Programmes

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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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: Decision Sciences
Fontainebleau/Singapore, Jan-Feb 2022 (P3) – Anton Ovchinnikov, Visiting Professor, INSEAD
Fontainebleau, Jan-Feb 2022 (P3) – Spyros Zoumpoulis Assistant Professor of Decision Sciences, INSEAD
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 Science
Singapore May – June 2022 (P5)
Faculty: Boris Babic
The scale and pervasiveness of data available to managers today, and the ability to automate decisions using machine learning and artificial intelligence, creates a new world of moral, legal, and public policy problems. In this seminar, we develop the critical skills required to think about such problems by drawing on tools from decision analysis, statistics, law, and philosophy. We do so not by exhaustively surveying the world of AI Ethics, but by examining several of its structural pillars.

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Academic area: Decision Sciences
Fontainebleau/Singapore – Jan-Feb 2022 (P3)
Faculty: Victor Araman
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
Fontainbleau/Singapore: May-June 2022 (P5)
Faculty: Jason Davis, Associate Professor of Entrepreneurship and Family Enterprise
Since the development of Bitcoin and Ethereum, there has been an explosion of decentralized venture formation and a democratization of participation in blockchains more generally. Tremendous value has been created through the entrepreneurial activities of individuals and teams who have discovered new opportunities that leverage crypto-blockchain technologies in what some are calling the “Web3” ecosystem.  The course will cover new developments and hot topics in Crypto Entrepreneurship such as liquidity pooling and yield farming in decentralized finance (“DeFi”), digital asset ownership through non-fungible-tokens (“NFTs”), smart contracts using Ethereum and other infrastructure, and decentralized autonomous organizations (“DAOs”) that can be used to govern ventures without centralized leadership.

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Academic area: Entrepreneurship and Family Enterprise
Singapore – Mar-Apr 2021 (P4) Jason Davis, Associate Professor of Entrepreneurship and Family Enterprise INSEAD
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
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Academic area: Entrepreneurship and Family Enterprise
Singapore & Fontainebleau – Jan-Feb 2021 (P3)
Faculty: 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
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Academic area: Entrepreneurship and Family Enterprise
Fontainebleau & Singapore – Mar-Apr 2021 (P4)
Faculty: Stephen Mezias, Professor of Entrepreneurship and Family Enterprise INSEAD
Social entrepreneurs are becoming a driving force for societal change and business innovation, leading the growing field of social entrepreneurship. Social entrepreneurship is an approach to solving problems in society that is focused on value creation instead of value capture. It can occur in different organizational contexts and touches upon different sectors. The course will focus on advanced topics in social entrepreneurship.
On both campuses, the course is organized around guest speakers and the individual project; guest speakers bring valuable experience from the field that will have broad relevance for a variety of topics of relevance to the broad range of issues that students decide to address in their individual project
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Academic area: Finance
Fontainebleau, January-February (P3)
Singapore, March-April (P4)
The objective is to discuss the new normal in a fast changing banking world. The banking industry is facing several challenges and opportunities: Digital disruption and competition from ‘Fintechs’, leapfrogging technologies to reach unbanked population in frontiers markets, Basel 4 regulations, the Covid-19 recession, and a need for sustainable green banking. On the financial side, the management of banks requires specific techniques, Asset & Liability Management (ALM), not discussed in standard corporate finance courses.
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Academic area: Finance
Fontainebleau & Singapore – May-June 2021 (P5)
Faculty: Massimo Massa, Professor of Finance, The Rothschild Chaired Professor of Banking and Bart Yueshen, Assistant Professor of Finance
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 – May‐June 2022 (P5) – Pavel Kireyev, Assistant Professor of Marketing
Singapore – May‐June 2022 (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.
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Academic area: Marketing
Fontainebleau & Singapore – March ‐ April (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 & Singapore – Jan-Feb. 2022 (P3)
Faculty: Wolfgang Ulaga, Senior Affiliate Professor of Marketing INSEAD
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 May – June 2022 (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, March-April 2021 (P4) – Jens Meyer, Adjunct Professor at INSEAD
Singapore, March-April 2021 (P4) – Guoli Chen, Professor of Strategy, INSEAD
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 March/April 2021 (P4) and May/June 2020 (P5) Annet Aris, Senior Affiliate Professor of Strategy and Michael Bikard, Assistant Professor of Strategy INSEAD
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.
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Academic area: Strategy
Singapore – Jan-Feb 2021(P3) Phanish Puranam, Professor of Strategy, The Roland Berger Chaired Professor of Strategy and Organisation Design INSEAD
Fontainebleau – Jan-Feb 2021(P3) Victoria Sevcenko, Assistant Professor of Strategy
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).
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Academic area: Strategy
Fontainebleau – Jan-Feb 2021 (P3) – Michaël Bikard, Assistant Professor of Strategy INSEAD
Singapore – Jan-Feb 2021 (P3) – Wesley Wu-Yi Koo, Assistant Professor of Strategy INSEAD
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.
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Academic area: TOM
Fontainebleau, March – April 2022 (P4)
Faculty: Dan Iancu, Visiting Professor of Technology and Operations Management at INSEAD
Despite the highly sophisticated methods for mining data in recent years, integrating the insights into business processes has remained a rather ad-hoc exercise, often leading to unintended consequences that range from lost value to highly discriminatory, unfair or downright illegal actions. This course aims to teach students a few core principles and techniques for how to use analytics and go from data to decisions in a more responsible fashion.
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Academic Area: TOM
Fontainbleau May – June 2022 (P5)
Faculty: Dragos Florin Ciocan, Assistant 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.
Watch the following video: ETB_Elective_Florin.mp4

