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THE EXECUTIVE MBA IN CREATIVE LEADERSHIP

MODULES & COURSES

ENTER A TRULY GLOBAL AND CREATIVE CLASSROOM

AT THE HEART OF THE BSCL IS THE EXECUTIVE MBA IN CREATIVE LEADERSHIP. IT IS A FLEXIBLE, PART-TIME PROGRAM BASED ACROSS FIVE GLOBAL RESIDENCIES IN BERLIN, NEW YORK, TOKYO, SHANGHAI, AND SILICON VALLEY. DESIGNED TO FIT AROUND A FULL-TIME CAREER, YOU CAN KEEP YOUR JOB AND COMPLETE EACH MODULE AT YOUR OWN PACE. START MODULES TAKE PLACE IN BERLIN EVERY MARCH AND SEPTEMBER.

JOINING THE PROGRAM, YOU ENTER A TRULY GLOBAL CLASSROOM AND A COMMUNITY OFCREATIVE BUSINESS LEADERS, FROM OVER 60 COUNTRIES, WHO ARE CHANGING THE GAME IN THEIR DIVERSE INDUSTRIES.

Learn more at: berlin-school.com/executive-mba

DIVE INTO CREATIVE LEADERSHIP LEARNING, BUSINESS FUNDAMENTALS, AND THE CITY OF BERLIN

INTRODUCTION TO CREATIVE LEADERSHIP Prof. Dr. David SlocumAn exploration of creative leadership as a field of studyas well as a vital set of individual, organizational, andsocial practices – this course is the keystone of ourExecutive MBA program. In it, participants engage ininteractive analyses of creative leaders, teams, projects,and organizations, and explore potential and provenleadership values and practices. They also criticallyreview major leadership theories and models, workingintensively on group projects that force assessments ofindividual capabilities, team dynamics, and opportunitiesfor continuing learning and growth. Along the way, thecourse offers an introduction to and breakdown of the‘Creative Leadership Acumen’ concept, the BerlinSchool’s compelling approach to creative leadership.

START MODULE IN MARCH OR SEPTEMBER

APPLIED ACCOUNTINGProf. Dr. Werner SeebacherIn this course, participants develop a deeperunderstanding of the fundamental language of businessand finance – accounting. By incorporating situations,financial statement analyses, and issues from theparticipants’ own organizations, the coursework providestools that are crucial to carrying out planning andoperations successfully. With the help of intensive, hands-on exercises, ‘Applied Accounting’ explores a range oftopics and links like those between balance sheet, profitand loss account, and teaches participants how tocalculate and interpret subjects like contributing marginsand ratios.

FINANCE & VALUATIONDr. Olivier TabatoniA crucial aspect of becoming a better creative leader islearning to be a more effective and consistent decision-maker in the area of finance. This course is designed tointroduce the primary concepts, techniques and methodsinvolved in making business decisions that better integratefinancial analysis and understanding. Participants alsolook at the effects that time and uncertainty can have onthe decision-making process, and examine the mostefficient ways to implement a firm’s ultimate objective:maximizing shareholder value. In addition to topics likecash flow, financial structure and risk, participants lookclosely at the ways successful creative businesses combinefinancial decision-making and strategic leadership.

BUSINESS STRATEGYProf. Paul VerdinOrganization and management are essential for leaders in creative and other industries. They have to master key concepts in basic strategy analysis and – increasingly –international strategy. In addition to covering those fundamentals, this course takes a closer look at strategy development and implementation processes in light of strategy formulation, value creation-capturing frameworks and the leadership agenda. The objective is to cover both key concepts of basic strategic analysis and novel ideas, as well as other major perspectives in the field. Participants then apply them to their own specific business situations.

