Programmes

Phanish Puranam, Professor of Strategy, the Roland Berger Chaired Professor of Strategy and Organisation Design
Theos Evgeniou, Professor of Decision Sciences and Technology Management, director of the INSEAD Executive Education programme, Transforming your Business with AI
Ville Satopaa, Assistant Professor of Technology and Operations Management

• Artificial intelligence (AI) is rapidly emerging as the most important and transformative technology of our time. Recent advances in machine learning — a computer’s ability to self-improve its performance — have led to a rapid proliferation of new applications that are changing the game for companies in almost every industry.
  These include cutting-edge Large Language Models(LLMs) applications such as ChatGPT, as well as Generative AI applications such as DALL-E2.
  AI can impact businesses and managers in many profound ways:
• Substituting human judgement – AI can forecast based on patterns in data that are undetectable by humans
• Improving efficiency and productivity to increase revenue for ecommerce players – through machine learning algorithms and predictive analytics models
• Autonomous driving – made possible by rapid advances in image recognition using visual machine learning
• Customer experience in sectors such as healthcare, finance, retail and travel – through the use of AI-powered chatbots and intelligent voice assistants
• Organisational transformation – through internal data analysis of employee engagement, networks and departures
• Creative applications – ChatGPT and other generative AI applications like DALL-E2 have begun to erode the barriers between humans and machines when it comes to creativity.

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Vibha Gaba, Professor of Entrepreneurship, The INSEAD Fellow in Memory of Erin Anderson
Claudia Zeisberger, Senior Affiliate Professor of Entrepreneurship and Family Enterprise

Corporate Venturing and Innovation is INSEAD’s new programme for senior leaders and decision-makers who are looking for break-through ideas to build a game-changing portfolio of new businesses.
You gain clear insights into the dynamics of corporate venturing. From finding, evaluating and nurturing new ideas to building the right processes, structures and innovation ecosystems to establish relationships with the wider start-up and investment community. You emerge from the programme with a comprehensive understanding of what’s at stake, and a customised action plan to build new businesses.
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Manuel Sosa, Associate Professor of Technology and Operations Management, Director of the Heinrich and Esther Baumann – Steiner Fund for Creativity and Business

Design Thinking and Creativity for Business will take you on a hands-on learning journey that will help you develop the creative-thinking skills needed to innovate in any organisational context. By elevating your creative skills, you will return to work able to develop and support a creative culture within your organisation. A culture that is capable of confidently pushing and sustaining innovative efforts.
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Declan Fitzsimons, Senior Affiliated Professor of Organisational Behaviour
Mark Mortensen, Associate Professor of Organisational Behaviour

Developing Emerging Leaders provides a unique perspective on leadership, designed to help executives adapt to the challenges faced by organisations in a digital environment. As an emerging leader, the programme takes you on a journey of learning to lead yourself – and then translates that knowledge into leading others and forming effective team collaborations. It will equip you with skills to overcome the constraints of your organisation’s leadership culture, and help you to step forward with a new perspective on leading your team in the digital age.
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David Dubois, Associate Professor of Marketing, The Cornelius Grupp Fellowship in Digital Analytics for Consumer Behaviour
Joerg Niessing, Senior Affiliate Professor of Marketing

Driving Digital Marketing Strategy will take you on a learning journey to develop your skills to become a successful marketing strategist and achieve business success by creating and delivering new customer value. You will explore the challenges and opportunities of digital disruptions around your customers and learn new strategic data-driven skills to empower you to make better business decisions for future growth. This programme will also enable you to effectively design and deploy bold and competitive marketing strategies around the customer in the digital age.
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Nathan Furr, Assistant Professor of Strategy

Innovation in the Age of Disruption is an online programme that enables you to understand how to leverage innovation to respond to change, particularly change driven by digital transformation. The programme focuses on the people, process, and philosophy of innovative companies to help you develop your ability to innovate by generating more ideas and putting them into action. It explores the behaviours of innovation leaders, and subsequently the process of how innovators turn their ideas into reality. It also explains how leaders and organisations adapt their culture, structure and processes to make room for innovation. These insights are based on research of more than 400 businesses, including the world’s most innovative companies.
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Programme Director: Lily Hua Fang, Professor of Finance, The AXA Chaired Professor in Financial Market Risk

Faculty: Jason Davis, Associate Professor of Entrepreneurship and Family Enterprise and Bart Zhou Yueshen, Assistant Professor of Finance

The INSEAD Fintech Programme helps develop your understanding of the four main areas of FinTech: payment systems; lending and fund-raising; cryptocurrencies and blockchains; and technology-driven trading and investing. You will explore these technologies from a business point of view, and discover not only the potential transformative power of some technologies, but also their limitations, so that you are able to critically evaluate either the opportunity or threat that your organisation may face due to FinTech.
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Stewart Black, Professor of Management Practice in Global Leadership and Strategy

