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 Learn more
Bank Management and FinTech (BM)
Academic area: Finance FBL (P3) and SGP (P4) Learn more
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) Learn more
Academic area: Entrepreneurship and Family Enterprise Jason Davis, Associate Professor of Entrepreneurship and Family Enterprise Singapore – Mar-Apr 2020 (P4) Learn more
Digital Transformation of Society
Academic area: Strategy P3 (May-June 2019) and P4 (September-October 2019) Campus: FBL Learn more
Academic area: Technology and Operations Management P3 (May-June 2019) FBL / SGP Learn more
Media and Internet
Academic area: Entrepreneurship and Family Enterprise Stephen Mezias, Professor of Entrepreneurship and Family Enterprise Singapore – Mar-Apr 2020 (P4) Learn more
New Business Ventures
Academic area: Entrepreneurship and Family Enterprise Fontainebleau – Rupert Merson, Adjunct Professor Singapore – Melanie Milovac, Assistant Professor of Entrepreneurship and Family Enterprise Jan-Feb 2020 (P3) Learn more
Academic area: Strategy P3 (May-June 2019) Campus: FBL/SGP Learn more
Academic area: Entrepreneurship and Family Enterprise Fontainebleau – William (Bill) McGill, Adjunct Professor of Entrepreneurship Singapore – Virginia Cha, Professor of Entrepreneurship May-Jun 2020 (P5) 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.