2016 Advanced Management Programme-InSEAD

8/16/2019 2016 Advanced Management Programme-InSEAD

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Executive Education

Expand your horizon. Make an impact.

AdvancedManagementProgramme

General ManagementProgrammes

2016 – 2017


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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. The INSEAD LiVE Series 17

9. Practical information 19

10. Any Questions? 20

11. Comparison Grid 22


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0 Advanced Management Programme 2016 – 2017

Executive Education fora rapidly changing world.

Embracing diversity and a global outlook

Informed global perspectives and cultural diversity

are reflected in all aspects of our research and

teaching. These elements, combined with a

multicultural base of faculty and participants,

enable senior executives, aspiring leaders and

growth-driven companies to turn in-market

challenges and business uncertainty into future

opportunities.

Inspiring thought leadership

Our approach is built on research-driven

thought leadership with a clear path to action.

Fresh insights and concepts are distilled to

participants to allow them to explore and acquire

new perspectives, ideas, skills and a depth of

knowledge that drives best practice and thought

leadership in their own lives and organisations.

Creating impact

We have a transformational impact on bothindividuals looking to prepare themselves for

new situations and organisations seeking greater

business agility and success. Through interactive

and emotional learning experiences, we go beyond

showing participants what is needed and show

them how to achieve it, creating real impact.

As today’s world becomes more interconnected, the business landscape in which

we operate grows more complex. INSEAD’s Executive Education programmes

are developed to respond to this rapidly changing global business environment,

unravelling and explaining new complexities while contextualising challenges and

introducing new solutions. We provide transformational learning experiences that

help individuals and businesses find new levels of innovation, motivation and value

creation, achieved through programmes that are informed by a global outlook,

thought leadership and an understanding of how to create real impact. Operating

from three different campuses in Europe, Asia and Abu Dhabi, we are consistently

ranked among the top 10 business schools in the world.

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40+Open Programmes

152,000+executives have attended ourprogrammes since 1967

9,500+participants per year

145+independently minded faculty

130+nationalities of participants


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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 toaccelerate 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, feedbackand 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 contact over the first year and a

looser networked contact thereafter.


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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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Programme Content

Building judgement – a core developmental

objective

Senior leaders often face issues that cut across

traditional categories such as ‘marketing’,

‘finance’ or ‘HR’. Imagine you need to

determine how aggressively to support an

expansion plan in a new geography. You will

probably think systematically about customer

segments, supply chains and routes to market.

You will ponder how to staff the expansion

while maintaining your culture and, of course,

you will evaluate the potential return on your

investment. You will then think of how you can

‘sell’ the expansion internally to garner the

support you will need.

The curriculum of the Advanced Management

Programme is organised as a four-phase

process (Mega-trends, Stakeholders,

Organisation and Processes, and People)

that enables senior corporate leaders to

engage systematically with complex issues.

Whereas each specific issue may be unique,

our process enables you to structure even the

most intractable problems. Going well beyond

theory, our process allows you to complementthe evidence-based tools offered in the

classroom with the wisdom of your colleagues,

your peers and your own considerable

experience.

We believe that the best management theories

are important supports for managerial

judgement – not substitutes for it. The

Advanced Management Programme seeks

to cast a spotlight on how senior leaders

exercise judgement. On the one hand, we will

demonstrate that grounding your decisionsin 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 formrobust, 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 trendsFor 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 affec

your work contexts and set priorities for action.


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II. Stakeholders

Successful organisational leadership derives

at least partly from the ability to manage the

expectations of diverse and often competing

stakeholder groups. In this phase, we examine

the evolving demands of key stakeholders and

ask how senior leaders such as you will trade

off competing demands. The key theme of valuecreation 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 competitiveadvantage over other players. Current and

future actions by competitors influence which

courses of action will be successful for you.

Shareholders

Driving value creation for shareholders is an

important – and some would argue the only

– function of management. However, that may

not be as straightforward as it sounds. In this

conversation, we will propose that value is the

only real ‘indicator’ to which leaders must pay

attention.