Leading Change in an Age of Digital Transformation is now offered via live virtual platform, allowing you to experience the same course content and INSEAD faculty as the on-campus sessions, from anywhere in the world. The programme has been specially designed to ensure that the length and format will maximise your learning. As with our on-campus session, the programme will give you the competitive insights to avoid the critical pitfalls and drive long-term success.
• Maximise your learning with specially designed 1-on-1 consultation with programme director – Professor Stewart Black
• Expand your network opportunities with peers leading strategic changes in their organisations
• Leave with a concrete plan for your own digital transformation initiative.
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Joerg Niessing, Senior Affiliate Professor of Marketing
David Dubois, Associate Professor of Marketing and The Cornelius Grupp Fellowship in Digital Analytics for Consumer Behaviour

INSEAD Live Virtual allows participants to experience the same course content and INSEAD faculty as you would on campus, from anywhere in the world, with additional benefits. 
Leading Digital Marketing Strategy is a five-day programme through which participants learn how companies can tackle digital transformation and drive innovative marketing strategy through customer-centricity. Interactive sessions-including award-winning case studies, group exercises and practical workshops-explore the challenges and opportunities of digital transformation and aim to help managers from across functions make better business decisions for future growth.
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Programme Directors: Nathan Furr, Associate Professor of Strategy and Jason P. Davis, Associate Professor of Entrepreneurship and Family Enterprise
Faculty: Charles Galunic, Professor of Organisational Behaviour, The Aviva Chaired Professor of Leadership and Responsibility

Although disruption has long been a threat for some industries, the rise of digital technologies has accelerated the pace of disruption in virtually every industry, creating immense ambiguity and unease. Meanwhile, uncertainty continues to accelerate in the broader business environment as the rate at which new technologies emerge increases exponentially – all while competition becomes increasingly fierce. The dominance of established leaders has never been more under threat.
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Programme Director: Michaël Bikard, Associate Professor of Strategy

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Noah Askin, Assistant Professor of Organisational Behaviour
Li Huang, Assistant Professor of Organisational Behaviour

Product Management (PM) is now an executive level function. As companies become more product-led and product-centric, Chief Product Officers and other executive product roles are appearing and rising in prominence. At this level, strong leadership skills are critical to the success of the individual, team, and organisation, and oftentimes, people don’t realise the impact their leadership style can have on themselves and others. As more product managers reach the executive ranks, they and their companies are recognising the need for accelerated development in this area.
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Peter Zemsky, Professor of Strategy

Develop a strategic response to digital disruption. Disruption is one of the most popular terms in management today. The surge in interest comes in large part from the dramatic opportunities and threats being created by today’s powerful digital technologies. The cloud now conveniently and inexpensively packages incredible processing power and digital storage, while inexpensive bandwidth and versatile smartphones make digital a ubiquitous part of modern life. The possibilities for new products, services and business models promise to substantially impact almost every sector of the economy even those where digital has already brought important changes.
Strategy in the Age of Digital Disruption provides the strategic tools, concepts and perspectives that will allow you to develop a strategic response to the new digital possibilities and to then align your organisation for effective strategy execution. It will support you in becoming more proactive in the digital domain, help you turn digital threats into opportunities, and allow you to leverage digital to create competitive advantage and enhanced performance.
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Phanish Puranam, Professor of Strategy, The Roland Berger Chaired Professor of Strategy and Organisation Design
Theodoros Evgeniou, Professor of Decision Sciences and Technology Management

Transforming Your Business with AI gives you a deep understanding of how AI is deployed in business, so that you can see what it can (and cannot) do for you and your organisation. The programme equips you with practical frameworks and templates to work with data scientists and programmers, showing you how to commission analysis and analyse the results you receive.
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Academic area: Decisions Sciences

Fontainebleau, November – December 2023 (P4), Theodoros Evgeniou, Professor of Decision Sciences and Technology Management.

This course focuses on “what is happening here and now” in business and start-ups in the emerging area of generative AI (such as Large Language Models – LLMs). Course sessions will be delivered by faculty together with leading industry experts in the space: senior executives from digital native companies/start-ups, large consulting firms, traditional companies and VCs which have been investing in and developing generative AI products and businesses. The course will be delivered using a combination of cases, exchanges with executives and investors, and discussions that cover issues ranging from hands on generative AI tools, to identifying and planning the execution of use cases, identifying generative AI business opportunities, managing risks, etc. The goal is to expose participants to a broad range of important current issues in the area of generative AI for business.

