Phanish Puranam, Professor of Strategy, The Roland Berger Chaired Professor of Strategy and Organisation Design Sameer Hasija, Associate Professor of Technology and Operations Management, The Shell Fellow in Business and the Environment, Chair, Technology and Operations Management Philip M. Parker, Professor of Marketing, INSEAD Chaired Professor of Management Science Theodoros Evgeniou, Professor of Decision Sciences and Technology Management, Chair, Decision Sciences Area 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, particularly in machine learning – a computer’s ability to improve its performance without human instruction – have led to a rapid proliferation of new applications that are changing the game for companies in almost all industries. Learn more
Emerging Leaders in a Digital Age 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. Learn more
Innovation by Design
Manuel Sosa, Associate Professor of Technology and Operations Management
Developing Innovation Catalysts. Becoming a ‘catalyst of innovation’ in your organisation requires mastering three fundamental creative skills. You need to uncover innovation opportunities by looking at problems and situations with a user-centric mindset; you need to think differently to search for novel alternatives to your existing solution paths; and you need to embrace an experimental attitude to iteratively discover what is truly useful, feasible and viable. Such skills are at the heart of good design, and they can actually be learned and honed. Design is a transformational force that helps organisations build innovative products, services and experiences that connect and resonate with customers. This enables meaningful and emotional differentiation in the eyes of consumers. Not surprisingly, design has become increasingly important in business circles, and organisations are increasingly trying to understand and master the competitive advantage that design can offer. Building upon our 10-year partnership with ArtCenter College of Design in California – one of the most influential design schools in the world – INSEAD has developed a unique programme to help business leaders integrate design thinking with their business thinking for successful innovating: Innovation by Design. Learn more
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. Learn more
Leading Digital Marketing Strategy is a three-day programme through which participants learn how companies can tackle digital transformation and drive innovative marketing strategy through customer-centricity. Although the impact of digitisation is not new, the digital economy is entering a new age that presents unprecedented challenges – but also many opportunities for executives. Digital tools and trends are invading the business environment, provoking significant changes in the way we communicate, consume, work, buy and sell. In many cases these trends profoundly disrupt industries and change the way companies do business. Learn more
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. Learn more.
Leading Organisations in Disruptive Times
Charles Galunic, Professor of Organisational Behaviour, The Aviva Chaired Professor of Leadership and Responsibility José Luis Alvarez, Senior Affiliate Professor of Leadership and Organisational Behaviour
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. Learn more.
Product Management Executive Programme
Noah Askin, 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. Learn more
Strategy in the Age of Digital Disruption
Peter Zemsky, Professor of Strategy Swapnil Chugh, Learning Coach
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. Learn more
The Future of AI: Seizing the Opportunity
Peter Zemsky Deputy Dean of INSEAD, Dean of Innovation The Eli Lilly Chaired Professor of Strategy and Innovation
Kyle Nel SU Staff EVP, Uncommon Partners Lab Corporate Innovation’s Innovation Lab
A joint INSEAD and Singularity University Programme
A four-day programme to help you face AI fears first-hand: The coming AI revolution brings unique opportunities and challenges to leaders and organisations. A radical technology of immense power and possibility, and one that offers myriad opportunities for delivering abundance across almost every sector and function, AI calls for discontinuous change in company strategies, business models and organisational competencies.
Webinar: What business leaders need to know about AI
Panel discussion with AI alumni practitioners and other experts led by Peter Zemsky Online, Thursday 20th June 2019, 8.00am San Francisco, 5.00pm Paris time Sign up and more details here.
