TRIUM curriculum structure
6 on-site modules over 17 months. 500 classroom hours and 1 Capstone project.
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 complete approximately 15-20 hours of work per week via distance learning.
Module 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.
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 program 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 behavior. 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 students for the subsequent modules.
Module 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 students’ theoretical, analytical and technical skills in the following areas:
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.”
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.
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.
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.
Module III: Asia
Familiar Concepts, New Applications: The Rise of Asia in the Global Marketplace
Module 3 is designed around an exploration of China within the broader Asian political and business context, focussing on the challenges and opportunities specific to doing business in China. We explore key political economy issues impacting Japan and the countries of South East Asia, the changes that China is currently undergoing related to the 12th Five Year Plan and the recent Plenum, issues in urban development and China’s relationship with other countries in Asia.
We look at some of the specific applications of these broader issues, from legal, finance, human resources, labor relations, and risk management perspectives, in sessions led by leading practitioners. Entrepreneurship in this environment is a key theme: we hear from Chinese entrepreneurs, visit a Chinese government sponsored tech hub, and consider the implications for MNCs entering into a state-capitalist environment.
TOWARDS A NEW ASIAN CENTURY
The purpose of this course is to explore the idea of a new Asian century and its business consequences. This will require us to examine the deeper sources of Asia’s ‘unlikely’ economic success, what its apparently irresistible rise means for the region and the world, and the role played some the key actors within this dynamic region – with due attention being paid to China, its neighbors and ASEAN. We will also explore some the main changes now taking place in the region and explain their business implications. We will in addition discuss some of the possible risks facing the region’s political economy during the coming years.
CAPTURING THE CHINA OPPORTUNITY
This course approaches the challenge of establishing a strong consumer oriented business in China from the perspective of the General Manager of a Multinational Corporation, outlining the practical steps one needs to take when scoping the opportunity, tailoring the product and marketing mix, building an organization and measuring success.
The four sessions will provide the opportunity for a vigorous debate regarding the pros and cons of alternative tactics and provide an opportunity to apply general management and human resource tools to the unique and dynamic marketplace that’s emerging in China today.
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.
Module 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.
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 of this course, then, is to help students 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.
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 students with a real world understanding of mergers and acquisitions in an international setting. Finally, it covers the management of alliances.
In this module the focus is on leadership during change. One of the Capstone Directors talks about his experience changing the culture and strategy of a global MNC. Key take-aways are the key steps in managing change. In addition to this, students participate in a career workshop run by one of the leading experts in career management.
Module V: 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 labor, 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.
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.
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, students 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.
In this session of the leadership series students complete self-assessment survey data that is used in the seminars during Module 6.
Module 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.
Leadership and Professional Development
The focus for this module is global leadership development. The concepts and challenges studied throughout the program set the foundation for the Capstone leadership course.
Module 6 culminates with the Capstone Project presentations delivered to a Capstone Project Board composing of former TRIUM alumni with expertise related to the projects themselves.
Certain images courtesy of Bernardo Ricci Armani (Class of 2013)