Academic area: Decision Sciences
Fontainebleau, Jan-Feb 2024 (P3), Theodoros Evgeniou, Professor of Decision Sciences and Technology Management

Singapore, Jan-Feb 2024 (P3), Spyros Zoumpoulis, Assistant Professor of Decision Sciences & Anton Ovchinnikov, Visiting Professor of Decision Sciences

The abundance of data revolutionises many industries, and creates new, data-intensive business models. Today’s MBAs need to be more comfortable with “data science” – an emerging discipline that combines data analytics and business. In this course, students will build their capability in data science so as to effectively add value through the intelligent management and use of data in organisations. The course combines three key elements: analytical techniques, business applications, and basic coding and programming.
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Academic area: Decision Sciences
Fontainebleau, May-June 2024 (P3), Theos Evgeniou, Professor of Decision Sciences and Technology Management and Spyros Zoumpoulis Assistant Professor of Decision Sciences.

Singapore, May-June 2024 (P3), Anton Ovchinnikov, Visiting Professor and Spyros Zoumpoulis Assistant Professor of Decision Sciences

What do managers need to know to successfully identify, evaluate, create value from and lead AI initiatives in their organizations? This course will provide the foundational knowledge for this key question. The course will combine three key elements:

1. Data science and machine learning techniques, the methodological foundations of AI. These include supervised learning (e.g., regression, classification and regression trees, random forests, boosted trees, regularizations, and neural networks); unsupervised learning (e.g., dimensionality reduction, segmentation and clustering); generative AI (e.g., large language models, prompt engineering); and responsible AI (e.g., bias and fairness, AI regulations).
2. Business use-cases and applications of data science, machine learning, and AI.
3. Software implementations of these techniques. We will use Python, the leading programming language for AI applications, implemented in the cloud through Jupyter notebooks on Google Colab and assisted by prompts from generative AI tools like ChatGPT.

Academic area: Decision Sciences
Fontainebleau, April-June 2024 (P5), Theos Evgeniou, Professor of Decision Sciences and Technology Management.

This course combines the latest business research with “what is happening here and now” in business to prepare participants for their career in, what is becoming, the emerging data and technology driven teams, organisations and industries. Whether you’re curious about the roles and skills needed in data-driven environments, eager to explore how leading organizations utilize AI, or seeking to navigate your first 100 days in a data-centric job, this course offers invaluable insights. Delve into the evolving landscape of technology, gain perspectives on industry trends and learn from senior executives about their career journeys and experiences with data and AI.

Academic area: Decision Sciences
Fontainebleau/Singapore, Jan-Feb 2024 (P3), Anton Ovchinnikov, Visiting Professor

Pricing is the single most important lever of profits. Yet many companies still take an ad hocapproach to pricing decisions. This pricing analytics course provides a systematic process and tools to sell the right product to the right customer at the right time – at the right price. The focus is on the tactical (rather than strategic) management of pricing, using quantitative models of demand/consumer behavior and constrained optimisation tools – the two main building blocks of revenue optimisation.
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Academic area: Entrepreneurship and Family Enterprise

Singapore, August – October 2024 (P4), Jason Davis, Associate Professor of Entrepreneurship and Family Enterprise.

We are living in an era of digital disruption. Companies like Amazon, Airbnb, Bytedance, and Uber and are upending traditional industries like retail, hotels, video, and taxis and creating new opportunities for value creation and investment. Capitalizing on these opportunities involves creating new ventures or corporate ventures that leverage digital technologies to create and exploit new markets. This process is called Digital Entrepreneurship (DE).
Introduction video, click here

Academic area: Entrepreneurship and Family Enterprise

Fontainebleau/Singapore, May – June 2024 (P3), Henning Piezunka Associate Professor of Entrepreneurship and Family Enterprise, Melanie Milovac, Assistant Professor of Entrepreneurship and Family Enterprise

How can an entrepreneurial idea be converted into an up-and-running, revenue-generating business? This course is for anyone interested in the answer to this question, regardless of whether or not they have a definite plan to build a business from scratch. It draws on case studies, experiences of guest-speakers and a final group project – complete with a pitch to a real panel of angel investors–to give students a blueprint for starting a new venture. By the end, students will be able to develop a concept, design a compelling business model, recruit a team and embark with confidence on their entrepreneurial journey.
To watch the introduction video, click here

Academic area: Finance

Fontainebleau/Singapore, May-June 2024 (P5), Massimo Massa, Professor of Finance, The Rothschild Chaired Professor of Banking

Digital disruption is receiving great attention around the world. New players, FinTechs, are challenging incumbent financial institutions. In this course, students will analyse digital disruption in the financial sector and present several dimensions of the FinTech world: payments, digital currency, P2P and marketplace funding, blockchain technology, robot-advisors in asset management, and strategic dimensions of digital disruption.
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Academic area: Marketing