Other societal stakeholders

Should an organisation focus time, attention and

possibly money on broader social issues? Why

are many of the companies represented in each

room of Advanced Management Programme

participants spending real resources on such

issues? This conversation will provide insights

into how, when and why paying attention to

non-traditional business stakeholders could

generate value for your organisation.

III. Organisation and processes

Having looked at broad external trends and the

stakeholders who influence organisations, this

phase of the programme turns to the process

levers that help steer your organisation in the

directions you desire.

Networks and change

The networks you possess are your principal

supports as you drive change in your

organisation. What makes for more or lesspowerful networks? How are different networks

more or less supportive of your change efforts?

As change becomes the only constant that your

organisation deals with, we help you plan the

networks you will need to influence others who

will, in turn, realise your vision.


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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 behindyour plans and determine how the business

model underlying your activities supports – or

militates against – your aspirations.

Fair process

Organisations are hierarchical in nature, but

people in them still respond to perceptions of

fairness or otherwise in decision processes. We

discuss the role of fairness in leadership and its

relation to sustainability and performance.

GovernanceWhat 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 carefulattention 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.

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, yourbehaviours and your attitudes towards your

organisation and team, the ways in which you

lead them, and what you project that helps or

hinders your cause.

The leadership metaphor

The principal crucible for forging leadership

is experience. Our approach to leadership

development is to support you to simulate the

experience crucible using multiple metaphors.

We use simulated environments in theatre,

music and history to enable you to reflect on

and develop your natural leadership skills. You

will leave the programme with a structured plan

to develop and monitor the skills you desire.

The values conversation

Values are not set in stone. They change

according to the lenses through which they are

viewed. Increasingly, corporate observers are

asking for a moral standard to which leaders

hold themselves accountable. However, values

are also useful to communicate to colleaguesand 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 ideasthat will help you get your particular messages

across successfully.



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Balance

Many of the conversations we conduct during

this programme are based on your professional

life. However, we do not make the mistake of

assuming that your professional life, dominant

though it may be, can be disengaged from

the rest your life. As a senior leader, you face

genuine choices about how to invest yourtime 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 yourchallenges 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 feedback and coaching

As a senior leader, you will have received

feedback through multiple channels,

throughout your career. Through the Advanced

Management Programme, you will have the

opportunity to complement this with feedback

received using a unique, INSEAD-developed

instrument – one that has been validatedrigorously 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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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.

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.

During the four-week residential programme,

you will reflect and receive feedback 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 support of coaches, faculty and

fellow participants, you will continue to makeprogress on your chosen challenge in the six

Learning Journey

Off-Campus Off-CampusOn-CampusOff-Campus

One to six months afterresidential programme

Ongoinglearning

Four-week residentialprogramme

Pre-programme

— Interview withProgramme Director

— 360º survey

— Start strategicchallenge process

— Access to learningplatform

— Programme content

• Mega Trends

• Stakeholders

• Organisation andProcesses

• People

• Process

— Strategic challengeprocess continues

— Introduction toalumni network andonline platforms

— Conference call withcoach and strategic

challenge group(+1 month)

— Strategic challengefeedback(+3 months)

— Strategic challengefeedback(+6 months)

— Continued learningand networkingthrough onlineplatforms

— INSEAD Alumni Association

activities

— Online networkingand continuedlearning

— Optional follow-up coaching tocontinue the processof reflection anddeepen the ongoinglearning

months 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 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.

Optional follow-up coaching for learning

enhancement

Upon successful completion of the programme,

participants have the opportunity to engage

in optional follow-up coaching. The optional

coaching sessions help continue the process

of reflection that began whilst on campus,

deepening your ongoing learning and persona

development once you return to the workplace.


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Asia Campus

Campus Information

Europe CampusINSEAD’s 8-hectare Europe Campus is situated

on the edge of the beautiful, historic town of

Fontainebleau, France. It nestles in the vast

Forest of Fontainebleau yet is less than 1 hour

from the centre of Paris and international

airports. Facilities are of the highest standard

and include: 29 lecture theatres, many

classrooms, study areas, 2 restaurants, a bar, a

bookshop, extensive library resources, a fully

equipped gym and 2 on-campus hotels with a

total of 158 rooms.

