ESSEC & Mannheim Executive MBA - Singapore Track

This essential course introduces analytical methods and tools for investment, financing, and operating decisions critical to strategic leadership. Structured around compelling case, participants master capital budgeting using NPV analysis, capital structure optimization through Modigliani-Miller propositions, and payout policies including dividends and share repurchases. The curriculum emphasizes practical application through an individual company report where participants analyze their organization’s financial strategies, ESG factors, and value-creation opportunities. A company visit and business simulations bridge theory with real-world financial decision-making.

Positioning accounting as the “language of business,” this module gives non-financial managers the confidence to interpret and act on corporate financial data. Executives master fundamental principles, ratio analysis and short-term cash-flow management before tackling advanced topics such as financial reporting risk. An online primer accelerates pre-class readiness, while in-class case exercises and a final group analysis of a live company ensure concepts are applied to real performance challenges.

Positioned as a pivotal pillar of business architecture, this course explores operational excellence through Industry 4.0 technologies, strategic sourcing, sustainable operations and resilience planning. Real-world case studies and interactive simulations demonstrate coordination challenges and resilience strategies. Participants manage a global mobile phone supply chain in an immersive simulation, making decisions on demand forecasting, resource allocation, and disruption mitigation. The curriculum emphasizes sustainability integration, covering circular economy principles, covering circular economy principles and lean manufacturing applications. Grading blends class participation, case reports and a capstone team project that audits a live supply-chain process and recommends improvement initiatives.

Prepares executives to recognize and manage the geopolitical forces that shape markets, alliances and regulatory environments across the Asian continent. Drawing on classical, critical and feminist schools of geopolitics, the module first equips participants with a rigorous conceptual toolkit—hard-, soft- and smart-power; territorial versus virtual space; the Thucydides Trap—to decode power dynamics among states, firms and non-state actors. It then moves to applied analysis of Asia’s most pressing flashpoints: Sino-Indian border tensions, South China Sea claims, Korea–Japan historical legacies, and the economic diplomacy of regional organisations such as ASEAN. Interactive lectures are paired with case workshops in which teams evaluate how territorial disputes, religious politics and demographic shifts translate into competitive threats or first-mover advantages for multinationals. Assessment blends a group briefings on an assigned regional disputes, in-class presentations to mock corporate boards and individual participation, ensuring every executive can communicate nuanced geopolitical risk recommendations to C-suite or board audiences.

Analyzing major Asian economies through historical and contemporary lenses, this course equips participants with tools to understand China’s rebalancing challenges, Japan’s economic evolution, India’s growth potential, and Southeast Asia’s development trajectories. Using frameworks like the Solow Growth Model and Heckscher-Ohlin trade theory, participants examine case studies through seminar-style discussions and a final essay foster critical analysis of geopolitical impacts on business operations.

Addressing the $3.9 trillion Islamic finance market, this module explores halal business strategies, Shariah-compliant financing, and marketing approaches for diverse Muslim populations. Case studies analyze market entry in Indonesia and Saudi Arabia, emphasizing socio-cultural and political-legal frameworks.

Designed for both corporate intrapreneurs and startup builders, this hands-on module cultivates an entrepreneurial mindset through guided discovery interviews, iterative experimentation and live founder dialogues. Participants learn to identify unmet market needs, de-risk early-stage ideas and compare four dominant corporate innovation models—evaluating their trade-offs, governance requirements and strategic risks. Instead of traditional exams, executives conduct a critical interview with a startup founder and deliver a reflective analysis that links theory to real venture journeys, sharpening their ability to navigate uncertainty and drive 0-to-1 growth initiatives.

The program’s capstone requires teams to develop ventures addressing environmental/social sustainability challenges with uncertain demand. Teams conduct field research—problem discovery interviews, controlled experiments, and iterative prototyping—for intrapreneurial or startup concepts. Evaluated through mid-project and final presentations, this experience emphasizes adaptation to unfamiliar markets, as seen in projects like sustainable tea estate management and ethical tourism initiatives.

This immersion module explores data-fueled organizations through contemporary case studies. Participants master AI implementation, KPI design, and AB testing while addressing data governance challenges in Asian tech ecosystems.

