INSEAD - Advanced Management Programme

7/27/2019 INSEAD - Advanced Management Programme

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Expand your horizon. Make an impact.

Executive Education

AdvancedManagementProgramme

General ManagementProgrammes 2012 - 2013


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02 Advanced Management Programme 2012 - 2013

IntroductionIn todays uncertain global businessenvironment senior managers assuminggeneral management responsibilities aceunique challenges. They need exceptionalleadership skills to manage cross- unctionalteams; they need an international mindset;they need the ability to success ully managecontinuous change; they need the skills,knowledge and confdence to make strategicdecisions and implement them, and tocomplicate matters urther, they need to do allthis whilst also creating value.

INSEADs world-class, comprehensive General

Management Programmes are designed toaccelerate your e ectiveness as a manager,increase your per ormance and to helpyou drive e ective change. Designed anddelivered by some o the worlds best aculty,you will gain the confdence to make thedecisions needed to succeed, expand yourthinking and learn what it takes to become anexceptional business leader.

Our Advanced Management Programme is a re ective process that o ers participantsinsight into the way in which they exercise

judgement. Transition to GeneralManagement is designed to smoothe andaccelerate the transition rom unctional/technical management into generalmanagement. The Management AccelerationProgramme is designed or early careerhigh-potential executives equipping them

with a general management perspective. The Asian International Executive Programme prepares executives or senior managementchallenges in Asia.

Trans orming senior executives intothought ul business leaders

The environment con ronting business leaderstoday continues to be volatile o eringopportunities amidst great dangers. Thetheories and models that guided decisionmaking in the past no longer provide leaders

with all the answers they need. Success ulleaders rely increasingly on their own

judgement to make decisions.

The Advanced Management Programme acts on the belie that exercising judgementis neither art nor science, but a cra t that can

be honed with practice, re ection, eedbackand coaching. The Advanced ManagementProgramme represents an unparalleledopportunity or senior leaders to re ect instructured ways about how they exercise

judgement at important decision points intheir lives and careers.

The Advanced Management Programme isa complete general management programme

it helps senior executives to address all

aspects o leadership. The programmecomplements unctional understanding with a holistic approach that helps leadersbuild judgement in their specifc contexts.Our innovative methods o er two uniqueopportunities: frst, leaders re ect actively onthe quality o their own judgement; second,they use proprietary rameworks to defne andimplement an agenda to enhance per ormance

both their own and their organisations.

The programme recognises that learningis not an event but a journey. Consequently,the Advanced Management Programme isdesigned to be a li e-long journey with close,structured contact over the frst year and alooser networked contact therea ter.


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Key benefts

Insights that challenge your assumptions. For example, people who lead what theyconsider to be commodity businesses thinkthat there are set ways to compete in thesebusinesses. That is, until they meet people inother commodity businesses and fnd theyare competing very di erently

Actionable knowledge. This is not merelyacts and theories. Rather, it is developingdeeper insight into in ormation you o tenalready possess and that has immediateimplications or what you should do

Increased confdence. We believe that, asa senior leader, you already know what youneed to do. We help you to develop evengreater confdence in your knowledge by

testing your assumptions and making themmore robust. You are also able to benchmarkyoursel against your peers



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Programme ContentBuilding judgement a core developmentalobjective

Senior leaders o ten ace issues that cut acrosstraditional categories such as marketing,fnance or HR. Imagine you need todetermine how aggressively to support anexpansion plan in a new geography. You willprobably think systematically about customersegments, supply chains and routes to market.

You will ponder how to sta the expansion while maintaining your culture and, o course,you will evaluate the potential return on yourinvestment. You will then think o how you cansell the expansion internally to garner thesupport you will need.

The curriculum o the Advanced ManagementProgramme is organised as a our-phaseprocess (Mega-trends, Stakeholders,Organisation and Processes, and People)that enables senior corporate leaders toengage systematically with complex issues.Whereas each specifc issue may be unique,our process enables you to structure even themost intractable problems. Going well beyond

theory, our process allows you to complementthe evidence-based tools o ered in theclassroom with the wisdom o your colleagues,your peers and your own considerableexperience.

