• Identify the central aspects and causes of ‘globalization';

• Provide an understanding of the contemporary debate over the significance of globalization;

• Identify the key drivers of technological change and risk in the global economy;

• Examine current problems in international economic co-operation, and to explore developments in multilateral and regional economic and political integration;

• Begin to understand and develop the implications of all these conflicting pressures for global business strategies.

Core approaches and concepts explored during the module prepare participants for the subsequent modules.

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.

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."

Moving beyond the basics of accounting, the 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.

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 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.

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.

Builds on a theoretical framework drawn from economics, finance and law to examine key concepts and issues related to corporate governance (agency problems due to the separation of ownership and control, property rights, the role of the board of directors and of other governance mechanisms, etc) and examine corporate governance practices around the world.

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.

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.

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.

The ambition of this course is to understand how firms can organize themselves and design decision making and planning systems to implement strategy effectively. More specifically, it is devoted to value-based management, strategic cost analysis, budgeting, control and reporting systems from business unit level to multi-products, multi-country levels.

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.

Major companies emerging from rapidly developing economies are starting to have a dramatic impact on the competitive landscape of the global marketplace. This course will examine this next wave of globalization and how it will impact the way businesses compete in the 21st Century.

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 which will help them turn their own negotiating experience into expertise.

Explores the issues that arise when a firm encounters financial distress. It is devoted to different approaches and theoretical models that have become standard procedures in the financial world to analyze and predict financial distress and, implement restructuring.

Covers 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.

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 concept of leadership, introduced earlier in the program, is developed in greater depth to enhance the participants' capacity to lead throughout their careers. Building on personal experiences, themes such as the sources of power within an organization, alternative leadership styles and tactics, the use of symbols and communications, and the ways in which power can be lost are all explored. The question of the different leadership styles most suited to different stages in a firm’s life cycle will also analyzed.