START MODULE IN MARCH OR SEPTEMBER

THESIS RESEARCH OVERVIEWProf. Dr. Shamus KhanThis overview provides an introduction to the Berlin School ofCreative Leadership Executive MBA thesis requirements,with the goal of helping candidates develop a sense ofhow they should approach, selecting, and pursuing atopic. The sessions also provide a brief introduction to thepractice of social science research, as well as to themethods and standards that will be covered later in theprogram.

START MODULE IN MARCH OR SEPTEMBER

DEEPEN YOUR KNOWLEDGE OF TALENT LEADERSHIP, SOCIAL ENTREPRENEURSHIP, AND STRATEGY

UNCERTAINTY & DECISION-MAKINGDr. Philippe DelquiéThe ability to appraise uncertainties and risk is central toevery successful creative leader’s mindset. The goal of thiscourse is to improve this capacity among participants byincreasing their awareness of different stages in thedecision-making process, and to teach them how to usethat knowledge in disciplined ways. Drawing insightsfrom statistics, participants learn how to ask the rightquestions when preparing for decisions involvinguncertainty, and to develop ‘options thinking’ to increaseeffectiveness and resilience.

GLOBALIZATION STRATEGY, LEADING BEYOND MARKETS & SOCIAL ENTREPRENEURSHIPProf. Paul VerdinThis integrated sequence of short courses helpsparticipants hone leadership abilities acrossgeographical, industry, market, and even sectoralboundaries. The sequence begins with an exploration ofspecific approaches to successful strategic thinking andaction in international business. The focus then broadensbeyond traditional markets to assess how creativebusiness leaders can analyze and engage the social,cultural, non-profit, policy-making, and governmentalfactors that are vital aspects of business opportunity.Finally, participants work with social entrepreneurshipexperts to draw together and implement what they’velearned in practical projects that create value withmultiple strategic partners.

SUMMER MODULE IN JULY

LEADING CREATIVE PEOPLE: EMOTIONAL INTELLIGENCE IN ACTIONProf. Robert WeiszDesigned to develop leadership communication skills, thiscourse focuses on individual communication styles andenhancing them through authenticity and creativity.Participants begin by exploring the vital link betweenleadership, interpersonal communication, and thepersonal growth that relationships can foster. Throughone-on-one and group interactions, they grow comfortablewith the building blocks of communication –concentration, listening, awareness, and presence. Inaddition they learn techniques for improving self-confidence when speaking, thinking quickly, and clearlyunder pressure, using their voices and bodies effectivelyand mastering the art of concise, convincingcommunication.

STRATEGIC TALENT MANAGEMENTProf. Dr. Falk PoesseneckerTraditional approaches to people and HR managementno longer work. People who lead creative teams andbusinesses have responded in a variety of ways to thefundamental changes in organization that impact on bothpersonal and professional spheres. Some decide to trackstaff strengths, weaknesses, and performance in greatdetail. Others might emphasize building more sustainablerelationships and supportive environments. Against thebackdrop of these momentous changes, this course givesparticipants an in-depth and actionable understanding ofthe key issues, strategic theories and analytical tools intalent management, as well as links between effective HRmanagement and organization performance.

SUMMER MODULE IN JULY

LEADERS ON STAGEDr. Mark Rittenberg

This intensive hands-on course gives participants thechance to witness and participate in some of the mostcommon communication problems that crop up in creativeorganizations and companies. With the help of theories,exercises, and acting techniques, participants are placedin situations in which they personally have had difficultycommunicating in the past, and learn how to come togrips with them using a range of communicationtechniques. The goal of ‘Leaders on Stage’ is to enhanceyour ability to understand what is behindmiscommunication, to analyze the communication processin a dialogue or group situation, and to achieve effectiveand satisfactory exchange by adapting.

THESIS RESEARCH & THESIS PRESENTATIONSProf. Dr. Shamus Khan

This special EMBA thesis and research course has threeparts. The first reviews how different kinds of informationand strategies can help participants answer the widelyvaried questions their research projects pose. It’s followedby a thesis workshop where participants discuss theirindividual questions and methods to refine and developthem further. Last but not least, they attend the thesisdefenses of graduating classmates. The core challengesaddressed in the course include suitability and clarity ofresearch questions and methods, a project’s strengths andweaknesses, presentation of the research question and theuse of empirical material in answering it.