Fontainebleau/Singapore, May – June 2024 (P5), Pavel Kireyev, Assistant Professor of Marketing, Phil Parker, Professor of Marketing, INSEAD Chaired Professor of Management Science

What are the differences between human and non‐human intelligence and what is the degree to which these differences matter? This course will introduce, demystify and investigate value creation strategies in eco‐systems relating to AI, machine learning, robotics, and advanced analytics, with an emphasis on value creation opportunities along the way.
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Academic area: Marketing

Fontainebleau, Jan-Feb. 2024 (P3), Wolfgang Ulaga, Senior Affiliate Professor of Marketing 

Today, everyone is in Service. Many firms move from selling products (i.e. ‘pushing boxes’) to providing service(s) in industries as diverse as information technology (Software‐as‐a‐Service), real estate (Space‐as‐a‐Service), or manufacturing (consumer goods producers becoming retailers). Pure players (re‐)discover customer service as a strategic weapon. Digital transformation further accelerates the trend towards a Service Economy, where ‘everything’ becomes a service (Data‐as‐a‐Service).
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Academic area: Marketing

Fontainebleau/Singapore March, August – October 2024 (P4), David Dubois, Associate Professor of Marketing, The Cornelius Grupp Fellowship in Digital Analytics for Consumer Behaviour

This course offers a condensed overview of business leaders can create value through digital and social media technologies. The course is designed to hone critical thinking skills by analyzing, developing, implementing, and evaluating digital and social strategies as an integral part of overall customer-centric strategy.

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Academic Area: Marketing

Fontainebleau, April – June 2024 (P5), Pavel Kireyev, Assistant Professor of Marketing

We witnessed a new industry emerge over the past year – NFTs have grown to become a 13bn+ dollar industry, and big tech companies like Facebook, Twitter, Nvidia, and Microsoft have all announced that they are rebranding as metaverse companies. This course is designed to make sense of the emerging NFT, Web 3.0 and metaverse ecosystems, with a specific emphasis of NFTs, DeFi and their role as the economic foundation of the metaverse. We’ll cover the current state of the industry, and then examine case studies, including a case on blockchain-based AI avatar startup and a fast-growing fantasy sports NFT platform. We will also look at how data analytics can help make sense of Web 3.0 and learn how to build interoperable products using APIs to query data directly from the blockchain.

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Academic area: Strategy

Fontainebleau/Singapore, August – October 2024 (P4), Ilze Kivleniece, Assistant Professor of Strategy, Guoli Chen, Professor of Strategy

This course provides participants with a comprehensive understanding of Blue Ocean Strategy created by W. Chan Kim and Renée Mauborgne, and an opportunity to systematically apply the fundamental methodology for creating and capturing blue oceans to simulated business settings. The course is organized in sessions that alternate between theory case discussion (using theory-based videos to introduce frameworks and tools) and computer simulation (providing an innovative, fun and effective way to apply frameworks and tools and to bridge the gap between theory and practice).
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Academic area: Strategy

Fontainebleau, August – October 2024​ (P4), Annet Aris, Senior Affiliate Professor of Strategy.

How will digitisation fundamentally affect society, industry structures, business models and the way companies are managed? Based on examples of industries going through the digital transition such as travel and tourism, telecom, and media, this course explores what strategies both incumbent players and Internet companies follow to conquer or keep their place under the sun.

Academic area: Strategy

Fontainebleau/Singapore, dates to be confirmed, Phanish Puranam, Professor of Strategy, The Roland Berger Chaired Professor of Strategy and Organisation Design

Knowing how to organize may be humanity’s greatest and oldest accomplishment. But what will organizations and organization designs look like in a (near) future in which remote working is part of the new normal? When designing for diversity and inclusion is essential, not just desirable? Where competing for talent in the Gen Z and Gen Alpha workforce will be fundamental for every firm’s competitive advantage? When technologies like AI, blockchain and the metaverse are widely diffused?

How will we separate the hype from what’s real when answering these questions? And how can we leverage these developments to improve how our organizations work? These are the questions this course will help you answer.

Academic area: Strategy

Fontainebleau/Singapore, May – June 2024 (P3), Victoria Sevcenko, Assistant Professor of Strategy

Digitalisation is changing how we do organization design. This elective will bring you to the current frontiers of organization science and the tools used to (re)-design organizations. The tools are diverse and cover Perception (i.e. analyzing data to know what is happening in the organization now), Prediction (i.e. what is likely to happen in the future, based on predictive analytics) and Prototyping (i.e. what is likely to work based on pilot tests and experiments).