Abu Dhabi Campus

Abu Dhabi’s city centre is home to INSEAD’s

third campus, just 40 minutes from the airport

and 10 minutes from the ‘Corniche’. This

new, 14-storey, 6,000 square-metre building,

purposely designed for Executive Education,

has 3 lecture theatres, 2 conference rooms,

classrooms, study areas, a library, a restaurant

and prayer rooms.

INSEAD is unique among leading businessschools in having a 3-campus structure –

spanning Europe, Asia and Abu Dhabi. Each

campus is highly cosmopolitan and has its own

world-class faculty in residence. Executive

Education programmes run at 1, 2 or even all 3

locations, while Customised Programmes can

be held anywhere in the world.

Asia Campus

The Asia Campus in Singapore occupies a

1.94-hectare site in the heart of the city’s Buona

Vista ‘knowledge hub’ – just 30 minutes from

the airport and 15 minutes from the financial

district. Its state-of-the-art facilities include:

12 amphitheaters, 6 flatrooms, classrooms,

study areas, 2 dining areas, 2 bars, a 24-hour

library, a fitness centre and 133 hotel rooms for

participants.



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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 cross-

disciplinary research, either through dual-

subject appointments to INSEAD or through

the school’s multi-faceted research centres.

Unlike many schools, we make sure thatINSEAD’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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“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.


offers them a valuable opportunity to reect

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, nance and marketing tha

most of them know, and engage in a holisticconversation 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 nd 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.”

“Leadership is a journey, not a destination. As

senior executives expand their careers, taking

on more complex strategic challenges, there

is extensive value in reecting on the dynamic

capabilities required for effective global

leadership in the 21st century. The Advanced

Management Programme is a deep reection

and learning experience for very senior

executives. It seeks to expand their horizons

and to take their extensive experience intonew ways of thinking. The programme creates

a unique learning community of participants

and faculty to explore leadership mindsets,

judgement, authenticity and leverage. It is

intensive, personal and transforming. The

diversity of each group, and the programme

design makes this a very rich, and relevant

experience.”

Narayan Pant (India)

Professor of Management of Practice

PhD, New York University

Raoul de Vitry d’Avaucourt Chair in Leadership

Development

Ian Woodward

Senior Affiliate Professor of Organisational

Behaviour

Programme Directors



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Other contributing faculty include:

Jose-Luis Alvarez (Spain)

Senior Affiliate Professor of Organisational

Behaviour

Yakov Bart (Russian Federation)

Assistant Professor of Marketing

Antonio Fatas (Spain)

Professor of Economics

The Portuguese Council Chaired Professor of

European Studies

Anil Gaba (India)

Professor of Decision Sciences

The Orpar Chaired Professor of Risk

Management

Academic Director, Center for Decision Making

and Risk Analysis

Massimo Massa (Italy)

Professor of Finance

The Rothschild Chaired Professor of Banking

Co-Director of the Hoffmann Research Fund

Claudia Zeisberger (Germany, Singapore)

Affiliate Professor of Decision Sciences and

Entrepreneurship and Family Enterprise

Academic Director, Global Private Equity

Initiative

Jean-François Manzoni (France, Canada)Professor of Management Practice

The Shell Chaired Professor of Human

Resources and Organisational Development

Academic Director, INSEAD Global Leadership

Centre

To learn more about the Advanced

Management Programme and download

the application form, visit: http://executive.

education.insead.edu/advanced_management



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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 responsibilityand commitment to learning and self-

development.

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 A dvanced Management

Programme as full members of the INSEAD

alumni community. Only graduates of our world-famous 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.


Management Programme and download the

application form, visit: http://executive.

education.insead.edu/advanced_management


Participant profile


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Past Participants


“The Advanced Management

Programme gave me fresh insights

and new ways of thinking and taking

decisions. In professional terms it was

transformational for me.”