We believe that the best management theoriesare important supports or managerial

judgement not substitutes or it. The Advanced Management Programme seeksto cast a spotlight on how senior leadersexercise judgement. On the one hand, we willdemonstrate that grounding your decisionsin the prevalent evidence base is an essentialcondition or e ective decision making. On theother, we will show that leaders o ten deviatesystematically rom what they would considersensible courses o action. To correct this, we

will introduce simple and o ten counter-intuitive ways o exercising judgement that will orm animportant oundation or this programme.

I. Mega-trendsMost strategic decisions ought to be contingent

on sweeping, long-term changes in politicaleconomy, technology and society. Remarkably,several o these trends seem to be airly stableover the long term, while displaying short-termperturbations. What are these long-term trends?How volatile might the short-term perturbationsbe and how might these a ect what you wouldlike to accomplish?

To address these questions, we will eaturespeakers who have evidence-based points o

view and supplement their opinions with the

collective wisdom o the participants to ormrobust, practical solutions or the uture.

Macro economy There are broad trends in economicdevelopment that have proven remarkablyrobust over the last ew centuries. Whatdrives this steady development? Why havesome economies proven to be more astute atleveraging this long-term growth? In whicheconomies should we invest and what attributes

seem to correlate with success?The geo-political contextWhat broad shi ts in the political terrain do wesee over the medium term? What coalitionsappear to be weakening, and what will emergeto take their place? What is the collective

view o the major geo-political impacts on ourbusinesses? Once again, we will link thesediscussions back to specifc choices that con rontyou.

Broad technological and social trendsFor some time now, we have been hearingabout sweeping changes in the way we connect

acilitated by technology and have beenthinking about how to leverage these changes inour organisations interests. How do we see thesechanges impacting us over the medium term?

At the end o this phase, you will structure yourown thoughts about how mega-trends could a ectyour work contexts and set priorities or action.


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II. StakeholdersSuccess ul organisational leadership derivesat least partly rom the ability to manage theexpectations o diverse and o ten competingstakeholder groups. In this phase, we examinethe evolving demands o key stakeholders andask how senior leaders such as you will trade

o competing demands. The key theme o valuecreation will recur o ten over the course o thisphase and will act as the organising principlealong which stakeholders will be engaged.

CustomersCustomer value creation is o ten the rootsource o value creation or other stakeholders.Evolution in the raming, delivering andcapturing o value rom customers is a crucialconcern or business leaders. Changes incustomer perceptions, avenues o access tothem and the raming o value propositionsall have implications or how easy or di fcultit will be to get ones message heard in thecacophony o the modern marketplace.

CompetitorsSuccess ul business leaders o ten claim theydo best by rendering competitors irrelevant.Doing so success ully represents superioravenues or value creation. In highly contestedmarkets, however, frms succeed by identi ying,articulating and leveraging competitiveadvantage over other players. Current anduture actions by competitors in uence whichcourses o action will be success ul or you.

ShareholdersDriving value creation or shareholders is animportant and some would argue the only

unction o management. However, that maynot be as straight orward as it sounds. In thisconversation, we will propose that value is theonly real indicator to which leaders must pay

attention.Other societal stakeholdersShould an organisation ocus time, attention andpossibly money on broader social issues? Whyare many o the companies represented in eachroom o Advanced Management Programme participants spending real resources on suchissues? This conversation will provide insightsinto how, when and why paying attention tonon-traditional business stakeholders couldgenerate value or your organisation.

III. Organisation and processesHaving looked at broad external trends and thestakeholders who in uence organisations, thisphase o the programme turns to the processlevers that help steer your organisation in thedirections you desire.

Networks and changeThe networks you possess are your principalsupports as you drive change in your

organisation. What makes or more or lesspower ul networks? How are di erent networksmore or less supportive o your change e orts?

As change becomes the only constant that yourorganisation deals with, we help you plan thenetworks you will need to in uence others who

will, in turn, realise your vision.


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Business models What is your organisations blueprint orsuccess? When and how does your organisationmake money in reality, not only in your mind?Is this aligned with what you perceive to beyour strategy? The devil in most grand planslies in the detail and we o er opportunities

or you to deconstruct the activities behindyour plans and determine how the businessmodel underlying your activities supports ormilitates against your aspirations.

Fair processOrganisations are hierarchical in nature, butpeople in them still respond to perceptions o airness or otherwise in decision processes. Wediscuss the role o airness in leadership and itsrelation to sustainability and per ormance.