Academic area: Strategy

Fontainebleau/Singapore, Jan-Feb 2024 (P3), Michaël Bikard, Assistant Professor of Strategy

Technology change and innovation affect every domain of business, changing the face of industry at an accelerating pace. Yet few accurately understand these patterns, leading to failure that undermines companies, projects, and careers. In this elective we explore the fundamental questions of technology and innovation in order to provide students the foundations to think and speak intelligently in a changing technology environment. In the class we attempt to explore the puzzles of innovation, such as why great companies fail, when customers reject new innovations, why inventors create but don’t capture value, how platforms and ecosystems change the nature of competition, and other topics related to how technology changes the world.

Academic area: Technology and Operations Management

Fontainebleau, May – June 2024 (P3), Dragos Florin Ciocan, Associate Professor of Technology and Operations Management.

As it impacts all facets of life, technology is also enabling new business models in a vast array of industries, ranging from transportation to healthcare, from manufacturing to supply chains, and from customer relationship management to disaster recovery. It also opens up new social challenges such as the changing nature of work, privacy, and fairness.

The objective of this mini elective is to demystify some of the emerging technologies, describe their distinguishing features, and discuss potential ways they would enable new business models. Some of the topics that we will discuss, each lead by a domain expert, will be autonomous vehicles, additive manufacturing, cloud computing, blockchain and AI.

Video

Academic area: Technology and Operations Management

Fontainebleau, May – June 2024 (P3), Steve Chick, Professor of Technology and Operations Management, The Novartis Chaired Professor of Healthcare Management.

This an experimental workshop combining three novel approaches to Innovation/Entrepreneurship: Business Model Innovation, Idea Tournaments and Lean Startups. Business Model Innovation is a technique to identify entrepreneurial opportunities through innovating the business models in existing competitive industries. Idea Tournaments is a process that leverages the wisdom of the crowd for entrepreneurial opportunity generation, selection and refinement. Lean Startup philosophy prioritizes tasks to limit entrepreneurial risk. Taken together, these approaches provide a systematic risk-limiting pathway to realizing entrepreneurial outcomes. As a class, we will follow these techniques and jointly start one or more new ventures. We will use these principles to generate about 1500 new business opportunities and through a variety of selection mechanisms; we will filter and develop these opportunities until a handful of outstanding business concepts remain. Alumni of this course have gone on to develop multiple successful businesses and have realized significant financial gains from the ideas generated and developed during this course.

Academic area: TOM

Fontainebleau, dates to be confirmed, Albert Angerhn, Professor of Information Technology.

This is a radically game-based course exploring the challenges and opportunities of Digitization that most global organizations face today, with a focus on how Global Teams operating across diversity and distance can be helped to reach higher collective intelligence and performance levels.

Academic area: Technology and Operations Management

Fontainebleau, November – December 2023 (P4), Manuel Sosa, Professor of Technology and Operations Management and Ville Satopaa, Assistant Professor of Technology and Operations Management.

Product managers (PMs) in a digital world handle the entire product-life cycle of digital products. This course exposes, in a highly experiential way, some of the key challenges PMs face and the managerial levers PMs must master to cope with them, considering the high level of uncertainty and complexity associated with managing digital products from their genesis to their sunsetting.
watch to learn more: PMDW+video+ManuelSOSA

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Academic area: Technology and Operations Management

Fontainebleau, May – June 2024 (P3), Antoine Desir, Assistant Professor of Technology and Operations Management, INSEAD

Rapid growth in technology has enabled us in collecting, storing, and analysing large amounts of data with modest investments in computing power. No business, small or big, old or new, can ignore what big-data means for them today. This is a very new field — most organisations today are “data rich” but “knowledge poor”. This course will take a first step towards understanding data generated via social media.
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Academic area: Entrepreneurship and Family Enterprise

Singapore, October – November 2023 (P5), Jason Davis, Associate Professor of Entrepreneurship and Family Enterprise.

In this course, we explore generative AI’s strategic impact on organizations, innovation, and entrepreneurship. While the enthusiasm for generative AI is palpable, its practical applications within established enterprises and nascent ventures are less clear. Our focus lies in understanding the technology strategy and organizational issues underlying value creation with generative AI. We focus on issues of technology innovation, including how to make useful investments around rapidly evolving LLM technology trajectories and organize to execute projects with LLMs. We focus on developing sustainable advantages with generative AI by building organizational capabilities to launch LLM-based corporate ventures. Finally, we focus on launching new ventures in niche generative AI spaces, leverage emerging ecosystem resources like plug-ins and APIs, and the growth and scale issues related to generative AI startups. Finally, we give some consideration to generative AI’s impact on the type of careers participants are likely to develop.