CEO & Comptroller General

Intellectual Property Office (IPO)

The United Kingdom

“ 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

efcient. 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

Some of our past participants

have included

Senior Vice President ABB Turbo Systems

Switzerland

Manager, Tendering

BAM International

The Netherlands

Director

Barclays Corporate

The United Kingdom

Country Manager

ChanelItaly

General Manager & Head of Ferrous Business

Larsen & Toubro

India

VP Head of Global Sales, Bioscience

Merck Millipore

Belgium

Director of Joint Operations

Ministry of Defence

Singapore

General Manager, Motor Vehicles Division

Mitsui & Co.

China

Director of Financial Services

Moet Hennessy

France

Head of Human Resources

Nordea Bank

Sweden

Vice President Global Public AffairsNovonordisk

Novo Nordisk

Denmark

Chief Executive

Orion

New Zealand

General Manager

PETROBRAS

Brazil

Partner PricewaterhouseCoopers

Australia

Executive Vice President - Retail Credit

Risk, Risk Management Group

Siam Commercial Bank

Thailand

Chief Executive Officer

Steigenberger Hotels

Germany

Assistant General ManagerSumitomo Corporation

Japan


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Region Asia Pacific 25% Northern Europe 19%

Western Europe 16%

Africa 10%

The Americas 8%

Benelux 4%

Near/Middle East 2%

Rest of the world 16%

Industry Services 35%

Finance & Banking 19%

Natural resources 15%

Consumer goods 7%

Pharmaceuticals

& Chemicals 7%

Heavy industry 6%

Electrical &

Engineering 5%

Telecommunications 2%

Others 4%

Function

General Managers 43% Finance 15%

Sales & Marketing 11%

Manufacturing&Prod./

Operations 7%

Business Dev./

Corporate Plan. 7%

Administration &

Human Resources 3%

R&D Management 3%

Engineering 2%

Project Management 1%

Others 7%



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The INSEAD LiVE Series

Today’s insights for tomorrow’s businessThe INSEAD LiVE Series is a uniqueopportunity for you and your organisation’sexecutives to listen to and interact in real time

with INSEAD thought leaders. Through a seriesof webinars, you will hear expert views ontoday’s hot topics and their impact on tomorrow’sbusiness. You will also have the chance to askquestions that are important for your business –and get immediate answers from world experts.

The INSEAD LiVE Series is the convenient

platform to gain access to INSEAD professors without leaving the workplace. This means yourlearning is incorporated into your day-to-dayactivities with immediate effect.

To find out more and register for the INSEAD LiVE Series, visit:

http://executive-education.insead.edu/virtual-learning/liveseries.php

Through our online virtual seminars, you willgain a fresh and up-to-date perspective oncurrent world and business issues from leadingINSEAD faculty members.

INSEAD faculty are known for exploring newdomains beyond their individual fields ofresearch, driven by a determination to sharetheir knowledge and their vision as they uncovermulticultural management challenges. Morethan this, they are acutely aware of the impact ofa constantly evolving global economy on yourbusiness.

Speaker: Horacio Falcão - Senior Affiliate Professor of Decision Sciences

Session: How to Overcome Ethical Pitfalls in Value Negotiation

Professor Falcão is director of the Negotiation Dynamics programme.

Speaker: Narayan Pant - Professor of Management Practice

The Raoul de Vitry d’Avaucourt Chaired Professor of Leadership Development

Session: Enhancing Leadership Judgement

Professor Pant is director of the Advanced Management Programme.

Speaker: Martin Gargiulo - Professor of Organisational Behaviour

Session: Managing the Social Capital of your Informal Network

Professor Gargiulo is director of the High Impact Leadership Programme.

Examples of past INSEAD LiVE Series webinars:


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Application process

Acceptance on the Advanced ManagementProgramme is subject to the review of the

Admissions Committee, which carefully

evaluates all applications, systematically calling

participants to ensure that the programme will

meet their objectives.

It is imperative to apply early to this

programme, as applications will be closed

six weeks before the programme commences

(when the pre-programme work begins). Please

contact our programme advisor if you have anyquestions.

Places are confirmed on a first-come-first-

served basis, taking into consideration

the applicant’s level and objectives, and

the diversity of the class. The Admissions

Committee will review your application and

advise you on the outcome as soon as possible.