SUMMER MODULE IN JULY

SOAK UP ACADEMIC AND INDUSTRY VIEWS ON CREATIVE MARKETING, TECH, AND INNOVATION FROM NEW YORK AND SILICON VALLEY

POWER, INFLUENCE & LEADERSHIPProf. Dr. David SlocumThis course extends key lessons learned in the‘Introduction to Creative Leadership’ course taught duringthe EMBA’s first module. Its goal is to deepen the creativeleader’s understanding of power and authority, as well asto provide practice at exercising influence and addressingvarious conflict scenarios. By looking at teams,organizations, and industries from a micro instead of amacro level, participants learn how to break down theprocess of gaining and maintaining a leadership role in agroup, as well as how to adapt and respond toindividuals more authentically and appropriately indifferent leadership situations.

REINVENTING MEDIA & CREATIVE MARKETINGBob GarfieldThis is an exciting moment in history for the innovativecontent companies and other firms that are remaking thefuture of media and marketing. In addition to reviewingthe field’s traditional foundations, the primary aim of thiscourse is to provide a critical survey of rapidly-changinglandscapes in the areas of brand service, marketing andmedia. Participants gain access to creative thinkers andleaders, as well as academic research-based insights intoevolving interactions between media/marketing, clients,and consumers.

US MODULE IN NOVEMBER

NEGOTIATION & CONFLICT RESOLUTIONSeth FreemanIn this course, participants learn to structure multiple-issuedeals to create maximum value, as well as how to identifyat-the-table dynamics. The primary goal is to acquire anunderstanding of how differing or even competinginterests influence the ways you engage with potentialpartners, clients, and other outsiders. Instead of beingstymied by such differences, participants learn tocapitalize on them. In a series of practical sessions, theyalso figure out how to spot hidden opportunities whenothers see only disagreement, and master a powerfulplanning tool that can help them negotiate the rightagreement.

THE DESIGN PROCESSDr. Sara L. BeckmanAt the heart of creative leadership is a disciplinedopenness to the diverse ways of thinking, feeling, andacting that combine to shape innovation, foster continuingindividual, and group learning, and guide successfulteams and organizations. This course addresses each ofthese key topics. After a critical review of processes thathave proven themselves in product innovation,participants turn their attention to the vital roles theseprocesses play in different ways of thinking and learningstyles. They then develop a deeper understanding ofdifferent learning styles by taking their own individualinventories. Finally, by working together on their owninnovation projects, they assess how these differencesimpact the effectiveness of teams.

US MODULE IN NOVEMBER

AGILE LEADERSHIPRich MironovCreative leaders have to sense, respond, and adaptquickly to changes within organizations and in themarketplace. This course assesses how agile and leanstart-up approaches to product development, businessmodel innovation, and industry disruption can createexceptional business value and customer satisfaction. Thekey priorities are emphasizing the human-centeredness ofagile leadership, and the role that shared purpose,flexible processes, and network effects play in creativeprojects and businesses.

BUSINESS LAW & ETHICSGonzalo FreixesEntrepreneurs and other creative leaders can face a wide range of legal and ethical issues in areas as diverse as civil procedure, contracts, torts, agency, employment, business forms, property, and debtor/creditor rights – not to mention IP and rights questions in creative sectors like design, music, art, and film. This course goes into those questions in-depth, and also looks at tax regulations for individuals, corporations, partnerships, estates, and trusts. Using real-life examples and case studies, participants learn to avoid common mistakes and legal problems, and explore the major models for ethical decision-making that are at the heart of creative leadership.