GovernanceWhat constitutes good governance? Is there anAnglo-Saxon governance model and, i so, howdoes this translate to non Anglo-Saxon parts o the world? In todays world, it is crucial that youengage with the principles o governance that

will oversee strategy implementation.

StructureWe will also devote time and attention tobroad issues o structural and systems design

in modern organisations. We will pay care ulattention to the ragmentation o global supplychains and recognise that structural solutionsneed to be much more exible than wastypically the case in the past.

IV. PeopleBy this phase, your thinking has not justcrystallised; you can actually see itsimplementation. You are clearly not a contentexpert in every area o implementation youcannot be. But you believe you have the peoplein place to make it happen. Now begins the

enthralling task o taking stock o yoursel , yourbehaviours and your attitudes towards yourorganisation and team, the ways in which youlead them, and what you project that helps orhinders your cause.

The leadership metaphorThe principal crucible or orging leadershipis experience. Our approach to leadershipdevelopment is to support you to simulate theexperience crucible using multiple metaphors.We use simulated environments in theatre,music and history to enable you to re ect onand develop your natural leadership skills. You

will leave the programme with a structured planto develop and monitor the skills you desire.

The values conversation Values are not set in stone. They changeaccording to the lenses through which they are

viewed. Increasingly, corporate observers areasking or a moral standard to which leadershold themselves accountable. However, valuesare also use ul to communicate to colleaguesand external stakeholders the principles thatyou and your organisation deem inviolable.

You will be invited to explore your position on values rom multiple perspectives.

Communication A care ully cra ted vision built on an authenticoundation o values could yet prove utile i you ail to communicate that vision e ectively.Communication is a crucial leadership skill and

we work on o ering you simple, relevant ideasthat will help you get your particular messagesacross success ully.



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BalanceMany o the conversations we conduct duringthis programme are based on your pro essionalli e. However, we do not make the mistake o assuming that your pro essional li e, dominantthough it may be, can be disengaged romthe rest your li e. As a senior leader, you ace

genuine choices about how to invest yourtime and e ort. We ensure that these choicesbecome real to you and that you make themknowingly rather than involuntarily.

Process elementsWe cannot emphasise enough that the AdvancedManagement Programme comprises aprocess, not an episodic intervention. Thisprocess is initiated with a key communication six

weeks be ore you gather on the INSEAD campus.In addition, some cohorts o participants romthe Advanced Management Programme havecontinued to meet, re-engage and examineissues o importance to them, every year or overtwo decades.

The ollowing are key process elementsthat defne participants experience o the

Advanced Management Programme .

Structure or implementing strategy At the outset, you will get access to a broad

ramework in which to think about yourchallenges as a senior leader. Even prior tocoming on to campus, you will be encouragedto use the ramework to analyse some keyissues that con ront you today. We will thenuse inputs rom the programme, re ectiveconversations with your peers and morestructured coaching sessions to help esh outthe ramework o issues you have identifed.

360-degree eedback and coaching As a senior leader, you will have receivedeedback through multiple channels,throughout your career. Through the AdvancedManagement Programme , you will have theopportunity to complement this with eedbackreceived using a unique, INSEAD-developed

instrument one that has been validatedrigorously with benchmarks rom thousandso senior participants. The results will bediscussed in an innovative group-coachingprocess that will yield actionable objectives orpersonal development.

The discipline o re ectionSometimes the most use ul inputs that seniormanagers eed into their decision-makingprocesses are their own. However, modernli e does not o er su fcient opportunitiesor leaders to re ect on their actions andinternalise lessons rom the re ection. In thisprogramme, we structure time or you to doexactly that individually, in small groups andin large ones.

Collective wisdom Senior leaders exercise judgement whenmaking calls about the uture. Some o thetoughest occur in one-o situations, yet thecall a ects the organisations medium-termuture. Evidence suggests that experts are not

very help ul in such contexts. Evidence alsosuggests that cumulating the perceptions o diverse people results in more robust orecaststhan those generated by any one expert. Weintroduce you to techniques that will help youbolster your judgement using peer groups,such as that o the Advanced ManagementProgramme , and suggest that you can continueto use these techniques indefnitely.



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How you learn is as importantas what you learn

A ter hal a century o educating seniormanagers, we at INSEAD know that simplypassing on knowledge is not enough. The

Advanced Management Programme succeeds by challenging your assumptions andopening your mind.