Maria Guadalupe, Professor of Economics, The Goltz Fellowship in Business and Society INSEAD, Academic Director of the INSEAD Randomized Control Trials (RCT) Lab

A new form of organizing is taking industries by storm: Agile. It is replacing corporate hierarchies with firms made of self-managed teams, and promises to deliver more innovation and engaged employees. Today 90% of firms list adopting Agile as a priority on their agenda, but only 10% say they are on track to adapt it. It looks different across firms, but has a common core: Spotify Facebook Apple and Google use it. But so do Zappos, Patagonia, and ING. But what is it? How does it work? And does it work?
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Fares Boulos, Affiliated Professor of Practice in Strategy

It’s a given for today’s managers to design strategies within the context of the industry and competitive landscapes in which they operate based on principles of modern competitive strategy that, at their root, are aimed at beating the competition. While this starting point is useful, it often leads to an unintended consequence as companies lose sight of ‘Strategy’ and find themselves trapped in a dilemma as a result of a single-minded focus on benchmarking the competition. Not surprising then that a great deal of effort is expended on tinkering with products/services that offer minor incremental improvements leading to very modest value creation. This is what we call the ‘Red Ocean’.
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Nathan Furr, Associate Professor of Strategy

Andrew Shipilov, Professor of Strategy, The John H. Loudon Chaired Professor of International Management

Starting date: 19 October 2020

End date: 16 December 2020

Learning how to collaborate with partners and build ecosystems is one of the most critical, yet underdeveloped, skills of executives in the 21st century. Indeed, many industries are being disrupted by digital technologies and the arrival of the 4th industrial revolution. This trend will only accelerate in the coming years. You can chose to transform your business on your own or go in together with partners. Such collaborations will help you acquire new digital skills, build new business models—such as digital platforms—and harness the power of ecosystems. However, collaborations are often difficult because they involve companies in different industries, established business and start-ups as well as public and private sector firms. Building Digital Partnerships and Ecosystems will introduce how to navigate the shifting landscape of digital technologies, help you understand which partnerships your business needs to win in the era of the 4th Industrial Revolution and how you can become a better partner.
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Anton Ovchinnikov, Visiting Professor of Technology, Operations and Decision Sciences

The abundance of data revolutionizes many industries, and creates new, data-intensive business models. To take advantage of this trend, today’s executives need to be more comfortable with “data science” – an emerging discipline that combines data analytics and business, as well as modern machine learning methods that provide powerful business solutions. The goal of this course is to build your capability in data science so that you can effectively add value through the intelligent management and use of data in your organizations.
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Nathan Furr, Associate Professor of Strategy

Starting date: 6 July 2020

End date: 2 September 2020

Innovation in the Age of Disruption is an online programme that enables you to understand how to leverage innovation to respond to change, particularly change driven by digital transformation. The programme focuses on the people,process, and philosophy of innovative companies to help you develop your ability to innovate by generating more ideas and putting them into action. It explores the behaviours of innovation leaders, and subsequently the process of how innovators turn their ideas into reality. It also explains how leaders and organisations adapt their culture, structure and processes to make room for innovation. These insights are based on research of more than 400 businesses, including the world’s most innovative companies. More specifically, the programme offers insights into ideation, design thinking, agile methodologies, and business model innovation. However, rather than offering these as fragmented approaches, this programme integrates these disparate frameworks into a single, end-to-end framework for testing innovative ideas, and enables you to understand how an organisation that is defined by and developed around execution can adapt itself to foster and drive innovation. Whether you are caught in the middle of digital (or other) disruption, or you want to innovate within your organisation, Innovation in the Age of Disruption will provide you with a comprehensive set of tools to adapt to today’s VUCA world.
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Charles Galunic, Professor of Organisational Behaviour, The Aviva Chaired Professor of Leadership and Responsibility

Jose-Luis Alvarez, Senior Affiliate Professor of Organisational Behaviour, The Mubadala Chaired Professor in Corporate Governance and Strategy, Academic Director, INSEAD Corporate Governance Centre

Starting date: 21 September 2020
End date: 25 November 2020

In a digitized environment characterised by rapid and continual disruption, it is critical for organisations to be agile and quickly respond to change. As a result, businesses require leaders who are not only effective interpersonally, but who can also manage increasingly complex organisations. Effective leaders today must be able to make decisions faster and lead change efficiently, while skillfully influencing in a more interconnected, collaborative landscape. Additionally, they need to foster a “digital-ready” organisational culture that embraces – rather than resists – continuous change. Leading Organisations in Disruptive Times is an online programme that takes a closer look at the challenges facing senior leaders today– from conducting fair decision-making processes to enabling their organisations to navigate wider political and cultural challenges. Building on cutting-edge research, the programme will develop your ability to drive faster decision-making, accelerate change processes, and cut through difficult cultural challenges. It will provide you with a set of concepts and tools enabling you to lead your organisation with impact and efficiency – maximising its performance in changing times.
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Joerg Niessing, Affiliate Professor of Marketing