US MODULE IN NOVEMBER

THESIS & RESEARCHProf. Dr. Shamus KhanThis course provides ongoing support for degreecandidates as they work on their Executive MBA theses. Inaddition to reviewing the progress and lessons from workon their own projects, participants gain a fullerunderstanding of the principles and skills – planning,conducting, recording, analyzing – that all effectiveethnographic research is built on. The course featuresboth practical fieldwork and observational exercises, andgives participants the chance to analyze and present theirown results.

US MODULE IN NOVEMBER

BROADEN YOUR BERLIN CONNECTIONS AND TAKE ADVANCED COURSES INCLUDING CHANGE LEADERSHIP, ECONOMICS, AND PLANNING

APPLIED ECONOMICSDr. Stuart DixonTo analyze complexity in your creative firm’s businessand market environments, you have to understandfundamental economic theories. This course breaks downconcepts like perfect competition (monopoly, economicsof scale and scope, oligopoly), price discrimination (two-part pricing, bundling, search goods, experience goods,and signaling), entry deterrence (express capacity,vertical integration, market leadership, predation, limitpricing, and price wars) and product differentiation(monopolistic competition, branding, and verticaldifferentiation). The aim is to give participants a fullerunderstanding of macro-economic forces and provide keytools for assessing them.

CORPORATE PLANNINGProf. Dr. Werner SeebacherBy building on and extending skills learned in precedingaccounting courses, participants in ‘Corporate Planning’develop the abilities they need to calculate finance plansby acquiring a grasp of concepts like integrated profit.Using case studies, the course covers the principles andpractical applications of the finance plan, profit plan andbudgeted balance sheet for the coming year, and clarifiesdifferences between fixed and variable costs whenplanning for the future. The overall goal is to give creativeleaders the confidence and competence they need to mapout financial strategies that will boost both revenue andprofits.

WINTER MODULE IN JANUARY

LEADING CHANGEStuart HardyRecognizing and leading change creatively, decisively,and systematically is crucial in organizations facingincreasingly dynamic industry, market, and economicforces. This course opens with an examination of decision-making processes and how they can be adapted toparticular situations and people, before moving on todiagnose change processes in organizations and addresshow change projects can be effectively designed, led,and managed. Participants learn how to implement facetslike information, consultation, participation, anddelegation, leading/steering a change process/project,and how to cope effectively with transitions andresistance to change.

CORPORATE FINANCE: VALUE CREATING DECISIONSDr. Olivier TabatoniThis course introduces participants to the concepts andtechniques of decision-making in the field of corporatefinance. After a review of key lessons and formulaslearned during previous Executive MBA coursework, aseries of case studies helps participants extend anddevelop their ability to analyze funding sources, capitalstructures, and resource allocation. By the end of thecourse, they are able to determine a company’s netpresent value, make capital budgeting decisions basedon information available in financial paperwork, and usethese measures to make decisions that will improve theirown organization’s performance.

WINTER MODULE IN JANUARY

PERSONAL LEADERSHIP & LEARNINGProf. Dr. David SlocumOrganizations, businesses, and markets are goingthrough extraordinary change in the twenty-first century,and the purpose of this course is to deepen participantunderstanding of the individual creative leadershipjourney that can enable success and fulfillment in thisdynamic and complex environment. It begins with anexploration of how better to integrate creative leadershippractices and priorities at work with other areas in aparticipant’s life. A second focus is on the potential ofembracing notions of artistry and craft as fundamentalaspects of working as a creative leader. Finally, thecourse assesses the ongoing learning required forsustaining a successful creative leadership journey, andprovides tools for participants to re-design their ownapproaches and priorities in more systematic ways.

THESIS RESEARCH & PLANNINGProf. Dr. Shamus KhanWhat concrete challenges does developing an ExecutiveMBA thesis pose? This course breaks down the potentialhurdles and shares proven strategies for addressing andovercoming them successfully. In particular, participantsexplore writing, information/data collection strategies,and styles of argumentation. Further emphases include theproblems and pitfalls that often arise toward the end of athesis, among them supplementary data collection,integrating multi-media information, and identifying yourpotential audience.

