testimonials from participants
« The systematic approach used to explain the marketing process – very didactic. «
« Basic blocks very clear, well explained, easy to use and remember. »
« Business cases and interactions with the teacher. Isabelle has really been listening to our needs, and adapted the program on such short notice. Amazing! I love the intervention from co-student and the simple but clear methology. »
The Assets
The key business indicators & finance: FINANCIAL ACCOUNTING (CORE)
Learning Objectives
The objectives of this course are to introduce the participants to :
- the essentials of corporate financial accounting and reporting,
- to the interpretation of financial statements,
- in the context of international business (mainly based on International Financial Reporting Standards/IFRS).
Teaching Methods
- Interactive learning methodology
- Practical examples
- Team challenges
- Relevant theory.
Step 1: Corporate financial accounting
Introduction to financial accounting issues :
- financial information and market trust
- Cash vs. accruals accounting : « InTech » Case
- Special topic: Accounting for inventory
Step 2: Financial statement analysis
- Consolidated financial statements
- Analyzing and interpreting financial statements
- Real company case study
Step 3: Financial statements and the financial accounting process
- Participants present their interpretation of chosen financial statements, discussion
- Accounting for Intangibles & case study
- Financial accounting process and systems
Professors
Testimonials from participants
« Course extremely relevant and has dramatically increased my understanding of Financial accounting thanks to the numerous real life cases, the knowledge, the pedagogy and availibility of both professors teaching as a excellent duo »
The key business indicators & finance: CONTROLLING (CORE)
Learning Objectives
The scope of the course is to look how the strategy of an organization can be implemented in the various functions of an organization (operations, marketing, HR,…) You will focus on the use of cost information for decision-making and management control. It looks at the nature, traceability and behaviour of costs. It develops cost management techniques and presents budgets, variance analysis and reporting tools such as balanced scorecards. The course is based on a mixture of lectures, exercises and small cases.
At the end of the class, students should be able to:
- Master the common body of knowledge (theoretical, normative and methodological) of the management control field.
- Have a critical understanding and an ability to use the main analytical methods used in the field.
- Be able to use the various management control tools used in practice in today’s organizations.
Teaching Methods
Cases and discussions based on real business life.
Professor
The key business indicators & finance: CORPORATE FINANCE (CORE)
Learning Objectives
This course offers a user perspective to corporate finance, providing an integrated view of the fundamental principles and techniques needed to make value-maximizing decisions.
Through different case studies, the lectures will emphasises the interaction between three key areas in finance to maximize the value of the firm:
- Investment decision: investment has to earn a return greater that the minimum acceptable hurdle rate. We will see accounting income based decision rule and cash flow based decision rule.
- Financing & capital structure decision: find the right kind of debt for your firm and the right mix of debts & equity to fund your operations: business credit, IPO, private placement.
- Dividend policy: if you cannot find investments that make your minimum acceptable rate, return the cash to the owners of your business.
Teaching Methods
Cases and discussions based on real business life.
Professor
Testimonials from participants
« The enthusiasm of Valerie was contagious. She took time to respond to our many questions with a high energy level which kept us awake! »
« Dynamism of the professor. Clear and qualitative explanations (focus on important subjects and insists on them so that we can keep them in mind!). »
« Well structured working plan. From simple exercice to more complex ones with solutions. Good way to learn. »
The operations: VALUE CHAIN MANAGEMENT (CORE)
Learning Objectives
This course is based on three progressions of a simple and powerful approach: all organizations are operated in processes to achieve some objectives, be it in production, distribution, sales, R&D or health care. The way we organize the processes determine the performance and there are tools to help us understand how the cost, time, precision and flexibility of a process depend on their organization, capacity and staffing; operations management.
Next, the single firm is just one link in a network (chain) that competes with other networks. Thus, what matters is not only the performance of my own process/organization/firm, but finally also how I coordinate with suppliers and clients to work together; supply chain coordination.
Finally, since supply chain management may substantially contribute to the success or failure of your market access or competitors’ entry costs, the module will provide a real case where supply chain collaboration will be crucial to the success.
The major learning objectives of the of global operations and supply chain management are to :
- provide a process-oriented view on operations and supply chains,
- introduce tools to analyse, improve and change processes,
- understand supply chain dynamic problems, solutions and challenges,
- provide a strategic view on supply chain collaboration.
Teaching Methods
Role playing, case studies and seminars alternate to give a comprehensive understanding of the problems posed, with ample of sharing of industrial practice and insights.
Professor
Testimonials from participants
« I appreciated the interaction with Professors and doing the Supply Chain game (Day1) without having seen some concepts before is really good as you have to use your logic « .
« The mix between practical exercises and theory. The game and role play made it fun and I really learned a lot ».
