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
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.
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
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
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
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
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 history of machine-based automation mimicking human activies. We will discuss the differences between human and non-human intelligence and the degree to which these differences matter. Learn more
You are about 30 years old, give or take a few years. On leaving INSEAD, assuming (perhaps mistakenly!) that retirement ages do not change radically and you retire at roughly the same age as most members of the labour force, you are going to work for about 35 years, i.e. up to at least 2050.
Thirty-five years ago, in the early 1980s, the world looked very different to what it does today. There were no mobile telephones, no personal computers and no internet. The concept of globalization had not been invented. There was still a Cold War between East and West. The economic rise of China, India and other ‘emerging’ countries had not or had barely started. Financial crises were things of the pre-Second World War past.
Learn more: Fontainebleau, Singapore
Data Science for Business
The abundance of data revolutionizes many industries, and creates new, data-intensive business models. To take advantage of this trend, today’s MBAs need to be more comfortable with “data science” – an emerging discipline that combines data analytics and business. 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. The course will combine three key elements: analytics techniques, business applications, and basic coding/programming (in R, one of the leading open-source tools for analyzing data that you will be able to use in your jobs.) The emphasis will be not on the technicalities or theory, but rather on applications to various business cases in finance, marketing, and operations, among other disciplines. Learn more
Jason Davis, Associate Professor of Entrepreneurship and Family Enterprise
We are living in an era of digital disruption. Companies like Amazon, Airbnb, Zillow, and Uber and are upending traditional industries like retail, hotels, real estate, and taxis and creating new opportunities for value creation and investment. This process is called Digital Entrepreneurship (DE). DE involves less capital, more flexibility, leaner organization, and more illusive strategic objectives than regular entrepreneurship, but also a more detailed understanding of various digital technologies and the opportunities they generate for creating markets, disrupting competitors, and creating value and growth. This Digital Entrepreneurship (DE) course provides a series of frameworks for innovating and managing ventures founded around digital technologies. The course focuses on a combination of strategic issues such as disruption, experimentation, bootstrapping, web services, and crowdsourcing, as well as digital technology “deep-dives” in areas such as machine learning, social media, mobile apps, and blockchain to understand DE. Learn more
This course offers an overview of digital communication strategy from design to execution. Although key concepts of traditional advertising will be touched on, the primary focus of this course is to understand the role and impact of digital and social media channels on communication and its implications for the agenda of brand leaders of the next decades. Particular attention will be dedicated to how digital and social media shifts the relationships between consumers, brands and other stakeholders, and generates new dynamics and expectations in B-to-C and B-to-B markets.
Learn more: Fontainebleau, Singapore
Fintech & Digital Disruption in the Financial Sector
Digital disruption is receiving a large attention around the world. New players, FinTechs, are challenging incumbent financial institutions. It affects numerous dimensions of the financial sector: payments and remittances, crypto-currencies such as bitcoin, trading infrastructure with blockchain decentralized ledgers, robo-advisors and artificial intelligence in asset management and private banking, peer-to-peer lending (P2P), marketplace funding, crowdfunding, ICOs or insurance. Venture capital is investing $ billions in this new ecosystem. Learn more
Media and Internet - the new rules of game in the digital world
Many industries are in the midst of a fundamental transition from analogue to digital business models. In some cases new markets entrants threaten to extinguish the existing players. In almost all cases digitization fundamentally changes the way companies are run. The focus of the course will be on understanding how digitization changes the rules of game and on developing strategies to help companies to create rather than destroy value during this shift. Learn more
In this elective, we will bring you to the cutting edge of how organizations are (re)-designed. The suite of new ideas that characterize “Org2.0” represent a major departure from the “copy best practice” approaches to designing the “boxes and arrows” of organization charts, or the obsession with incentive compensation and reporting as the key organizational/HR decisions. The new approaches are made possible by a combination of theoretical developments and access to vast computational power and data arising from digitalization. Learn more
Social Media Analytics
Sameer Hasija, Associate Professor of Technology and Operations Management
Management gurus have implicit incentives of coining new frameworks/buzz words every few years or so. Some of these frameworks radically shape the future of businesses, some become the flavor of the day but die out eventually, and some get relabeled/re-phrased/re-buzzed every now and then but never really go up or out. The latest buzz word that is getting a lot of attention is “big-data”. Learn more
Strategic Market Intelligence