Tuition fees*

A tuition fee of €34,900/SG$54,750* is billedafter acceptance, two to three months before

the programme, and must be settled before

the programme begins. Instruction, teaching

materials, books, refreshments during breaks,

lunches on working days and opening and

closing dinners are covered by this fee.

The tuition fee for the one-week residential

programme to be confirmed.

Accommodation

The tuition fee does not cover accommodation.This is reserved by INSEAD on your behalf. The

approximate cost of on-campus accommodation

in Fontainebleau is €790 per week and in

Singapore S$1400 per week. Accommodation

charges should be settled at the end of the

programme.

Cancellation policy

Cancellation charges are as follows:

— 45 to 30 days’ notice: 25% of the tuition fee

— 29 to 8 days’ notice: 50% of the tuition fee — within 7 days of start date:

100% of the tuition fee.

* Fee subject to change. For programmes delivered in France, VAT (20%) to be added for companies based in France, individualpurchasers from the EU and for European companies where no VATnumber is supplied. For programmes delivered in Singapore, GST(7%) to be added for Singapore-registered companies.


(1)Participants are required to attend a programme introduction and opening dinner the evening before the formal instruction begins.(2)Participants are required to attend a closing dinner on the Thursday evening. Departure should be scheduled for the Friday.Please note to maximise your learning experience, we require your full attention and commitment for the duration of the programme. As suchspouses and partners should not visit during the programme.

Practical Information

Programme Date Location Length Fee* Level Cert./

Alumni

AdvancedManagementProgramme(1)(2)

29 February –25 March 2016

4–29 July 2016

31 October–25 November 2016

Singapore

Fontainebleau

Fontainebleau

4 weeks

4 weeks

4 weeks

SG$54,750

€34,900

€34,900

C-levelExperienced GeneralManager

Alumnistatus


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Any Questions?

INSEAD has expert programme advisors, who

are there to support Advanced Management

Programme candidates and participants. Here

are some of the questions that we are most

frequently asked. But if you have any further

queries about the programme, how it fits with

your needs or how the selection process works,

we are here to help. Do get in touch using the

contact details below.

INSEAD Europe Campus

Michael Wort

Programme Advisor,

Open-enrolment Programmes

Executive Education

Boulevard de Constance

77305 Fontainebleau Cedex, France

Tel: +33 (0)1 60 72 40 30

Fax: +33 (0)1 60 74 55 13

Email: [email protected]

Alternatively you can use the following contacts

for more general enquiries.

INSEAD Asia Campus

Ong Meow KimTel: +65 6799 5405

Fax: +65 6799 5299


INSEAD Abu Dhabi Campus

Tel: +971 2 651 53 41

Fax: +971 2 446 03 03


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 thelearning environment.

What can I expect to change after 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.



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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 andenhance 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.

What instructions should I leave my

colleagues at work about contacting 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.

Can I bring my partner to INSEAD?

Or can I return home at the weekend?

The programme is built on the assumption

that you will be present during the four

weeks without your partner or other family

members. Courses, reflection sessions and

other activities are often scheduled into the

evening, as we assume that your evenings

are available to complete programme work

or to engage in social activities with fellow

participants. Previous participants have found

that the presence of family members invariably

affects their experience and, at times, has

been frustrating for both participants and their

families.


Management Programme and download

the application form, visit: http://executive-education.insead.edu/advanced_management



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Comparison grid

AdvancedManagementProgramme

Transition toGeneralManagement

Management AccelerationProgramme

AsianInternationalExecutiveProgramme

P a r t i c i p a n t p r o f i l e — Senior executives such as

CEOs, CFOs, COOs andheads of product divisions,geographical regions andother major business units

— An average of twelve years’management experience, withat least five years in a generalmanagement position withsignificant P&L and cross-functional responsibilities

— Senior functional or technicalmanagers about to makethe transition to generalmanagement or recentlyappointed general managers

— At least eight years’management experience withan outstanding track record inone or more functional areasof business

— Functional experts whosesuccess depends onunderstanding the businessas a whole and workingeffectively across functionsand cultures

— Individual contributors andprofessionals who aspire togain, or have recently gained,management responsibilities