AI Strategy for Startups and C-Suites
Academic area: Marketing Fontainebleau – May‐June (P5) – Pavel Kireyev, Assistant Professor of Marketing Singapore – May‐June (P5) – 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. Learn more
Bank Management and FinTech (BM)
Academic area: Finance Faculty: Jean Dermine Fontainebleau (P3) and Singapore (P4) The banking industry is facing several challenges: Digital disruption and competition from ‘Fintechs’, Basel 4 regulations that follow the global financial crisis, ultra-low interest rates and globalisation vs balkanisation. Students will learn about bank valuation and strategic restructuring, drivers of value creation and economic profit, the control of liquidity and market risks, as well as competition from fintechs. Learn more
Blue Ocean Strategy
Academic area: Strategy Faculty: Guoli Chen, Jens Meyer P4 (March-April 2020) Fontainebleau / Singapore 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). A Blue Ocean Strategy certificate will be issued by the INSEAD Blue Ocean Strategy Institute for participants who have successfully completed the two dedicated Blue Ocean Strategy courses: The Blue Ocean Strategy Elective in P4 and the Blue Ocean Strategy Study Group in P5. Learn more
Business in the World i2050
Academic area: Economics & Political Science
Faculty: Douglas Webber
P5 (May-June 2020)
Fontainebleau / Singapore
How different will the world in 35 years look to the one we know today? How and to what extent will the environment of business and management change in this period? Drawing on a wide range of social-scientific literature, this course will provide you with analytical tools for thinking about the longer-term future and assess what kinds of demographic, scientific and technological, economic, cultural and political trends are likely to shape the world up to 2050. Students will also look at how these trends might interact, what consequences and implications they might have, and how business might be affected by and respond to them. Learn more
Data Science for Business
Academic area: Decision Sciences Faculty: Anton Ovchinnikov, Spyros Zoumpoulis, Theos Evgeniou P3 (Jan-Feb 2020) Fontainebleau / Singapore 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. Learn more
Digital & Social Media Marketing Strategy
Academic area: Marketing David Dubois, Associate Professor of Marketing, The Cornelius Grupp Fellowship in Digital Analytics for Consumer Behaviour
Fontainebleau – March ‐ April (P4)
Singapore – March ‐ April (P4)
How can organisations and individuals create value by leveraging digital technologies in their advertising strategy and execution? By utilising both classic and contemporary advertising, with a specific focus on digital and social media, students will understand the rapidly changing advertising and media landscape, with a focus on new media channels. Learn more
Academic area: Entrepreneurship and Family Enterprise Jason Davis, Associate Professor of Entrepreneurship and Family Enterprise Campus: Singapore – Mar-Apr 2020 (P4)
Companies like Amazon, Airbnb, Zillow, and Uber are creating new ventures or corporate ventures that leverage digital technologies to create and exploit new markets. Although digital entrepreneurship shares some features of traditional new venture management – forming founding teams, business model analysis, board management – it also differs in important ways because of the accelerated growth potential of these technologies. This course provides a series of frameworks for innovating and managing ventures founded around digital technologies. Learn more
Digital Transformation of Society
Academic area: Strategy Faculty: Annet Aris P4 (March/April 2020) and P5 (May/June 2020) Campus: Fontainebleau 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. Learn more
Academic area: Finance Faculty: Massimo Massa, Bart Yueshen P3: Fontainebleau/Singapore 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. Learn more
Identifying New Business Models
Academic area: Technology and Operations Management
Faculty: Andre Calmon, Steve Chick, Michael Freeman
P3 (Jan-Feb 2020)
Fontainebleau / Singapore
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. Learn more
Media and Internet
Academic area: Entrepreneurship and Family Enterprise Faculty: Stephen Mezias Singapore – Mar-Apr 2020 (P4)
Media industries are in the midst of a fundamental transition from analogue to digital business models. The growing markets of Asia have also emerged as an epicentre for understanding the implications of digital disruption and the emergence of business models to deal with it. The focus of this course will be on the Asian context and its implications for multi-sided platform business models. Students will understand what is happening in Asia, which will help companies to create rather than destroy value because of digital disruptions. Learn more
New Business Ventures
Academic area: Entrepreneurship and Family Enterprise Faculty: Rupert Merson (Fontainebleau), Melanie Milovac (Singapore) P3 (Jan-Feb 2020)
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. Learn more