A power ul learning experienceThe Advanced Management Programme orchestrates a rich variety o learning methods.

Re ection groups that o er participants

insights into how they exercise their judgement

Interactive case studies based on real-li edecisions

Forum sessions where participants bringindividual or small-group learning to theentire participant body

Group work or sharing experience andexpertise very di erent rom your own

360-degree leadership survey developedat INSEAD or Advanced ManagementProgramme participants

Group coaching, a unique peer coachingexperience where participants develop skillsto coach and to be coached

Highly realistic simulations that benchmarkyour skills in a r isk- ree environment

Sessions designed to leverage the inherentknowledge o groups

Role-play and video sessions to bringlearning to li e and build the ability to

communicate e ectively as a leader A range o electives which tailor the

programme even more closely to your needs

Traditional lectures to convey the very latestmanagement theories

Other social and cultural activities designedto acilitate contact and exchange

Learning Process08 Advanced Management Programme 2012 - 2013


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The Advanced Management Programme isso much more than a our-week educationalexperience. It is designed to be a learning

journey that lasts a li etime.

The journey begins approximately six weeksbe ore your arrival on campus. You are askedto identi y a specifc strategic challenge thatyou ace in your work and are taken through astructured process to help you begin re ectingon it. This strategic challenge will becomethe uni ying thread that runs throughout yourlearning on campus and enables you tomeasure the programmes impact, once you

return to work.During the our-week residential programme,you will re ect and receive eedback on yourstrategic challenge, acilitated by expertINSEAD aculty and coaches. You will workboth individually and, in order to leverage the

wealth o experience o your peers, in care ullyselected groups comprised o senior executivesacing similar strategic issues.

With the support o coaches, aculty and ellowparticipants, you will continue to make progresson your chosen challenge in the six months

Learning Journey

Interview withProgrammeDirector

360 survey

Start strategicchallenge process Access to learning

plat orm

Programmecontent

Mega Trends Stakeholders

Organisation andProcesses People Process

Strategicchallenge processcontinues

Introduction toalumni networkand onlineplat orms

Con erence call with coach andstrategic challengegroup (+1 month)

Strategicchallengeeedback(+3 months)

Strategicchallengeeedback(+6 months)

Continuedlearning andnetworkingthrough onlineplat orms

Optional fve-daycapstone modulein Singapore

INSEAD Alumni Associationactivities

Online networkingand continuedlearning

O -CampusOn-CampusO -CampusOn-CampusO -Campus

Ongoinglearning

Optional capstonemodule

One to six months a terresidential programme

Four-week residentialprogrammePre-programme

ollowing your stay on campus. This will enableyou to evolve both your strategic vision and yourplan o action and to make an even greaterimpact on your organisation.

The journey continues through an optional fve-day capstone module in Singapore about oneyear a ter the our-week residential programme.This optional module is designed to push theboundaries o your leadership potential throughgroup work acilitated by our coaching sta ,to continue the conversation on the dramaticshi ts taking place in the world economy andgeopolitics and to understand some o the

strategic conversations we had during the our- week programme in the context o Asia.

The fnal integral element o the AdvancedManagement Programme is the onlinelearning plat orm that enables you to keep intouch with your peers be ore, during anda ter your time on campus. It also brings youup-to-date with the latest INSEAD research andconnects you with the schools wider alumnicommunity. In short, it is the gateway to anexclusive network that will enable you to rise to

a whole li etime o strategic challenges.


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Europe Campus

Campus In ormation

INSEAD is unique among leading businessschools in having a 3-campus structure spanning Europe, Asia and Abu Dhabi. Eachcampus is highly cosmopolitan and has its own

world-class aculty in residence. ExecutiveEducation programmes run at 1, 2 or even all 3locations, while Customised Programmes canbe held anywhere in the world.

Europe CampusINSEADs 8-hectare Europe Campus is situatedon the edge o the beauti ul, historic town o Fontainebleau, France. It nestles in the vastForest o Fontainebleau yet is less than 1 hourrom the centre o Paris and internationalairports. Facilities are o the highest standardand include: 29 lecture theatres, manyclassrooms, study areas, 2 restaurants, a bar, abookshop, extensive library resources, a ullyequipped gym and 2 on-campus hotels with atotal o 158 rooms.