Adapting to the ongoing digitization of the economy, and of society in general, is arguably the most challenging transformation every business is currently facing. Digital technologies have become the core of almost every industry. But one of the most important ‘laws in business’ has not changed at all: Customer centricity and customer orientation. You can only create value and drive profitable growth if you understand not only what customers ‘need’ but also what customers really ‘want’. However, creating customer value and building long-term relationships is even more challenging in a digital world where customers (a) expect more, (b) are well-informed, (c) trust their peers, (d) have more choices and (e) have a voice. In today’s ‘Age of the Customer’, digital technologies and customer centricity have to go hand-in-hand: new channels & touchpoints, new devices, diverse data, multi-dimensional customers, new competitors, social networks, new ways of interacting with customers and other stakeholders. Today, every business is, in part, a digital business and successful companies embrace and deploy digitization in the right places at the right time and are up to 30% more profitable than digital beginners. That is why digital transformation should be on every senior executive’s agenda.
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Guillaume Roels, Associate Professor of Technology and Operations Management, The Timken Chaired Professor of Global Technology and Innovation

Many of the world’s leading firms are using “services” as a source of differentiation, sometimes leveraging new technologies, to create a competitive edge—be they established businesses or startups (e.g., Oberoi Hotels, Emirates, Disney, Priceline, IBM, Go-Jek, Amazon). Therefore, understanding services strategically is crucial to business leaders.

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Sameer Hasija, Associate Professor of Technology and Operations Management, The Shell Fellow in Business and the Environment, Chair, Technology and Operations Management

Technology has always moved forward, of course, but it never moved as quickly as it has since the birth of the digital age. And today, its pace of change, in terms of speed, scale, complexity and scope, continues to accelerate. The technological breakthroughs that are redefining the global business ecosystem have enabled the reinvention of business models, and the birth of some previously unimaginable combinations.

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Amy Shuen, internationally recognized Yale, Harvard, Berkeley-trained strategy and digital innovation economics professor.

We will analyze how a powerful set of technology capabilities and proven use cases, available only in the past few years, have created a “playbook” of strategies for industry innovators. These AI-Blockchain-Cloud-Data (ABCD) strategies have allowed technology-savvy players—Amazon, Ant Financial, Credit Karma, Ping An, Dianrong and others–to “spin the AI-Data Flywheel”. More data and AI insights lead to better products, more users and better customer experience, leading to more data and so on, creating momentum and positive network effects. We will focus on the financial services sector to highlight advances in combinatorial learning economies and the disruption of traditional ecosystems.

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Joerg Niessing, Senior Affiliate Professor of Marketing

Adapting to the ongoing digitization of the economy, and of society in general, is arguably the most challenging transformation every business is currently facing. Digital technologies have become the core of almost every industry. But one of the most important ‘laws in business’ has not changed at all: Customer centricity. You can only create value and drive profitable growth if you understand not only what customers ‘need’ but also what customers really ‘want’. However, creating customer value and building long-term relationships is even more challenging in a digital world where customers (a) expect more, (b) are wellinformed, (c) trust their peers, (d) have more choices and (e) have a voice.
In today’s ‘Age of the Customer’, digital technologies, digital trends and customer centricity have to go hand-in-hand: new channels & touchpoints, new devices, diverse & smart data, social media, augmented reality, artificial intelligence, robotics, and IoT. Today, every business is, in part, a digital business and successful companies embrace and deploy digitization in the right places at the right time and are up to 30% more profitable than digital beginners. That is why digital transformation should be on every senior executive’s agenda.
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Phil Parker, Professor of Marketing, INSEAD Chaired Professor of Management Science

September – December 2023 

This elective is designed to introduce, demystify and investigate value creation strategies in eco-systems relating to AI, machine learning, robotics, and advanced analytics.
The course begins by looking at the the history of machine-based automation mimicking human activities. We will discuss the differences between human and non-human intelligence and the degree to which these differences matter. Applications starting from mechanical origins, to digital innovations in this area have gradually reached what some consider “intellectual” achievements.

Filipe Monteiro, Senior Affiliate Professor of Strategy, Academic Director, Global Talent Competitiveness Index (GTCI)

September – December 2023 

One key advantage that emerging markets have in the digital space is a lack of legacy. Many companies in mature markets have more than 20 years ingrained cultures, mindsets, business models, ways of working and, of course, technology landscapes that are not necessarily conducive to operating with an agile innovation approach.
Leapfrogging – using the lack of existing infrastructure as an opportunity to adopt the most advanced methods – has been a highly effective strategy for developing nations over the last few decades.

