The TRIUM Executive MBA program is divided into six modules over a 17 month period. This executive-friendly format reduces the absence from the office to only 10 weeks. Between modules, students learning complete approximately 15-20 hours of work per week via distance learning.

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SEPTEMBERMODULE I: LSE (LONDON)

Business in the Global Political Economy

In Module 1 we provide a sophisticated treatment of the changing global context within which modern business decisions have to be taken. Our principal emphasis is upon the interaction between economics and politics, or political economy. We are not looking so much at business decisions themselves as at the social, political and economic context in which such decisions are made. Hence, the content of Module 1 provides important background for Modules 2-6, which focus on business decisions in sectoral and internal contexts.

The objectives include:
1. To identify the central aspects and causes of change in the global political economy;
2. To provide an understanding of the debate over the significance of globalization;
3. To identify the key drivers of technological change and risk in the global economy;
4. To examine current problems in international economic co-operation, and the nature of the main multilateral and regional institutions relevant to business;
5. To begin to understand and develop the implications of these conflicting pressures for business decisions and strategies.

We also lay the foundation for Module 2’s financial focus with the program’s core accounting course.

"Financial Reporting and Analysis". This course examines how accounting information can be most productively used by managers, in particular by those with international responsibilities. It deals with the interpretation of financial statements, with an emphasis on the pitfalls inherent in that activity. It also explores the major similarities and differences in accounting standards across countries, in a context of ongoing attempts to achieve greater uniformity in those standards.

Throughout the programme Leadership is a core component. The Leadership and Professional Development stream begins in Module 1 where the foundations of individual leadership are explored focusing on personal development. Topics included are personality, 360-degree feedback and group behaviour. Leadership foundation topics are added at each subsequent module combining lectures and guest speakers culminating in the Leadership capstone course in Module 6.

Core approaches and concepts explored during the module prepare participants for the subsequent modules.
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JanuaryMODULE II: NYU STERN (NEW YORK)

Global Strategies and Finance

Module 2 relates the broad economic and political themes developed during the London Module to business, corporate and financial strategy, which form this module's core. More specifically, Module 2 is organized into four courses designed to develop participants' theoretical, analytical and technical skills in the following areas:

Competitive Strategy

The central economic tenet upon which the course is built is that firms exist to create and capture wealth, above the firm’s cost of capital. The ability of a particular firm to create value depends on the overall profitability of its industry, the firm’s position in that industry, on the specific resources available to the firm, the match of those resources to where the firm chooses to compete and on the firm’s organizational structure. The ability of a firm to sustain success depends on whether other firms can successfully imitate its strategies and whether the firm can adapt to changing environmental conditions. The course covers practical analytical techniques for analyzing these issues, evaluating alternate strategic plans, and anticipating the consequences of specific decisions.

Foundations of Finance

provides an introduction to investments, financial markets and market institutions, securities, valuation, portfolio theory and portfolio management. The course is mainly taught from the viewpoint of the user of financial markets. At the same time, many of the concepts studied are relevant to corporate finance. The course therefore lays the groundwork for a better understanding of the corporate financial decisions covered in "Corporate Finance."

Corporate Finance

addresses some of the key issues facing financial managers in their quest to create shareholder value. It builds up a complete analytical framework for valuing both individual projects as well as companies as a whole. The notion of optimal capital structure is introduced, along with the attendant concepts of the cost of debt, the cost of equity and the weighted-average cost of capital. Considerations such as the impact of dividend policy are also covered.

Risk Management

provides analytical frameworks and techniques to understand and measure different types of risk (institutional, legal, political, financial, etc). The course puts an emphasis on instruments available in modern international markets (derivatives) to mitigate financial risk, while building an integrated framework of global risk management linked to strategy. The consequences of unsuccessful risk management will also be addressed including financial distress and restructuring.

Leadership

Group behaviour is further developed with individual study group meetings. The research behind successful entrepreneurial teams and the early challenges they face is the lecture topic.back to top

AprilModule III: Rotating Module (China)

Familiar Concepts, New Applications: The rise of China in the Global Marketplace

Module 3 draws upon the unique perspectives of the Asian context lends to explore entrepreneurship, operations management, business in emerging markets and China’s role in the new world order. The module constitutes a unique platform to revisit globalization issues.