Asia Campus

The Asia Campus in Singapore occupies a1.8-hectare site in the heart o the citys Buona

Vista knowledge hub just 30 minutes romthe airport and 15 minutes rom the fnancialdistrict. Its state-o -the-art acilities (currentlybeing extended or the second time) include:8 lecture theatres, classrooms, study areas, arestaurant, 2 bars, a 24-hour library, a ftnesscentre and 85 hotel rooms or participants.

Abu Dhabi Campus

Abu Dhabis city centre is home to INSEADsthird campus, just 40 minutes rom the airportand 10 minutes rom the Corniche. Thisnew, 14-storey, 6,000 square-metre building,purposely designed or Executive Education,has 3 lecture theatres, 2 con erence rooms,classrooms, study areas, a library, a restaurantand prayer rooms.



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Faculty11 Advanced Management Programme 2012 - 2013

All the breadth and depth o the programme ispersonifed in its aculty. INSEADs pro essorsrepresent many cultures, many disciplines,many perspectives. At the same time, theyare acknowledged world experts in their ownparticular felds and outstanding teachers.

With strong track records in research andteaching, our aculty also remain intimatelyclose to business. Most are engaged in cross-disciplinary research, either through dual-subject appointments to INSEAD or throughthe schools multi- aceted research centres.

Unlike many schools, we make sure thatINSEADs own highly rated pro essorsrepresent the vast majority o teacherson our General Management Programmes .

And only the most experienced or those with new and relevant research are invitedto teach on the Advanced ManagementProgramme . In short, they are selected ortheir outstanding teaching and originalthought. Participants take away their latestbooks, as well as long-lasting memorieso their classes.


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Narayan Pant (India)

Programme DirectorPro essor o Managemento PracticePhD, New York University

By the time they take the Advanced Management Programme, participants haveyears of successful general management experience in some of the worlds best companies.

The Advanced Management Programmeoffers them a valuable opportunity to re ect on their lives, careers and aspirations in a

group of their peers, who come from all over the world.

The value for them is to go beyond familiar models of strategy, nance and marketing that most of them know, and engage in a holistic conversation about where they would like to

be and how to get there. Of course, we dont neglect important models and principles but we keep these real.

I personally nd the Advanced Management Programme exciting because it is real. We donot hide behind models that have doubtful validity for our participants. Our explicit goal is to keep the conversation real for them.


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Other contributing aculty include:

Jose-Luis Alvarez (Spain) Adjunct Pro essor o Organisational Behaviour

Antonio Fatas (Spain)Pro essor o Economics

Anil Gaba (India)Pro essor o Decision Sciences

Kevin Kaiser (Canada) A fliate Pro essor o Finance

Jos Santos (Portugal) A fliate Pro essor o Practice in GlobalManagement

Miklos Sarvary (Hungary)Pro essor o Marketing

Ludo Van der Heyden (Belgium)Pro essor o Technology and OperationsManagement

Ian Woodward (Australia) Adjunct Pro essor o Organisational Behaviour

Dipak C. Jain (The United States)Dean o INSEAD

To learn more about the AdvancedManagement Programme and downloadthe application orm, visit: http://executive.education.insead.edu/advanced_management/



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The ParticipantsSenior executives without current managerialresponsibilities and business consultants withsenior-level client experience are invited todiscuss their candidacy with the programmeadvisor.

From participants to alumni

Participants leave the A dvanced ManagementProgramme as ull members o the INSEADalumni community. Only graduates o our world-amous MBA, Executive MBA and PhDprogrammes, together with selected ExecutiveEducation participants, are eligible or this status.The elite worldwide network consists o over41,100 alumni in around 160 countries, many with

very active National Alumni Associations.

To learn more about the AdvancedManagement Programme and download theapplication orm, visit: http://executive.education.insead.edu/advanced_management/


The Advanced Management Programme represents an extraordinary wealth o industries, companies, leadership positions andexperiences or you to learn rom. Participantsare typically rom a diverse range o countries,

which not only provides a unique learningenvironment, but also o ers rich networkingand benchmarking opportunities. Theseparticipants have attained the very higheststandards o business per ormance and areconsidered leaders in their organisations.

The Programme Director will personallyevaluate each application based on leadership

achievements, current level o responsibilityand commitment to learning and sel -development.

