The TRIUM modules are spread out over three
years and a period of 16 months. Between modules, students
complete approximately 10-15 hours of work per week on pre-
and post-module tasks.

Global Context of Business |
The Political Economy |
Globalization:
What is it? What are its political, economic and social
consequences?
Doing business in the world trading system:
The role of the W.T.O.
Introduction to quantitative
business analysis
Business in a "super state" context:
Case of the E.U.
Convergence in the developing world?
The triumph of the "Washington Consensus"?
Non-governmental organizations in the world economy
Risk and regulation in the global economy
|



Global Strategies and Finance |
Global Business and Corporate Strategies |
Devising strategies that deliver
superior value gaining competitive advantage at the
business and product/market level
Creating value at the corporate level
How operations, cost structure and technology can
be sources of competitive advantage
|
|
Accounting |
How accounting information can be used by managers with
international responsibilities
Interpretation of financial statements and pitfalls
inherent in that activity
Similarities and differences in accounting standards
across countries
Ongoing attempts to establish international accounting
standards
|
Global Financial Markets |
Techniques and instruments for raising capital Special financing needs of early-stage ventures In-depth analysis of a complex transaction with cross-border considerations |
Corporate Finance |
Key issues in creating shareholder value Analytical framework for valuing individual projects and companies as a whole How rational investors should think about value Systematic analysis of risk and how to measure it |


Operations
Management, Entrepreneurship, and Corporate Governance
and Ownership |
Operations
Management |
Managing
complex, global supply chains
Critical factors of operations management
Outsourcing, information and planning systems, logistic
network design and e-commerce in a global market
Impact of Internet technology
Links between business strategy and operations
|
Entrepreneurship |
Entrepreneurs - Individual and Corporate
Differentiating between ideas and opportunities
The challenges of start-ups
|
|
Corporate Governance and Ownership |
Key issues
related to corporate governance
Agency problems due to separation of ownership and
control, property rights
The role of the board of directors and other governance
mechanisms
Financial regulation and reporting
Corporate governance practices around the world
|


Marketing, Strategy Implementation
and Control |
Marketing - Managing Customer
Value |
Tactical and strategic aspects
of marketing:
Segmentation, positioning, consumer behavior and brand
management
The role of advertising and pricing
Evolution of marketing thinking and practices due
to emergence of e-commerce and better access to data
Issues in retailing and services marketing
|
Mergers, Acquisitions and Alliances |
Strategic rationales for mergers and acquisitions
Creating efficiency through mergers and acquisitions
Pros and cons of alliances
Arbitrating between internal growth, acquisitions
and alliances
Identifying strategic objectives of international
mergers, acquisitions and alliances
Strategic ambiguities of "co-opetition"
Challenges of managing acquisitions and building alliances
|
Strategy Implementation and Change |
Structures and processes in multinational, multi-product
companies
Headquarter-business unit relations
Managing excellence and knowledge across subsidiaries
Managing change and corporate transformation
Structure, leadership, culture and identity
|
|
Measuring and Managing Performance |
Designing decision-making and planning systems
Value-based management systems
Strategic cost analysis, international management
control and reporting
Global information systems
|



Managing
in Emerging Markets: Risk and Opportunities |
Managing Risk |
Complementary
approaches, drawn from political economy and risk
management, for assessing, measuring and mitigating
different types of risk
Challenges faced by global firms doing business in
emerging economies
Specific instruments for financial risk management
|
| Economics of Development |
Analysis of the frameworks constructing
the political, economic and institutional factors
that influence developing economies
Focused on business opportunities and constraints
in emerging market countries
|
| Negotiation
Analysis |
The economics and psychology of negotiation
Emotional, cultural, strategic and ethical negotiation
styles
Persuasion and manipulation in negotiation
Navigating international negotiations
Challenges of cross-cultural negotiations
|


The Challenges of Leadership |
Corporate Financial Restructuring and Bankruptcy |
Corporate distress prediction models Credit risk management Valuation and analysis of distressed firms Reorganization and turnaround management case histories |
Professional Responsibility |
Where markets, ethics and the law intersect The effect of incomplete laws and regulatory structures on market failures Making judgments on "extra-market" concepts when markets fail to work efficiently The role of ethical norms and reasoning in resolving such issues Standards of professional responsibility |
Managing Technology |
Strategy and risk in technology-driven industries The use of information technology to manage and organize the firm Manager competencies for technology-based organizational change |
Leadership |
The concept of leadership Models of leadership Sources of power within an organization Alternative leadership styles and tactics |
Presentation of Strategic Team Project |
|