WINTER MODULE IN JANUARY

EXPLORE DIVERSE APPROACHES TO

LEADERSHIP, SERVICE, AND INNOVATION

WITH A UNIQUE ASIAN EXPERIENCE

INTRODUCTION TO SHANGHAI & CHINESE WAYS OF THINKINGDr. Jari Grosse-RuykenThrough a critical summary of major thought patternsrooted in traditional Chinese philosophy, this courseintroduces essential concepts for understanding thecomplex history of modern China and Shanghai, andexplores how those ways of thinking continue to shapethe country’s business world and everyday life in themodern era. Its overview of basic assumptions madeabout the Chinese worldview gives participants keyinsights into the ongoing impact that Taoist thought has onstrategy and Confucian thought has on leadership incontemporary China.

THE CHINESE RENAISSANCE & ITS GLOBAL IMPACTDavid Gosset‘The Chinese Renaissance’ – a powerful image forunderstanding and engaging with the complex economic,political, cultural, and geopolitical dynamics that definecontemporary China. In this intensive course, participantsuse the notion of a ‘renaissance’ or revival to explorewhat relevance historical processes have played inChina, and how they can be used to comprehend eventsthere today. Topics of particular interest include thecountry’s political economy and the emergence of a newsilk road.

ASIA MODULE IN MAY I SHANGHAI

STRATEGIC MANAGEMENT & INNOVATION IN CHINADr. Bruce McKernDoes strategic management follow the same rules inChina that it does in other countries or markets? Is therea distinct form of ‘Chinese innovation’ we can learn fromand adopt elsewhere? Participants in this course examineproduct development and other business processes atboth well-known domestic firms and multinationalsoperating in the country, along with customer valueproposition/positioning, and development of the valuechain and ecosystem. By the end, they’re able to assessthe challenges and opportunities of Chinese approachesto building and managing an innovation advantage.

CREATIVE INDUSTRIES & ECONOMICSDr. Marina GuoShanghai is home to some of the world’s largest ‘creativeclusters’ – initiatives that highlight China’s commitment toexpanding creative industries and economies. Combininginsights and experiences from academic researchers,creative industry leaders, and policymakers, this courseincludes site visits to clusters in the country’s largest city.The aim is to deepen participant understanding of theapproaches used in developing cultural and creativeindustries there – and how these are regulated by thecity’s and country’s cultural policies – while catching afirst-hand glimpse of the evolving role creative clusters areplaying in urban regeneration.

ASIA MODULE IN MAY I SHANGHAI

CROSS-CULTURAL LEADERSHIPDr. Jari Grosse-RuykenThis course focuses on helping leaders better managecultural complexity and diversity by improving theirsensitivity to a range of communication styles,expectations, and cultural norms. After exploring majormodels and approaches to cross-cultural communicationand management, participants examine how differentleadership styles can enable more effective communi-cation, negotiation, conflict resolution, delegation, andproject management across multiple environments,particularly those in Chinese business and society.

ASIA MODULE IN MAY I SHANGHAI

JAPAN AT THE CROSSROADJesper ErdmanThis intensive introduction to Japan immerses participantsin the country’s past, revealing why its success today isbased on profound respect for Japanese history andtradition – and conversely, why it’s a major aspect of thechallenges Japan now faces. Tokyo has been theinnovative force in the Japanese economy for centuries.But can the capital continue to play that role in Japan’sfuture? Participants receive a strong general grounding inthe major economic and business issues that characterizethe country and city today, helping guide their thinkingabout the unique opportunities and challenges in theJapanese market.

COOL JAPANTak UmezawaThis course is named after a cultural concept that hasbecome a multi-sectoral initiative which describesgrowing international interest in Japan as a creativeenvironment, and also reflects the country’s attempt toleverage that interest for development and growth –especially in the fields of media content, fashion, cuisine,pop culture, and tourism. The program includes site visitsthat give participants a chance to observe and interactwith creative producers and consumers, talk with leadersin Japan’s creative scene, and analyze opportunities/challenges for both Japanese companies and foreignfirms.