Market intelligence is an essential part of any business (established company or start-up) that wants to outperform their competitors by offering products or services that are focused and well targeted. The last decade has seen an explosion in the quantity and quality of information available to managers and decision makers. Big data and social media are just two of the key trends that drive this information overload. Only business decisions that are based on good intelligence and good research can minimise risk and allow you to pursue lucrative growth opportunities in the future. This 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. By making market intelligence, that also does include customer intelligence, part and parcel of the business strategy and conducting research throughout the lifecycle of a product or service. Learn more
SPSD: Creative Thinking
Manuel Sosa, Associate Professor of Technology and Operations Management
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. SPSD: Creative Thinking will teach you how to use your creative potential to create innovations in organizations. At some point in your managerial career (as a line manager, as a consultant helping a line manager, as an entrepreneur, or even as a private equity manager) you will need to deal with the challenges of creating a new product or service offering. This course will prepare you to identify and tackle such managerial challenges. You will learn how to effectively integrate strategy, marketing, design, and manufacturing decisions by discussing and hands-on practicing state-of-the-art frameworks/tools for effective innovation management. Learn more
Technology change and innovation affect every domain of business, changing the face of industry at an accelerating pace. Yet few leaders accurately understand these patterns, leading to failure that undermines companies, projects, and careers. In this 7 double-session course we will explore the fundamental questions of technology and innovation in order to provide students the foundations to create and capture value in the changing technology environment. Learn more
Technology Venturing Practicum (TVP) is now focused squarely on app development. Working in hybrid teams of MBAs and code developers, you’ll think through app design and functionality, markets and channel, validation, and funding. MBAs will also focus on developing compelling commercialisation models; the developers will focus on coding MVP prototypes. We’ll be partnering with local coding camps in the Paris area. Learn more
Technology Venturing Practicum: Digital Entrepreneurship
INSEAD alumni and MBA students often observe that the kinds of businesses that venture capitalists invest in are leveraging advanced technology, either by inventing something or by applying technology to create a new value proposition. You are interested in starting or being part of a fast-growing entrepreneurial venture, but how can you become a key part of a technology venture if you haven’t created something innovative yourself?
Many technological innovations are pioneered by small teams of technical experts who do not understand business the way INSEAD MBA’s do. Therefore, one way to become a key part of a new venture team that can attract top-quality venture capital is to create an entrepreneurial team with both business and technical team members to work on an interesting invention or new application, help them validate this opportunity and convert it into an exciting investable business. This is what the Technology Venturing Practicum – Digital Entrepreneurship is designed to teach you to do. Learn more
Global Executive MBA Electives
Leading the Digital Transformation of the Customer Experience
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
New Business Ventures
Henning Piezunka, Assistant Professor of Entrepreneurship and Family Enterprise Melanie Milovac, Assistant Professor of Entrepreneurship and Family Enterprise
This course assists students in understanding how to convert an entrepreneurial idea into an up-and-running revenue generating business. This is achieved through the analysis of key decisions that need to be taken to get the venture off the ground, as well as a discussion of frameworks and mind-set that entrepreneurs should adopt. Students will form a venture team, develop a business idea and finally pitch the idea to a panel of real angel investors. Historically, a number of projects have gone on to become real ventures. Learn more
Global Executive MBA Key Management Challenges (KMC)
Manuel Sosa, Associate Professor of Technology and Operations Management
Innovation is vital to sustain corporate growth. Yet, it too often remains an elusive goal for many companies. The purpose of this KMC is to explore the innovation phenomenon and to better understand the managerial and organisational challenges that innovation invariably generates. We will examine various sides of innovation management: How to innovate in large and geographically distributed organizations? How to innovate when developing new services? How to micro-manage the innovation process? How to manage innovation in complex projects? How to develop a portfolio of innovation projects? 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. Learn more
Conducting Business Across Cultures: Lead, Negotiate, and Get Things Done Across the World
Erin Meyer, Senior Affiliate Professor of Organisational Behaviour
As today’s business world becomes ever-more global and virtual, executives and managers are expected to work harmoniously together with counterparts from a broad array of cultures and backgrounds, often without leaving their desks. But when you throw people together who come from starkly different backgrounds and cultures, the result can be interesting, even sometimes funny, but can also lead to misunderstanding and confusion. In this seminar, Professors Erin Meyer (author of The Culture Map) and Paul Saunders offer a highly practical and timely perspective on one of today’s most pressing business issues: how do different cultures influence the way to do business when working globally? Even those who are culturally informed, travel extensively, and have lived abroad often have few strategies for dealing with the cross-cultural complexity that affects their team’s day-to-day effectiveness.
This KMC provides a new way forward with vital insights for working effectively with one’s counterparts in the new global marketplace. This seminar will help you build a more cohesive and successful team: one that will work together to bridge gaps, transform differences into assets, and ultimately grow your business. Learn more