Over 11 months, participants meet for long weekends (Thursday through Sunday) once a month, plus 2 1/2 intensive, residential weeks, to cover the 9 Executive MBA modules listed below. In addition to class meetings, participants can expect to spend 15-20 hours per week, on papers and assignments.

There will also be a Managerial Exchange, at a time convenient to the participants, whereby each participant spends 2-3 days in the workplace of a co-participant and 2-3 days hosting a co-participant.

Participants then complete a final integrative project on their own, which typically takes an additional 4 months.

Each of the 9 program modules fits into the broader category of:

  1. Business Challenges
  2. Managerial Tools & Techniques
  3. Managerial Mindsets

Each module is directed by a member of HEC Montréal’s or McGill University’s world renowned faculty. Teaching is done by a mix of professors at both universities, as well as guest speakers from the business community and other academic institutions.

Module Descriptions

1. The Reflective Mindset, Managing Self – 7-Day Residential Module

Participants learn how to be thoughtful, to step back from always doing, to see familiar experiences from a new perspective. This, in turn, fosters innovation and change, not repeating similar patterns and mistakes. Examines:

  • Nature of managerial work
  • Leadership
  • Emotional Intelligence
  • Management styles
  • Ethics
  • Accountability (individual, organizational, social)

 

2. Managerial Tools & Practices

This module lays the groundwork for the two modules on business challenges. Here, managerial tools and practices are considered from a strategic viewpoint, using an interactive problem-solving approach. Themes include:

  • The firm’s competitive environment
  • The firm’s macro-economic environment
  • Accounting and financial tools
  • Accounting and control tools
  • Financial management
  • Gouvernance

3. Value Creation

Technologies develop, industries converge, new markets open – businesses need to look beyond traditional competitive advantages and develop new sources of value. Includes:

  • Responding to value-creation challenges
  • Making the most of a turbulent environment
  • Benefiting from the emergence of new business models
  • Mobilizing the firm’s resources
  • Reinventing the business model

 

4. Operational Excellence

Human resources, products and inventory, finances and information technology – optimizing and synchronizing the use of resources are essential to an organization’s success. Presents best practices and examines:

  • Human resources as strategic partners
  • Optimal financial policies and decisions
  • Supply chain management
  • Valorizing information resources

5. The Analytical Mindset, Managing Organizations

Examines the strengths and limitations of analysis in organizations through:

  • New perspectives on analytical tools
  • Going beyond quantitative data
  • New approaches to decision-making
  • How to avoid paralysis by analysis
  • How to tackle complex issues
  • Governance structures

 

6. The Collaborative Mindset, Managing Relationships

Effective managers, manage not from the top down, but from within. They create the environment and attitudes that encourage teamwork. Looks at:

  • Collaborative arrangements at the intra-firm, inter-firm, and societal levels
  • Engaging vs. heroic styles of management
  • Identifying the requirements and implications of effective collaboration
  • Knowledge management
  • Strategic alliances
  • Managing teams (co-located, distributed, teleworkers)
  • Fostering innovation and creativity
  • Managing conflict

 

7. The Sustainability Challenge

Participants will develop a solid understanding of the concept of sustainable development and the challenge it poses as a societal imperative and organizational goal; become more knowledgeable on key sustainability issues relevant to their organizations; and learn how to engage with the sustainability challenge as an opportunity for enhancing competitive advantage. Topics include:

  • The state of the planet and its peoples, and why it matters to managers
  • The environmental, social and economic pillars of sustainability
  • Envisioning and critical thinking
  • Environmental and social investments that yield competitive advantage
  • Enhancing shared value creation
  • Avoiding value destruction
  • Strategic corporate social responsibility
  • Engaging and collaborating with stakeholders
  • Social innovation & entrepreneurship
  • Measuring social and environmental performance

 

8. The Worldly Mindset, Managing Context 10 Day residential module abroad

Managers need to develop the cultural and social insights essential to operating in diverse regions, serving varied customer segments, partnering with other organizations. Explores:

  • Looking outward, to see inward
  • Values, habits, and cultures
  • Managing context
  • Organizational and social culture
  • Openness on the world
  • Globalization of the economy
  • Economic & financial systems

Learn more about the 2013 Worldly Mindset Experience in Argentina

9. The Catalytic Mindset, Managing Change

Participants will develop a richer understanding of what is change, what is not change, what is continuity and what determines effective action. Topics include:

  • Market-oriented innovation and diffusion of innovation
  • Sustainable creativity
  • Managing the Innovation Value Chain
  • Change and continuity management
  • Implementing successful organizational change
  • Dealing with resistance