Focusing on value creation in the platform era, this three-day intensive equips leaders with practical tools such as the Business Model Canvas and Value Proposition Canvas to reinvent—or defend—their value propositions. Executives explore archetypal digital models, analyze ecosystem disruptions and participate in a workshop that stimulates creative problem-solving. The program culminates in a Digital Business Model Innovation Challenge where teams pitch transformation roadmaps to peers and faculty, sharpening their ability to capture new digital revenue streams.

This immersive course demystifies disruptive technologies—from AI and big data to cloud computing and platform analytics—and challenges executives to harness them for inclusive growth. Through interactive lectures, guest-expert sessions and a corporate visit to a leading digital innovation hub, participants dissect sector-shaping case studies and craft strategies that extend high-impact solutions to underserved markets. A capstone group project tasks teams with designing a digitally enabled business concept that profitably addresses bottom-of-the-pyramid needs, fostering both commercial acumen and social responsibility.

Focusing on measurable sustainability practices, this course uses simulations to evaluate interactions between financial and non-financial performance. Participants critique greenwashing in corporate reports and design CSR initiatives aligned with UN Sustainable Development Goals.

Covering intellectual property management in Asia and arbitration best practices, this module analyzes joint venture risks through relevant case studies. Participants draft exclusion clauses and evaluate insolvency procedures across jurisdictions.

Explores how brands are built, experienced and measured in always-on digital ecosystems.
Across six sessions, the course contrasts traditional versus digital media paths to value, decodes online word-of-mouth dynamics and teaches executives to craft data-driven campaigns. Hands-on group activities examine website value propositions, YouTube engagement tactics and TripAdvisor review mining, while Harvard/Ivey cases analyse DTC disruption and metaverse commerce. A final agency-style pitch requires teams to sell a comprehensive digital campaign backed by analytics KPIs.

Frames marketing as a profit engine in volatile Asian markets.
Delivered by dual faculty, the module mixes lectures, guest sessions on pricing power, luxury-brand site visits and evidence-based “marketing laws” workshops. Teams build a go-to-market plan for a brand extension, specifying segmentation, value proposition, omnichannel mix and ROI metrics. Creativity and empirical justification are rewarded in the culminating pitch and revised deck submission.

Translates well-crafted strategies into aligned, measurable actions. Focusing on organisational alignment, change management and balanced-scorecard design, the course blends concept briefings with in-class exercises and board-level case analyses. Teams present execution blueprints that incorporate ESG metrics and stakeholder governance. Individual performance is gauged through six real-time problem-solving tasks and contribution to plenary discussions.

Builds the analytical and interpersonal toolkit for crafting competitive advantage in high-growth contexts. Using contemporary business cases, participants master industry analysis, corporate-scope decisions and global expansion challenges before stress-testing them in a multi-team leadership simulations. Heavy weighting on class debate encourages persuasive, data-backed argumentation; short team debriefs cement take-aways for immediate workplace application.

A comprehensive, multi-disciplinary approach to driving organizational value creation through six critical business perspectives. Over six weeks, participants will master practical frameworks from leading Mannheim Business School professors covering Value-Based IT Management, Corporate Social Responsibility, Organizational Learning, International Taxation Strategy, Value-Based Marketing, and Modern Finance Functions. This self-paced online course equips executives with immediately applicable tools to optimize IT governance, implement sustainable business practices, build learning organizations, navigate complex tax planning decisions, develop customer-centric marketing strategies, and make data-driven financial decisions. The program combines cutting-edge academic research with real-world case studies and expert insights, enabling participants to holistically evaluate and enhance value creation across all aspects of their organizations while balancing stakeholder interests and long-term sustainability goals.

Cultivates the intra- and interpersonal intelligence needed to manage diverse talent for innovation.
Through MBTI-based self-diagnostics, group exercises and case debates (e.g., IBM’s “Diversity as Strategy”), executives learn to recognise diversity “flipsides,” build inclusive reflexes and integrate D&I metrics into firm-wide talent pipelines. Assessment balances active participation, an individual reflection and a group presentation that audits an organisation’s inclusion practices and proposes measurable improvements.

The online course will be taught by professors from Mannheim Business School, covering different perspectives on a chosen topic

Participants will get to embark on one-week residency in ESSEC Business School (France), Mannheim Business School (Germany) and Georgetown University (United States)