Entrepreneurship

provides an overview of the critical issues associated with entrepreneurship in various types of organizations, ranging from individual start-up firms to large organizations looking to innovate. Topics covered include: identifying new business opportunities, defining the value proposition, assessing the viability of a new venture, developing and managing growth, organizing for capturing and implementing opportunities, driving the entrepreneurial culture, etc.

Operations and Supply Chain Management

provides a framework to the analysis of many critical facets of operations management such as production, distribution systems, logistic network design, outsourcing, information systems, etc. While examining the link between operations and business strategy it gives prominence to the managerial challenges of coordinating and optimizing the overall system in a global context.

Managing in China: burning issues and future trends

The plurality of organizational types and fluid changes in each type make management in today’s China a challenge for every manager. This course will cover key management issues facing companies in China (including foreign-invested companies and state-owned companies). To better understand these companies, some of which are becoming important global players, we will have some deep discussions on the cultural and historical aspects of management and organizations in China.

China in International Politics

This course links to the geopolitical foundation that was laid in Module 1. We continue to look at globalization and international politics delving more deeply into China’s place in the global order. China’s economic history and growth will be analysed along with its relationships to other emerging economies and world economic leaders.

Leadership

In this session the effects of culture, specifically national culture, on successful business practice is investigated. Building on seminal cross-cultural research and new research in cultural intelligence the course will provide a framework for students to apply cross cultural research to the task of managing expatriates and improving their own ability to lead a diverse workforce. An experience, expatriate CEO will be the guest speaker.back to top

JulyModule IV: HEC (Paris)

Marketing and Corporate Strategy

Module 4 contributes to building an articulated approach to organizational and operational issues which are key to strategy implementation and control.

Marketing

continues the process of consolidating TRIUM core curriculum. The course covers the major concepts, analytical frameworks and methodologies required to assess the marketing environment and competitive situation of a firm, to formulate a strategy based on the components of segmentation, targeting and positioning, and to implement this strategy through product planning, pricing, distribution, etc.

Creating and Appropriating B2B Value

The cornerstone of any B2B strategy revolves around the concept of value. The goal if this course, then, is to help participants understand the mechanisms that firms may use to create, sell and appropriate value. More specifically, the course will cover the following concepts: understanding firm specificities as customers; increasing both partners’ net benefits through co-innovation; bridging the value gap; crafting a marketing strategy that takes into account the extent to which relational benefits can be created, and; effectively managing portfolios of customers

Corporate Strategy

Achieving sustainable and profitable growth is a critical objective for most firms. While some growth may result from competitive advantage and be achieved within the firm’s core business, growing rapidly often requires a firm to seek expansion beyond the boundaries of its current activities. At the same time, firms are also led to withdraw from some activities that are no longer critical to the success of their overall strategy. Senior management must therefore constantly be re-thinking the scope of the firm’s activities and thus be making Corporate Strategy decisions.

Mergers, Acquisitions and Alliances

While defining its corporate strategy, how should a firm arbitrate between internal growth, acquisitions and alliances? The course provides analytical and practical insights to identify the strategic objectives of international mergers, acquisitions and alliances. It also covers the whole process of a deal in Mergers and Acquisitions in order to provide participants with a real world understanding of mergers and acquisitions in an international setting. Finally, it covers the management of alliances.

Leadership

In this module we will review the challenges of leadership that go hand in hand with the management issues addressed in your corporate strategy and marketing courses. CEO level guest speakers will discuss their experiences related to specific strategic choices (i.e. change, Mergers and Acquisitions) and the leadership actions necessary to see them to successful fruition. A career expert will help you to maximize the effectiveness of your networks and new EMBA degree to further your career. Real world application and career insights are added as the leadership theme moves towards completion with the formal Leadership course in module 6. back to top

OctoberModule V: Rotating Module (India)

Competing and Thriving in the 21st Century

Module 5 focuses on the challenges facing companies in an increasingly globalized world. The course will cover the perspective from ‘challenger’ companies emerging from rapidly developing economies as well as the view from ‘incumbent’ firms working to adapt to a changing set of opportunities and challenges. Societal issues in India contribute to the challenge of doing business in this country. Poverty, child labour, illiteracy are all major concerns. Questions arise related to the role of multi-national corporations (MNCs) in poor and developing nations. Social businesses and the social responsibilities of corporations are also included in this module.

