Meet your personal development needs as well as the strategic needs of your organisation.
Meet your personal development needs as well as the strategic needs of your organisation. Select between six and eight from 65+ electives across a range of formats in your second and third term. Study alongside students from across our programmes, interchange ideas and develop your network.
Add value to your organisation with our business project elective. Test the feasibility of a new venture on the Entrepreneurship Summer School. Demonstrate your ability to understand key challenges and implement tangible business solutions.
Accounting risk, regulation of standards and corporate governance.View electives Show less
Competition policy, industrial economics and economic integration.View electives Show less
Financial regulation, corporate finance and capital markets.View electives Show less
Decision modelling, service operations and e-business.View electives Show less
Advertising, branding, competitive strategy, consumer behaviour, global marketing, marketing models and media.View electives Show less
Leadership, groups, negotiations, creativity, culture and identity and business ethics.View electives Show less
Creating value through superior competitive performance.View electives Show less
In a world of increasing change and uncertainty, successful companies can seldom rely on their past sources of advantage for long. They need to adapt rapidly, but for a future that is not at all clear. They need to become more 'agile' in the way they develop and execute emerging strategies. This elective explores different contexts of change and uncertainty, and provides tools and concepts to help companies become more agile in various respects. The impact of the pandemic has only heightened awareness of how important and pervasive is this need for flexibility and agility as much in large organizations as in small ones.
National borders matter for how firms develop and conduct their strategy. The point of departure for Global Strategy is that differences exist between countries and that these differences have implications for how firms strategize when they operate across borders.
Learn to identify these differences, how to measure them, and what they mean for fundamental decisions such as entering new markets and designing the global footprint of a firm's operations. Gain familiarity with some major public databases (e.g. POLYCON, Economic Freedom of the World Index, CAGE).
This course is relevant for anyone who intends to pursue a managerial career in a multinational corporation as well as anyone who will have to assess the strategies of multinational corporations in consulting and finance.
Seven of the top ten companies in the world by market capitalisation, and the vast majority of unlisted ‘unicorn’ companies, are players in the digital economy: they sell primarily digital products (or hardware for accessing digital products), they operate with platform-based business models that give them increasing returns to scale, they have few tangible assets and they employ relatively small numbers of people.
These features make digital organisations fundamentally different to “industrial” organisations such as food manufacturers, oil & gas companies or automobile companies, who make physical products and operate in the world of decreasing returns to scale on which traditional economic theories were built.
The purpose of this course is to help students understand the differences between industrial and digital organisations, and to provide them with frameworks and practical advice for how to manage and work in digital organisations.