ASIA MODULE IN MAY I TOKYO

TOKYO: VENTURESOME CITYMichael KorverTokyo – one of the most populous cities in the world. Anurban center that is generally safe, clean, and packedwith attractive cultural amenities. How did Tokyodevelop? What’s the secret to its current success? Andcan this success continue as Japan’s population ages andits relative economic importance dwindles? This courseexplores the potential of Tokyo as a ‘venturesome city’; asa place where innovation can thrive, and the implicationsthat has for the city, the country, Asia, and the world.

UNDERSTANDING CONSUMER BEHAVIOR & MARKETING IN JAPANDr. Erica OkadaUbiquitous outdoor vending machines and $100 melonsare just two iconic examples of distinctive Japaneseconsumer behavior and marketing, and the primary aimof this course is to examine how and why consumersbehave differently in Japan. Special attention is given totwo of Japan’s most extraordinary segments: luxury andconvenience. By reviewing original research andfacilitating visits to a range of sites of consumption inTokyo, participants deepen their understanding ofthe psychology of consumer behavior in general, andthe strategies producers and marketers employ toprofit from it.

ASIA MODULE IN MAY I TOKYO

VALUE CO-CREATIONProf. Dr. Yoshinori FujikawaValue co-creation is vital to both creative and non-creativeindustries, and this course focuses on its concept,practice, and potential. Through a combination ofindustry and consumer site visits, discussions withcompany leaders and group exercises, participants learnto break down what works and what doesn’t in theirinteractions with customers. The course then movesbeyond the idea of value co-creation with clients toexplore the ‘multi-sided platform (MSP)’, a model for valueco-creation involving multiple groups of customers, andfinally looks at which factors contribute to the success ofMSP-based enterprises.

SERVICE MANAGEMENTProf. Dr. Yoshinori FujikawaProviding an introduction to service management andbackground for fieldwork in Japanese consumerbehavior, this forerunner course for ‘Value Co-creation’helps participants grasp key concepts and frameworks inthe area and introduces them to a pioneering way ofthinking: Service Dominant Logic (SDL). Looking at real-world examples of SDL in Japan and beyond, the courseanalyzes the advantages of blurring traditional goods-service distinctions, focusing on ‘value-in-use’ and viewingcustomers as ‘co-producers’ of value. Participants thenexplore possibilities in their own markets for developingor redefining businesses with SDL.

ASIA MODULE IN MAY I TOKYO

TURNING GREAT CREATIVE MINDS INTO GREAT CREATIVE LEADERS

THE BERLIN SCHOOL BEGAN IN 2006, FOUNDED BY A GROUP OF EXECUTIVES FROM THE CREATIVE INDUSTRIES WHO BELIEVED THAT ‘CREATIVE LEADERSHIP IS THE KEY TO RAISING THE STANDARDS’ IN THEIR FIELD.

BORN OUT OF THE AGENCY WORLD, TODAY WE GO BEYOND THE CREATIVE INDUSTRIES, APPLYING OUR UNIQUE DNA – A DEEP UNDERSTANDING OF BUSINESS COMPLEXITY AND CREATIVE ENVIRONMENTS – TO AN ARRAY OF INDUSTRIES AND BUSINESS CONTEXTS.

CREATIVE MINDS WANT TO LEARN WITH US – WE ENABLE THEM TO TURN IDEAS INTO INNOVATION AND TO TAKE TRANSFORMATIVE STEPS FOR THEIR LIVES, THEIR CAREERS, AND THEIR INDUSTRIES.

WANT TO LEARN MORE?CONTACT GERARDO TEJO

+49 (0)30 88 49 80 80

admissions@berlin-school.com

www.berlin-school.com