Jürgen Mihm, Professor of Technology and Operations Management

September – December 2023 

Innovation is vital to sustain corporate growth. Yet, it too often remains an elusive goal for many companies. The purpose of this KMC is to explore how companies can use product, service and technological innovation to improve their competitive standing and to understand the managerial and organizational challenges that such innovation invariably generates. We will examine those aspects of innovation management that have the highest impact on the organization: What is a good technology strategy? How to develop a portfolio of innovation projects? How to manage the innovation process? While addressing these questions we will see the conflict of creativity and risk versus process and execution, which is inevitable in the industrialization of innovations. This course presents strategies and actions companies can adopt in order to sustain the innovation record that is required to sustain profitable growth.

Bill Magill, Adjunct Professor of Entrepreneurship and Adrian Johnson, Adjunct Professor and Lecturer 

September – December 2023 

The Deep-Tech KMC is designed to create commercial value from the scientific and technological innovations. Partners for the 2023 programme include CERN (the world’s largest high-energy physics laboratory) and the European Space Agency (ESA). Through this KMC you will explore the commercialisation process for deep-tech innovations through startup creation, knowledge transfer to existing organisations (perhaps yours?), or other creative constructs.  

The Deep-Tech KMC focuses on value creation of our partners’ extensive catalog of science and technology innovations. Identifying technologies most suitable for commercialisation, determining their most compelling use cases, building profitable and competitive business models that scale, designing transfer strategies for corporation integration, and getting ventures funded form the core of the learning objective. This KMC, then, is ideally suited to students interested in the best practices for moving a promising science innovation from laboratory to commercial market through a real-world, collaborative program. 

Phil Parker, Professor of Marketing, INSEAD Chaired Professor of Management Science 

September – December 2023  

This course is designed for anyone who wants to go out on a limb. There is a lot of hype around the metaverse, Web 3.0, NTFs, next GenAI, augmented reality, virtual reality, transhumanism, and/or “the next big thing”. The real question becomes, what business models are likely to succeed in these new digital spaces? Which ones are scams? Will these be centralized, decentralized, public domain, private, commercial, non-for-profit? Will any real problems be solved? If so, which ones? Is this the beginning of the end (think Terminator), or a new beginning (think Star Trek). Will this tech eliminate poverty, increase individual liberties, or will they lead to wider disparities in income and wealth, greater surveillance, and/ censorship of alternative points of view? Will these technologies destroy traditional human relations, and lead to new forms of interpersonal relationships? Who will make money in this space, and why will this be possible? Are the early examples from Second Life, Bitcoin, virtual reality, augmented reality and digital market places relevant to future business models? If not, why not? If yes, what are the relevant analogies or learnings? What are the moral, legal, political and ethical implications? 

Henning Piezunka, Associate Professor of Entrepreneurship and Family Enterprise

September 2023 

You learn how to transform an idea into a business. Most INSEAD EMBAs become part of a new business venture at some point in their careers. They may found a venture, join a venture, or invest in a venture. Growing a venture and making it successful can help you reach your personal goals and to change the world. Failing to make it a success may set you back both personally and professionally. Taking this class teaches you the skills to make a new business venture a success.

Hellmut Schütte IEP’79, Emeritus Professor of International Management, Programme Director. Long-time INSEAD faculty active across different campuses and programmes. INSEAD alumnus since 1979. Active as investor and business angel in various start-ups.

Avivah Wittenberg-Cox MBA’84, author of multiple books, coach and CEO of her own consulting firm. Expert in generational balance and longevity. Speaker on TEDx and on INSEAD events, regular contributor in Harvard Business Review and Forbes.1984 INSEAD MBA alumna.

Phanish Puranam, the Roland Berger Chaired Professor of Strategy and Organisation Design at INSEAD. He also serves as Director of INSEAD’s “AI for Business” programmes.

Takeshi Yoshida MBA’02J, Founder and Chief Coach of Agile Organization Development, where he leads a tribe of 25 expert coaches in organisational change, transformation and innovation. He is a 2002J MBA alumnus and a frequent contributor to INSEAD executive programmes.

This program is designed for experienced INSEAD alumni looking for fresh ideas as they reach a new stage in their life where they look for different challenges.

Longevity today means more than another 23 years of life after reaching the age of 65. With the help of AI, participants will learn how to ideate and transition towards meaningful, independent activities.

We will explore and experiment hands-on with the new opportunities offered by AI and built on the participants’ personal experience and knowledge. Participants will be led to overcome their inertia to unlock the power of AI to start new projects. You will collaborate with like-minded alumni equally looking to redefine aging, overcome barriers and find new answers for life’s later decades.

Participants are still active in various business activities but looking for more meaning and impact. You are financially comfortable and energetic enough to challenge yourself. You dream about using AI to start new ventures or revive/accelerate existing operations with a fulfilling mission. These new ideas could be geared to profit-oriented and social enterprises, charities, political pressure groups, public service institutions, etc.

The Programme consists of three + one sessions.

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