Participant profle

Senior executives such as CEOs, COOs,CFOs and heads o product divisions,geographical regions or other majorbusiness units within the private or publicsectors

An average o twelve years managementexperience, with at least fve years in ageneral management position with clearcross- unctional and P&L responsibility


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Some o our past participantshave included

General Manager AstraZenecaGreece

Executive DirectorCetelemBrazil

Vice PresidentCoca-ColaBelgium

Managing DirectorCredit SuisseSwitzerland

Managing DirectorMcDonalds

Australia

General ManagerMitsubishi Corporation

Japan

General ManagerNedbankSouth A rica

Head o Corporate BankingNordea BankFinland

Vice PresidentOracle SystemsUnited Arab Emirates

General ManagerPetrobrasBrazil

General ManagerProvimiRussia

Head o Electrical Power & Control SystemsRolls-RoyceThe United Kingdom

General ManagerSageFrance

General ManagerSanof-AventisRepublic o Korea

Chie Financial O fcerSiemens Building TechnologiesSwitzerland

General ManagerSkye BankNigeria

Member o the Board o DirectorsSolvayBelgium

Chie Executive O fcerStatoilDenmark

Chie Executive O fcerTescoThe United Kingdom

General ManagerWestpac

Australia


The Advanced Management Programme gave me fresh insights and new ways of thinking and taking decisions. In professional terms it was transformational for me.

CEO & Comptroller GeneralIntellectual Property O fce (IPO)The United Kingdom

Its so good to go back to school after 30 years and be reminded that there are still things you can do better. Ive come back with new tools that are not only effective but ef cient. What struck me most was that so

many of the participants shared the samechallenges on a different continent, in adifferent culture and in a different industry.

CIO,Nexen, Canada

I likened my experience to an intellectual roller coaster: it shakes your mind, twists it,stretches it, taking you to a new frontier.

CEO, Formerly Executive Director, BusinessDevelopment,Emaar Properties PJSC


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RegionNorthern Europe 18%

Asia 16%

Benelux 14%

Oceania Pacifc 13%

Western Europe 13%

A rica 12%

Southern America 5%

Southern Europe 3%

Eastern Europe 2%

Middle East 2%

Northern America 2%

IndustryServices 31%

Finance & Banking 18%

Natural resources 16%

Heavy industry 7%

Pharmaceuticals& Chemicals 7%

Electrical& Engineering 5%

Transport 5%

Consumer goods 4%

Telecommunications 1%

Other 6%

FunctionGeneral Managers* 43%C-suite Executives 14%Managing Directors 12%Heads o ProductDivisions, Heads o Geographical Regions 10%

Vice-Presidents 9%Executive Directors,Executive VPs,Executive Heads 7%Board Members 2%Other 3%


*Senior cross- unctional managers with over 12 yearsmanagement experience.


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Practical in ormationProgramme Date Location Length Fee* Level

AdvancedManagementProgramme

OptionalCapstone Module

9 July3 August 201222 October

16 November 2012

429 March 2013

126 July 2013

429 November 2013

610 May 2013(Optional Capstone

Module)

FontainebleauFontainebleau

Singapore

Fontainebleau

Fontainebleau

Singapore

4 weeks

4 weeks

4 weeks

5 days

32,50032,500

SG$51,100

32,500

32,500

SG$7,800

C-levelExperienced General

Manager

Application process Acceptance on the Advanced ManagementProgramme is subject to the review o the

Admissions Committee, which care ullyevaluates all applications, systematically callingparticipants to ensure that the programme willmeet their objectives.

It is imperative to apply early to thisprogramme, as applications will be closed

six weeks be ore the programme commences(when the pre-programme work begins).Please contact our programme advisor ClmentQuessette i you have any questions.

Places are confrmed on a frst-come-frst-served basis, taking into considerationthe applicants level and objectives, andthe diversity o the class. The AdmissionsCommittee will review your application andadvise you on the outcome as soon as possible.

Tuition ees* A tuition ee o 32,500/SG$51,100* is billeda ter acceptance, two to three months be orethe programme, and must be settled be orethe programme begins. Instruction, teachingmaterials, books, re reshments during breaks,lunches on working days and opening andclosing dinners are covered by this ee.The tuition ee or the one-week residentialprogramme to be confrmed.

AccommodationThe tuition ee does not cover accommodation.This is reserved by INSEAD on your behal . Theapproximate cost o on-campus accommodationin Fontainebleau is 790 per week and inSingapore S$1400 per week. Accommodationcharges should be settled at the end o theprogramme.