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Academic area: Technology and Operations Management
Fontainebleau / Singapore – Jan-Feb 2022 (P3)
Faculty: 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.
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Academic area: TOM
Fontainebleau, May-June 2021 (P5)
Faculty: 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.
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Academic area: Technology and Operations Management
Fontainebleau & Singapore – Mar – April 2022 (P4)
Faculty: Manuel Sosa
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 & Singapore – Jan-Feb 2022 (P3)
Faculty: 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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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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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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October 18-23, 2020

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.
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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

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.

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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

Online 5 weeks:

Begins 28 September

Begins 9 November

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.

This KMC will teach you how to become a ‘catalyst of innovation’ in your organization. This requires mastering three fundamental creative skills, which you will acquire in this KMC. You need to be able to uncover innovation opportunities by looking at problems and situations with a user-centric mindset; you need to be able to think differently to search for novel alternatives to your existing solution paths; and you need to be able to embrace an experimental attitude to iteratively discover what is truly useful, feasible and viable. We will teach you, in a highly experiential manner, strategies to develop those creative skills as well as the organizational levers to build organizational capabilities that sustain creative thinking and creative action in organizations.

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.

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

8 – 12 March 2021

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.

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Henning Piezunka, Assistant Professor of Entrepreneurship and Family Enterprise

Fontainebleau: 7-11 September 2020

Singapore: 15 – 19 February 2021

San Francisco: 29 March – 2 April 2021

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.

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Gopi Rangan (MBA‘07D), Founder Partner, Sure Ventures
Antoine Duvachelle (MBA‘11J), Adjunct Professor of Entrepreneurship, INSEAD
Online sessions in November and December 2020 | San Francisco Hub for Business Innovation

The course brings you together with fellow INSEAD alumni and tech-industry professionals from diverse backgrounds, in an intense and highly experiential set of virtual workshops. Staged from the new INSEAD San Francisco Hub for Business Innovation, this will be an opportunity to take part in a LIVECASE simulation and to be inspired by stories from innovation leaders from the Silicon Valley.
Accelerate your learning through an active LIVECASE simulation. You will live the entrepreneurial journey, unlocking key learnings for your career and business in dynamic individual and group work.

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Henning Piezunka, Assistant Professor of Entrepreneurship and Family Enterprise
November 2020

In the workshop we look at Venture Capital, Business Angels and Startups. If you are (or want to be) an venture capitalist or a business angel, you learn how to identify high-performing start-ups and how to help them to make them successful. If you work (or want to work) in a startup, you learn how to get offers from venture capitalists, how to choose among these, and how do you ensure you get the most out of the relationship with your investor.

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