— Typically graduates with five totwelve years’ work experienceand a strong track record intheir own functional area

— Executives with at leasteight years’ managementexperience, or newlyappointed general manag

— Typically participants alre work in Asia (or are prepato) or have responsibilitieare specific to the region

P r o g r a m m e c o n t e n t

— Structured reflection byparticipants on how theyexercise judgement

— Coaching and feedback togo beyond the science ofmanagement to the craft ofbeing a senior leader

— Focus on the objectivefunctions of senior leadersas defined by diversestakeholders, and theconstraints and opportunitiesoffered by the externalenvironment

— Organisational levers thatleaders use to achieve goalsand how they become moreeffective in achieving thesegoals through a deeperunderstanding of themselves

— An in-depth examination ofthe foundations of business:marketing, organisationalbehaviour, finance andmanagement accounting,strategy, operationsmanagement, and the globaleconomy

— All aspects of leadership:communication, negotiationsand decision-making, cross-cultural management, FairProcess, team building, self-awareness, and leadershipstyle

— Rigorous frameworks and toolsto apply back at work

— Sharpening your strategicinsight: principles and tools tothink strategically about everydecision and action you taketo boost your competitivenessand innovate

— Broadening your businessexpertise: perspectives fromevery business functionto give you the ability torecognise, create, measureand capture value

— Strengthening your leadershipfoundations: frameworks,reflection and practice toenhance your presence,increase your ability to lead

in and across teams, and planyour future growth

— Understanding of theprinciples and context forgeneral management and

value creation throughthorough investigationof: strategy; finance andmanagement accounting;crisisand consumption

— The fundamentals of efficimanagement in a changin

world, including judgemeand decision-making, andmarketing, set within an Acontext

— Practical advice on how toturn global strategy into A

solutions

K e y b e n e f i t s — Gain insights that challenge

your assumptions

— Develop greater confidence – by testing your assumptionsand making them more robust

— Actionable knowledge –harnessing the knowledge youalready have into workableaction plans

— Continue the process ofreflection and deepen theongoing learning with optionalfollow-up coaching

— Gain a grounding in all the keybusiness disciplines andintegrate them into a complete

view of business – essential foreffective general managementdecision-making

— Experience our uniqueLeadership DevelopmentProcess, which includespowerful 360° feedback andcoaching

— Understand how to “managefor value”, using INSEAD’s

own “Blue Line Management”concept

— Achieve new perspectives in atruly international class anddifferent locations

— Become a more competentand confident manager withnew insights, knowledge andskills

— Learn how to stay focused oncreating value and groundedin a long-term purpose

— Increase the ability to manageyourself and others inconditions of uncertainty andpressure

— Enhance your capacity tolead, with or without formalauthority, in diverse settings

— Maximise your ongoinglearning with optional follow-up coaching

— Greater insight into businfundamentals and confideto lead across functions angeographical borders

— Acquire a new approach tstrategy, processes and upto-date business models in

Asian context

— Understand which busineprinciples and practices amore or less universal and

which need to be tailoredthe Asian region

— Ongoing up-to-dateinformation on issues facein Asia through invitationsto panel discussions aftercompleting the programm

L e n g t h — 4 weeks — 2x2 weeks modular — 3 weeks — 2 weeks

L o c a t i o n — Fontainebleau

— Singapore — Fontainebleau + Fontainebleau — Fontainebleau + Singapore — Fontainebleau + San Francisco

— Fontainebleau — Singapore

— Singapore


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INSEAD Europe Campus

Boulevard de Constance

77305 Fontainebleau Cedex, FranceTel: +33 (0)1 60 72 42 90

Fax: +33 (0)1 60 74 55 13


INSEAD Asia Campus

1 Ayer Rajah Avenue

Singapore 138676

Tel: +65 6799 5288

Fax: +65 6799 5299


INSEAD Abu Dhabi CampusMuroor Road Street N°4, P.O. Box 48049

Abu Dhabi, United Arab Emirates

Tel: +971 2 651 52 00

Fax: +971 2 443 94 61


http://executive-education.insead.edu

Documents

2016 Advanced Management Programme-InSEAD