Cancellation policy

Cancellation charges are as ollows: 45 to 30 days notice: 25% o the tuition ee 29 to 8 days notice: 50% o the tuition ee within 7 days o start date:

100% o the tuition ee.* Fee subject to change. For programmes delivered in France,VAT (19.6%) to be added or companies based in France, individualpurchasers rom the EU and or European companies where no VATnumber is supplied. For programmes delivered in Singapore, GST(7%) to be added or Singapore-registered companies.


The programme ends with a closing dinner, hence participants are expected to leave the day a ter.


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Any Questions?INSEAD has expert programme advisors, whoare there to support Advanced ManagementProgramme candidates and participants. Hereare some o the questions that we are mostrequently asked. But i you have any urtherqueries about the programme, how it fts withyour needs or how the selection process works,

we are here to help. Do get in touch using thecontact details below.

INSEAD Europe CampusClment QuessetteProgramme Advisor,Open-enrolment Programmes

Executive EducationBoulevard de Constance77305 Fontainebleau Cedex, FranceTel: +33 (0)1 60 72 40 27Fax: +33 (0)1 60 74 55 13Email: [email protected]

Alternatively you can use the ollowing contactsor more general enquiries.

INSEAD Asia Campus

Ong Meow Kim Tel: +65 6799 5405Fax: +65 6799 5299Email: [email protected]

INSEAD Abu Dhabi Campus Adey ZaghabTel: +971 2 651 53 41Fax: +971 2 446 03 03Email: [email protected]

Why should I choose INSEAD above otherbusiness schools?

We think our diversity is what makesus di erent and better, especially orparticipants who wish to prepare or a veryturbulent and challenging international arena.INSEAD is certainly the only school whereno single culture dominates. The secondmajor reason is that INSEAD has 40 yearsexperience o educating top executives. The

Advanced Management Programme re ectsour best practice in providing participants

with an intense yet ull general managementexperience.

What exactly does the selection processentail?It is important or all participants that theprogramme brings together people withan adequate level o general managementexperience, pro essional expertise andbusiness responsibility. The ProgrammeDirector personally reviews every applicationor the programme in conjunction with the setguidelines, the intrinsic quality o the applicant

and his or her potential contribution to thelearning environment.

What can I expect to change a ter the Advanced Management Programme?The Advanced Management Programme takes you through a re ective process thatenables you to understand ully the wayin which you develop and exercise your

judgement. The new perspectives gainedby aculty and your peers will change your

approach to the challenges you ace. At the endo the programme, you will have a selection o new ideas and solutions, and will return to theo fce with a clear strategic plan. Facilitatedby INSEADs alumni and online plat orms,you will also have a much broader network o international colleagues that you can call uponor uture business challenges.



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Why should I do a General ManagementProgramme?INSEADs General Management Programmes

will equip you with the skills, knowledge andconfdence to become a success ul businessleader. Created and delivered by some o the worlds best aculty, each one o these

programmes will challenge assumptions andenhance leadership skills, delivering a broader vision to both you and your organisation.Depending on your level and experience,

we o er the Advanced ManagementProgramme, Transition to GeneralManagement, Management AccelerationProgramme and the Asian InternationalExecutive Programme .

How do I know that this GeneralManagement Programme is right or me?

Advanced Management Programme participants have at least twelve yearsmanagement experience, with at least fveyears in a general management position withclear cross- unctional and P&L responsibility.

What instructions should I leave mycolleagues at work about contacting me?Please ask them not to disturb you, unlessthere is an emergency. Calls and emails aredistractions rom the Advanced ManagementProgramme s intensive learning process.Those who disconnect themselves most

e ectively are generally those who learn most and return with most to give their organisations. Your colleagues and direct reports have muchto gain rom coping without you too.

