Programmes

Programmes directors:
Phanish Puranam, Professor of Strategy, the Roland Berger Chaired Professor of Strategy and Organisation Design
Theos Evgeniou, Professor of Technology and Business
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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Programme directors:
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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Programme directors:
David Dubois, Associate Professor of Marketing, The Cornelius Grupp Fellowship in Digital Analytics for Consumer Behaviour
Joerg Niessing, Senior Affiliate Professor of Marketing

Executing Impactful Online Marketing Strategies
Becoming a successful marketing strategist in the digital age requires mastering three brand new customer-focused skills.

First, you need to understand when and how to leverage the latest analytics technology, from Big Data to AI or IoT, and continuously uncover novel “live” insights about the customer and the marketplace. Second, you need to effectively transform these insights into new customer value by generating outstanding experiences along the customer journey. Finally, the key to your future success as a business leader is your ability to shape a customer-centric marketing organisation equipped to select, experiment and scale the use of successive waves of technologies such as AI, social media, robotics or blockchain within your product or service strategies.

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Develop your ability to innovate
Staying ahead of the competition in our endlessly evolving times hinges on your ability to unlock, execute and sustain innovative thinking and processes across the organisation.

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Programme directors:
Nathan Furr, Associate Professor of Strategy
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

Programme director:
Chengyi Lin, Affiliate Professor of Strategy

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Programme directors:
Joerg Niessing, Senior Affiliate Professor of Marketing
David Dubois, Associate Professor of Marketing and The Cornelius Grupp Fellowship in Digital Analytics for Consumer Behaviour

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Programme director:
Michaël Bikard, Associate Professor of Strategy

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Programme director:
Noah Askin, Assistant Professor of Organisational Behaviour
Faculty:
Li Huang, Assistant Professor of Organisational Behaviour

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Programme director:
Peter Zemsky, Professor of Strategy

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Programme directors:
Phanish Puranam, Professor of Strategy, The Roland Berger Chaired Professor of Strategy and Organisation Design
Theodoros Evgeniou, Professor of Technology and Business
Faculty:
Ville Satopaa, Assistant Professor of Technology and Operations Management

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Programme directors:
Anton Ovchinnikov, Visiting Professor of Decision Sciences, INSEAD and Distinguished Professor of Management Analytics, Queen’s University
Spyros Zoumpoulis, Associate Professor of Decision Sciences, INSEAD
Faculty:
Annet Aris, Senior Affiliate Professor of Strategy and Academic Director of INSEAD Corporate Governance Centre

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Academic area: Decisions Sciences

Fontainebleau, November – December 2024, Theos Evgeniou, Professor of Technology and Business

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, January – February 2025, Theos Evgeniou, Professor of Technology and Business and Spyros Zoumpoulis Assistant Professor of Decision Sciences
Singapore, January – February 2025, 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, Theos Evgeniou, Professor of Technology and Business

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, January – February 2025, 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, October-November 2024, 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.

Academic area: Entrepreneurship and Family Enterprise

Singapore, August – October 2024, 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, 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, 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, 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/Singapore March, August – October 2024, 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, 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, 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​, 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

Singapore, January – February 2025, Phanish Puranam, Professor of Strategy, the Roland Berger Chaired Professor of Strategy and Organisation Design

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, January – February 2025, 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: Strategy

Fontainebleau/Singapore, January – February 2025, Martin Gonzalez, Google Org & Leadership Development Principal, Phanish Puranam, Professor of Strategy, the Roland Berger Chaired Professor of Strategy and Organisation Design

This elective offers a deep dive into the dynamic and rapidly evolving “Big Technology” sector (e.g. Meta, Apple, Microsoft, Alphabet, Amazon, Nvidia) to extract insights about how these organizations are structured and how they work, and what we can learn from them that might be more broadly applicable.

The “Tech” sector has brought us many marvelous and disruptive changes: the internet, social media, blockchain, and AI. More are around the corner, such as the metaverse and quantum computing. What will managerial roles look like in this space? How will organizations in these domains be designed and managed? What can we learn from these organizations, whether you are a “techie” or not?

This course will answer these questions. It is co-taught by a leading researcher on organizations at INSEAD and a senior professional in leadership and org development at Google. Combining cases, guest speakers and site visits, it will prepare you to understand the implications of Tech developments for your career.

Academic area: Technology and Operations Management

Fontainebleau, May – June 2024, 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, January – February 2025, Dragos Florin Ciocan, Associate Professor of Technology and Operations Management
Singapore, January – February 2025, Antoine Desir, Associate Professor of Technology and Operations Management

Academic area: Technology and Operations Management

Fontainebleau, May – June 2024, 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: Technology and Operations Management

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 2024, 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, 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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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

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

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

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

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)

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

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 

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 

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

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.