Academic area: Strategy Faculty: Phanish Puranam (Singapore), Chengwei Liu (Fontainebleau) P3 (Jan-Feb 2020) Campus: Fontainebleau/Singapore Digitalization 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). Learn more
Academic area: Decision Sciences Faculty: Anton Ovchinnikov P3 (Jan-Feb 2020) Campus: Fontainebleau / Singapore 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. Learn more
Service‐as‐Strategy: Competing Through Services In a Digital World
Academic area: Marketing Faculty: Wolfgang Ulaga Fontainebleau – Jan – Feb. (P3) Singapore – Jan – Feb. (P3) Many firms move from selling products (i.e. ‘pushing boxes’) to providing service(s) across various industries. Students will explore how firms unleash growth opportunities through service(s), develop new service business models, leverage innovation for better service experiences, use new technologies for providing excellent service(s) at lower costs, and differentiate from competition through a truly customer‐centric service culture. Learn more
Social Entrepreneurship and Innovation
Academic area: Entrepreneurship and Family Enterprise
Faculty: Stephen Mezias
Fontainebleau & Singapore – Mar-Apr 2020 (P4)
In this course, we will explore the drivers of strategic and operational challenges specific to the field of social entrepreneurship. This course has a particular focus on enterprises whose businesses concentrate on improving the lives of people living at the bottom of the wealth pyramid in emerging markets. This course will be built around a field trip to an emerging market economy. During the field trip, we will engage with not-for-profit and for-profit institutions and enterprises with a social mission or ‘bottom of the pyramid’ strategy. By taking this course, people will also acquire practical insight into the dynamics of planning, implementing and scaling social enterprises. At the end of this course, students will be equipped to address some of the key practical issues that would confront someone who wishes to establish or contribute to the development of a social enterprise initiative. Learn more
Social Media Analytics
Academic area: Technology and Operations Management
Faculty: Antoine Desir
P3 (Jan-Feb 2020)
Campus: Fontainebleau / Singapore
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. Learn more
Technology & Innovation Strategy
Academic area: Strategy Faculty: Michaël Bikard (Fontainebleau), Wesley Wu-Yi Koo (Singapore) P3 (Jan-Feb 2020) Campus: Fontainebleau/ Singapore
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. Learn more
Technology Venturing Practicum
Academic area: Entrepreneurship and Family Enterprise Faculty: William (Bill) McGill (Fontainebleau), Virginia Cha (Singapore) P5 (May-Jun 2020) The title reflects the action-learning, workshop nature of this class, which focuses on the steps and considerations involved in developing a technology innovation from raw concept to market introduction. It provides you with the essential tools for commercialisation: innovation diligence and potential; IP licensing and technology transfer; resource planning and capital requirements; product lifecycle and innovation trajectory; opportunity sizing and market penetration. During the course, students will collaborate directly with engineering teams to implement product and market plans for their inventions. There will also be opportunities to expand on projects in pursuit of grants and innovation awards after the course is over. Learn more
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’.
Data Science (and Machine Learning) for Executives
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.
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. Learn more
Strategy, Processes, and Technology
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.
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.
The AI-Data Flywheel - How to get on the bandwagon
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.
Global Executive MBA Key Management Challenges (KMC)
AI Strategy for Startups and C-Suites – KMC
Phil Parker, Professor of Marketing, INSEAD Chaired Professor of Management Science
Abu Dhabi – October 20-25, 2019
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.
Manuel Sosa, Associate Professor of Technology and Operations Management, Director of the Heinrich and Esther Baumann – Steiner Fund for Creativity and Business
Singapore – September 09-13, 2019
Innovating is vital to sustain corporate growth. Yet, it too often remains an elusive goal for many companies. Creativity is fundamental when producing innovations, yet it is typically left unmanaged. Creative Thinking will teach you how to use your creative potential to innovate in organizations. Such skills are at the heart of good design, and they can actually be learned and honed.
Digital Transformation: A Leapfrogging Opportunity?
Filipe Monteiro, Senior Affiliate Professor of Strategy, Academic Director, Global Talent Competitiveness Index (GTCI)
Brazil – Oct 07 – 11, 2019
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
Fontainebleau – August 26 – 30, 2019
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.
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.