Managing Technology

In the 21st Century, it is increasingly impossible to imagine any business being able to execute its strategy without the capabilities of advanced digital technologies. Increasingly understanding the strategic options that new technologies provide to a business is one of the key skills that a general manager must possess in today’s corporations. Understanding the strategic capabilities of technology and the options they generate is the primary focus of this course.

Business Strategy in Emerging Markets

The rapidly growing emerging economies are now not only an important market for multinationals, but also increasingly a locus of their innovations and capabilities. At the same time, major companies from rapidly emerging economies are starting to have dramatic impact on the competitive landscape of the global marketplace. This course will examine this next phase of globalization and how it will impact the way multinational businesses and emerging economy firms compete in the 21st century. Special attention will be paid to the role corporate leaders have in supporting social and economic development.

Negotiation Analysis

examines negotiation analysis and practice. Insights from economics, psychology and decision sciences will be covered. The course uses simulations, case studies and group discussion to highlight practical applications of the issues discussed. By the end of the course, participants will have a conceptual framework that will help them turn their own negotiating experience into expertise.

Professional and Corporate Responsibility

deals with a broad range of "non-market" issues encountered by managers and business professionals. It is primarily concerned with market failures, which are often particularly challenging in a global context where laws and regulatory structures are less complete. By developing a set of analytical perspectives for making judgments when such situations arise, it examines the role of ethical norms and reasoning in resolving issues in managerial life and in establishing standards of professional responsibility. This issue has becoming especially relevant in emerging markets where corruption and government instability are prevalent.

Leadership

In this session of the leadership series we look at what motivates individuals to perform. Does the use of traditional motivational models always produce the desired results? When can a reward or goal setting discourage the desired behavior? The leader’s role in creating the right work environment will be highlighted along with the role of intrinsic motivation. The discussion will be lead by an influential corporate leader of an Indian MNCs.back to top

FebruaryModule VI: HEC (Paris)

The Challenges of Leadership

Building on cross-disciplinary themes that constitute key challenges to senior management, Module 6 provides an opportunity to deal in greater depth with some of the topics that form the core of any MBA curriculum. Leadership development and concepts, as well as leadership challenges in multinational settings studied throughout the program are integrated into the traditional theories of leadership.
In the leadership capstone course the concept of leadership is developed in greater depth to enhance the participants' capacity to lead throughout their careers. The leadership lessons of founding and growing a new enterprise will be highlighted formalizing many of the lessons learned during the term project process. Academics and business leaders will lead discussions and present analysis of core leadership issues surrounding entrepreneurship, strategic development and growth.
Module 6 culminates with the Term Project presentations.
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Class of 2013 Module Dates

2011	September 4 - 16	Module I - London
2012	January 8 - 20	Module II - New York
	April 13 - 20	Module III - Rotating Emerging Market Current Site: Shanghai, China
	July 1 - July 13	Module IV - Paris
	October 5 - 12	Module V - Rotating Emerging Market Current Site: India
2013	January 6- 18	Module VI - New York

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Class of 2014 Module Dates

2012	September 9 - 21	Module I - London
2013	January 6 - 18	Module II - New York
	April 3 - 12	Module III - Rotating Emerging Market Current Site: Shanghai, China
	June 30 - July 12	Module IV - Paris
	October 9 - 18	Module V - Rotating Emerging Market Current Site: India
2014	February 9- 14	Module VI - Paris

 

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Class of 2015 Module Dates

2013	September 8- 20	Module I - London
2014	January 5-17	Module II - New York
	April 2-11	Module III - Rotating Emerging Market Current Site: Shanghai, China
	June 29 - July 11	Module IV - Paris
	October 8- 17	Module V - Rotating Emerging Market Current Site: India
2015	February 8-13	Module VI - Paris

 

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