To learn more about the AdvancedManagement Programme and downloadthe application orm, visit: http://executive.education.insead.edu/advanced_management/



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Senior executives such as CEOs,CFOs, COOs and heads o product divisions, geographicalregions and other majorbusiness units

An average o twelve yearsmanagement experience, withat least fve years in a generalmanagement position withsignifcant P&L and cross-unctional responsibilities

Senior unctional or technicalmanagers about to makethe transition to generalmanagement or recentlyappointed general managers

At least eight yearsmanagement experience withan outstanding track record inone or more unctional areas o business

Emerging leaders early in theircareers as managers, or high-

value individual contributorsclose to gaining managementresponsibilities

Those with potential or uturesenior general managementroles, typically graduates

with at least fve years workexperience in a position withsome operating, corporate ormanagement responsibility

Executives with at least eighyears management experienor newly appointed generalmanagers

Typically participants a lread work in Asia (or are preparinto) or have responsibilities thare specifc to the region

Structured re ection byparticipants into how they

exercise judgement Coaching and eedback to

go beyond the science o management to the cra t o being a senior leader

Focus on the objective unctionso senior leaders as defned bydiverse stakeholders, and theconstraints and opportunitieso ered by the externalenvironment

Organisational levers thatleaders use to achieve goals andhow they become more e ectivein achieving these goals througha deeper understanding o themselves

In-depth examination o theoundations o business, to

rein orce expertise in leadingthe value-generation process orsuccess ul transition to generalmanagement

Sel -awareness and leadershipstyle is developed within aunique group o peers romother cultures, industries andbackgrounds

Using rigorous rameworks andtools, participants learn how tomake e ective decisions thatcreate signifcant value

Optional f th-week businesssimulation that integrates pastexperience, new- ound skillsand knowledge into a globalperspective

Fundamental businessprinciples and skills necessary

or a thorough oundationin general management, todevelop a deeper and broaderlevel o competence in keyunctional disciplines

Conceptual rameworks andre ective learning processes,to develop the knowledge,awareness and abilities toexercise leadership in andacross teams

A broader perspective o thebusiness and the connectiono everything learned on theprogramme to achieving a valuecreating perspective

Understanding o the principand context or general

management and value creatthrough thorough investigatioo : strategy; fnance andmanagement accounting; criand consumption

The undamentals o e fcientmanagement in a changing

world, including judgement adecision making, and marketset within an Asian context

Practical advice on how toturn global strategy into Asiasolutions

Gain insights that challengeyour assumptions

Develop greater confdence by testing your assumptions andmaking them more robust

Actionable knowledge harnessing the knowledge youalready have into workableaction plans

More e ective decision makingat a general management leveland enhanced leadership skills,giving you increased confdenceand managerial impact

Develop a keen understandingo how to manage or value(using the INSEAD-developedBlue Line Managementconcept)

Integrate your knowledge andskills in a programme ormatthat matches your busyschedule

Become a more confdentmanager ready or newresponsibilities, with newknowledge, skills and sel -awareness

Focus on creating value andproviding leadership to becomea more e ective manager

Return to the o fce ready tomake an immediate impact

with a resh perspectiveencompassing the biggerbusiness picture and a longer-term view

Greater insight into businessundamentals and confdenceto lead across unctions andgeographical borders, to meethe new challenges o seniormanagement

Acquire a new approach tostrategy, processes and up-to-date business models in a

Asian context

Framework and theories pluspanel discussions ocusing ocurrent issues aced by Asiancountries

4 weeks + 1 week OptionalCapstone Module

2x2 weeks modular (optional 5 th week integrated businesssimulation module)

3 weeks or 2 weeks + 1week 2 weeks

Fontainebleau + Singapore Fontainebleau + Fontainebleau Fontainebleau + Singapore Fontainebleau + Abu Dhabi

Fontainebleau Singapore + Fontainebleau

Singapore

Advanced ManagementProgramme

Transition to GeneralManagement

Management AccelerationProgramme

Asian InternationalExecutive Programme

P a r t i c i p a n t p r o f i l e

P r o g r a m m e c o n t e n t

K e y b e n e f i t s

L e n g t h

L o c a t i o n

Comparison grid


23/23

INSEAD Europe CampusBoulevard de Constance77305 Fontainebleau Cedex, FranceTel: +33 (0)1 60 72 42 90Fax: +33 (0)1 60 74 55 13Email: [email protected]

INSEAD Asia Campus1 Ayer Rajah AvenueSingapore 138676Tel: +65 6799 5288Fax: +65 6799 5299Email: [email protected]

INSEAD Abu Dhabi CampusMuroor Road Street N4, P.O Box 48049

Abu Dhabi, United Arab EmiratesTel: +971 2 651 52 00Fax: +971 2 443 94 61Email: [email protected]

http://executive.education.insead.edu

Documents

INSEAD - Advanced Management Programme