The operations: GLOBAL SUSTAINABILITY (CORE)
Learning Objectives
Overall it should enable you to learn more about challenges in global value creation and approaches to master these challenges. The course will also focus on strategic thinking and intercultural management.
That globalization has changed our workplaces in recent years tremendously is obvious for every executive. Even though the challenges of a globalized are obvious firms are still desperately looking how to strategically manage value creation in a globalized world. Especially the complexity and dynamism of global value chains makes decision-making complicated. Following the arbitrage, adaptation and aggregation framework we will discuss how firms create value in a globalized world.
Thereby we will focus following the resource-based view the cases of global production/logistics, global sourcing and global R&D including strategic alliances. Furthermore, we will focus one day on cross-cultural management with a focus on emerging markets also reflecting impressions from the field trip. We will also address how to manage these fields jointly in multinational firms.
Finally, we will focus on India as emerging markets and learn from leading CEOs how India will shape the world and how we can understand and leverage India best.
Teaching Methods
- Practical examples
- Relevant theory
Professor
Testimonials from participants
« Very good teacher, very good pedagogy, practical approach, with cases and the game. »
« Also the videos brought a nice dimension to the course. »
« I enjoyed the way he balanced and switched from pedagogical materials and how he adapted to the mood in the team. »
The Role
The people: HUMAN RESOURCE MANAGEMENT (CORE)
Learning Objectives
Today the « human resource » is viewed as a strategic company asset developing a long-term competitive advantage.
Based on the latest research in the field, such as Dave Ulrich’s HR model, this course covers organizational structures, proactive personnel planning (including talent portfolio management), state-of-the-art performance enhancement, pay and benefits, and skills management.
Teaching Methods
Surveys, cases studies, personality questionnaire, various models, check-lists etc.
Professor
Testimonials from participants
« Excellent module ! External speaker, self assessment, good theoretical content adapted to the audience and powerful exercices – everything was in it. Very good ». « Quality and experience of the speaker. »
« Practical tips and lists. »
« Mix of theory, examples, interactions, questionnaires, role plays, guest speaker. The professor and his deeply human approach. «
The mindset: ENTREPRENEURSHIP (CORE)
Learning Objectives
Entrepreneurs are today seen as the drivers of the European economy and their activities are crucial for innovation.
The course covers the importance of entrepreneurship for European competitiveness, the specificities of entrepreneurial ventures (economic, human, financial, organizational, etc. ) and the development of extra or intra-preneurial skills within the frame of the funding process, growth strategies, business plan building, etc.
We will discuss the assessment of entrepreneurial business opportunities from the point of view of a prospective corporate or independent entrepreneur, helping him/her to decide whether and how to best capture such opportunities.
- Better apprehend and understand the key challenges and success factors of launching an innovative venture.
- Apply some relevant frameworks in order to assess and/or improve the strategic, business model, organizational and financial aspects of a new venture.
- Be better prepared to negotiate with prospective partners or investors.
What is the most difficult thing to do if you want to create a new organization or develop new projects? We will address this point and:
- Understand the importance of the business plan for an entrepreneur.
- Explain the process and the content of a business plan.
Teaching Methods
- Critical analysis of available methodologies and tools, and their implementation – confrontations
- Participants implication – business contexts
- Professional approach – confidentiality
Professor
Testimonials from participants
« Having entrepreneurs in the room and explaining their view and experiences. »
« The good balance between theory and pratical exercices »
« Very interactive class. Meeting with Business Angel and Venture Capital were interesting. »
The mindset: LEADING AN ORGANIZATION, MANAGING YOURSELF (LEAD)
Learning Objectives
What is the biggest immediate contribution each of you could make in your workplace to deliver: a better return on assets or a better operating results?
Better ROA demands a better return from the most important assets… your people! How ? You can improve the performance of your people immediately by coaching the people who work for you!
Coaching people, leading your organisation and managing yourself are 3 essential points.
We will be providing tools and tips to:
- develop caoching skills,
- self awareness when you are the difficult person, or help managing others when the situation is difficult,
- self defense mechanisms,
- handling irrational mechanism in the workplace,
- understanding organizational culture and implementing organizational change,
- crisis management , communication, problem solving and decision making,
- anticipation,
- risk assessment,
- core leadership activities,
- the ABC of managing yourself…
Teaching Methods
Interactive teaching which will include practical examples
- workshops
- case studies
- movies
- questionnaire
- relevant theory
Professor
FINAL BUSINESS PROJECT
Learning Objectives
The business project will allow each participant to implement the most adequate managerial tools that have been discussed & analyzed through the modules of the IEMBA programme, in order to provide the best alternative(s) for a specific business issue. A confidentiality terms of agreement is available to ensure data will remain confidential.
In the past years, the following business projects subjects were presented, as examples (real Companies names have been replaced by « ABC »):
– ABC expands to China – international tax and transfer pricing
– Analyze the strategic decision for ABC to invest in emerging markets and provide recommendations
– Improvement of the Methodology of the key account management at ABC
– Commercial opportunity study for a new multi-layer wastes recycling method
– Balanced Scorecard as a strategic management tool: The case of the HR Share service center of ABC in Poland.
– Initiating a spin off based on the existing project X
– Issues of management in the Belgian Public sector: is innovation possible within an administration?
– Mergers and Acquisitions by the Indian Companies across various sectors in Europe
– Are we ready for broadening our offer in neighboring countries? Are we ready for internationalization?
– IT Outsourcing: From strategy & design to implementation at ABC
– Analzse ABC and the reasons for their turnaround in terms of marketing
– ABC: Preparedness in corporate governance for special response in company in difficulties
Teaching method – Supervision: 5 steps
1. The topic will be proposed by the participant according to his/her specific scope of interest for his/her career development and opportunities (1 page description with corresponding approach usually early December).
2. The topic must be validated by the IEMBA Academic Director (mid December) who will then propose a mentor to supervise the business project during the entire process.
3. A more detailed plan needs to be approved by the project advisor/mentor (end of January),
4. A progress report should be sent to him/her (end of April) in order to have Project advisor’ comments (mid May).
5. The final & complete report (40-50 pages) is sent in 3 paper copies to the secretariat (end of May or early June).
Assessment
The participant will present orally the business project to the LSM Jury (organized mid to end of June) and lasts 45 minutes (15 minutes for the oral presentation of the key results of the project, 20 minutes Q&A and 10 minutes dedicated to the final evaluation and discussion of the grade).
The Jury consists of at least two members, the Project Advisor and the Jury Chairman. The Jury is appointed by the Academic director who may also invite a third member known for particular expertise on the subject of the project.
EDGE Courses
Negotiating reasonably: winning and letting win
Lecturer: Michel Rozenberg
Coach and consultant in Leadership and Interpersonal Skills, Michel Rozenberg created « Comprehensive Empowerment » in 2005, to help companies and people to reach outstanding results, build and maintain fruitful relationships with others and find pleasure at work.
Business Ethics and Compliance
Professors: Valérie Swaen & Carlos Desmet
Valérie Swaen has a PhD in Management Science from the Université catholique de Louvain. She is Professor of Marketing and Corporate Social Responsibility (CSR) at the Louvain School of Management (UCL, Belgium) and at IESEG School of Management (France).
She studied corporate social responsibility from different fields of management (marketing, organizational behavior, strategy, leadership, and accounting), but her main research interest concerns stakeholders’ reactions to CSR communication.
She has published academic papers in international journals such as Journal of Management, Marketing Letters, Journal of Business Ethics, International Journal of Management Reviews, and Management Accounting Research, among others. She has also contributed to the edition of various special issues of international journals on the topic of CSR.
She is the director of the CERMA (“Center on Consumer Relations and Responsible Marketing), the deputy director of the CCMS (« Center of Excellence on Consumers and Marketing Strategy ») and the head of the LOUVAIN CSR NETWORK of the Louvain School of Management (www.uclouvain.be/csr-network). She holds (or held) different Chairs in CSR (for Belgacom, GDF SUEZ, the Solvay group, Essenscia, and the Philippe de Woot Award for the best Master thesis related to CSR).
Carlos Desmet has 26 years experience in International management with the Energy sector (Shell). He worked extensively in Europe, Africa, Asia, Middle East and South America in various global senior Finance executive and Board member roles.
From 2006 till 2014, he was appointed as global « Business Compliance officer » for Shell Upstream. In this role, he framed the compliance and ethics agenda and lead the implementation of various prevention programmes e.g. against International corruption and various other regulatory compliance risks (e.g. Human Rights, Export controls, …). Since 2014, Carlos established an international consultant firm, he is based in Brussels, and devotes also his time to Education of emerging and current leaders.
He is Programme Director for the certificate in « Business Ethics and Compliance management » at LMS (UCL). He teaches CSR, Business Ethics and Global Leadership as well as Finance and Risk Management at LSM (UCL), Solvay Brussels School (ULB), Business School Lausanne (BSL) and intervenes on regular basis in international fora.
He is also an active as a member of the ICC Commission on Corporate Social Responsibility and Anti-corruption in Paris and joined the Board of the Belgian chapter of Transparency International.
Economic Analysis of the Emerging Markets
Professor: Jean-Christophe Defraigne
Cross-cultural Management
Professor: Marie-Thérèse Claes
Strategic Marketing Management
Professor: Carlo Gallucci
Strategies in the Platform Economy
Professor: Paul Belleflamme
