Kellogg-Schulich Executive MBA
The Kellogg-Schulich EMBA Program Design
The overall design of the Kellogg-Schulich Executive MBA is efficient, flexible and balanced. The program begins in January and ends in June of the following year. The class schedule minimizes time away from work and maximizes in-class and study team learning.
Five learning formats
- Classes every 3rd weekend
- Live-in weeks at Schulich and Kellogg (USA)
- International week at Schulich
- Choice of electives at Kellogg
- A global strategy project overseas
Schulich Live-in weekJanuary 12-18
Module 1February 2-4
Module 2April 20-22
Kellogg Live-in weeksTwo weeks in August
Module 3September 7-9
Schulich International Week***October 23-27
Global Strategy ProjectInternational trip, 1 week in late November
Module 4, Kellogg Elective CoursesOnce a month, January to March
Module 5, Schulich CoursesOnce a month, April to June
* Course offerings and schedule are subject to change. Students are responsible for obtaining the necessary immigration/visa documentation to study in Canada (where applicable), to enter the United States to study and to travel to the country of destination for the Global Strategy Project trip in order to complete the program requirements of the Kellogg-Schulich Executive MBA Program.
**Students are pre-assigned to one of three waves for the Kellogg Live-in Weeks
*** This is a non-residential module for the Kellogg-Schulich students.
Core courses at the Schulich School of Business*
The course content of the Kellogg-Schulich EMBA ensures that you develop a strong knowledge base and skill set in all major areas of management. And because key management themes are integrated across the curriculum, you deepen your understanding of them and learn how each can best be applied in all your decision-making.
The following section provides detailed descriptions of the courses in the core curriculum. All are required for Kellogg-Schulich EMBA students. The curriculum has been developed jointly by the Kellogg School of Management, the Schulich School of Business and our global business school alliance partners in North America, Asia, Europe and the Middle East.
The core curriculum is organized into the five key areas identified by corporations as their “most wanted skills.” These include leadership, strategic thinking, cross-functionality, ability to drive results and core financial understanding.
Through this cluster of courses, you gain the perspective of a senior executive – how to manage change in turbulent environments, gain the global perspective that is essential to business today and, of course, lead socially responsible organizations.ViewHide courses
Leadership and Organizations
Explores individual and group behaviour in organizations with a focus on how to create knowledgeable, flexible and resilient work units that can respond to strategic-level change in organizations. Topics include team dynamics, decision-making, leadership and conflict management.
Leadership in Turbulent Times
Focuses on the challenge of creative management in a turbulent world. This course builds on research insights drawn from the new science of chaos complexity and other paradigms and metaphors for understanding organizational life. It shows how leaders and managers can use many different techniques to understand contemporary challenges and promote effective innovation and change.
Managing for Resilience
This course is designed to give participants a solid understanding of resilience, i.e. the ability to absorb and recover from shocks while functionally adapting, by exploring its roots and considering the carefully-executed research and summaries on the topic. It will help them explore and enhance their own sources of resilience; identify and enhance resilience behaviours in others; design teams for resilience, and diagnose and enhance organizational structures for resilience
Familiarizes students with the challenges faced by global managers and discusses ways in which they can be mastered successfully. The course is unique in that it uses historical case studies, based on the idea that what has worked in the past (or not) can provide important insights for a global manager today. Cases cover a wide range of time periods, geographic locations and sectors. While not the primary purpose of the course, the comparison with global business in earlier periods will also help identify the specific features of the current global economy.
Through this cluster of courses, you gain a general management perspective, thereby enhancing your ability to see “the big picture” – the strategic perspective that drives the decision-making of senior executives.ViewHide courses
Presents the economic foundations necessary for the successful strategic management of organizations. Strategic management is a principal role of the general manager, who is responsible for the success of the organization as a whole. In this course, students will develop concepts and frameworks that will be useful to the general manager in formulating and analyzing strategy.
Strategic Crisis Management
Focuses on crisis management from the point of view of managers and consultants. To anticipate and manage crises successfully, managers need to combine strategic thinking with an awareness of the importance of the ethical dimensions of business. That is, managers not only need to understand the motivations and strategic capabilities of stakeholders, but also should appreciate the importance of value-based management in preventing and managing corporate crises. This class is based on experience-learning: a rich set of case studies and crisis simulation exercises balance the theoretical and conceptual frameworks and will help participants to improve their strategic thinking as well as team management and communication skills in high-stress situations.
Strategic Decisions in Operations
Examines how strategic operational decisions impact the performance of the firm. The key will be to understand the link between operations configurations, the customer experience, and the financial performance of the firm. The course approaches operations strategy by taking a holistic view that incorporates competitive strategy, financial evaluation, and the customer experience.
You can also further enhance your strategic skills by taking electives in this area such as "Analytical Decision Modeling" or"Game Theory".
Strategic Marketing Decisions
The course focuses on two themes: marketing channels and brand management. It analyzes marketing channels from economic, social and political viewpoints. Topics include the management of relationships within and among organizations in a distribution system. Brand positioning and advertising strategies to make a brand successful are covered. Why strong brands play an important role in customer advantage will also be discussed.
General managers must adopt an integrative, cross-functional approach to decisionmaking, one that requires an understanding of all the component parts of a business enterprise. These courses expose you to functional areas of management previously outside your experience, and they relate those areas with which you are already familiar to a general management context.ViewHide courses
Explores the strategic decisions that lead to capital spending. The risk element in financial decision-making and financial instruments that have evolved to re-allocate risk in the economy are discussed. Important concepts and principles of financial management are examined using both theory and cases.
Management Planning and Control
Examines the use and usefulness of accounting information in management decision-making, including strategy formulation and implementation. Emphasis is on the use of financial and non-financial information by firms working in an increasingly international environment. The course explores new models and approaches to management planning and control including the “balanced scorecard” methodology, activity-based costing and management-incentive systems.
Presents an integrative, dynamic view of competitive marketing strategy with a focus on both developing and executing a strategy. This course also makes an important distinction between customer advantage and competitive advantage. It provides a framework to develop marketing strategies that yields a distinctive customer advantage based on customer and competitor analysis.
Examines operations management in both manufacturing and service organizations and emphasizes tools and principles that are equally useful in both sectors. The course looks at the coordination of complex and dynamic systems of people, technology and materials to achieve competitive advantage. A process view of operations is developed and used in order to understand key operational decisions in the management of capacity, cycle time, quality and linkages to other partners in the value chain.
Ability to Drive Results
The courses in this area are about delivering superior performance - in your decisionmaking, team leadership and negotiations.ViewHide courses
Enterprise IT Strategy and Digital Transformation
This course is designed for all executives who participate in decision making that affects the management of information, who have an interest in strategic IT issues, or who want to improve the digital transformation capabilities of their organizations. The orientation of the course is organizational and strategic. It deals with the effective management of capabilities generated from IT and digital technologies, rather than the systems themselves.
Global Strategy Project
This course provides students with an opportunity to study business in an emerging economy. The Global Strategy Seminar includes classroom instruction on the culture, economy, and business environment of the region of study. The course culminates into an applied project (Global Strategy Project) that involves creating a market entry strategy for a client company into the country of destination.
Develops negotiation and dispute resolution skills through simulations set in dyads, groups and multilateral contexts within and between organizations and across cultures. This course focuses on the diagnosis of organizational conflicts and offers strategies for addressing their underlying causes through the development of negotiation skills. Participants engage in and receive feedback on their performance in a variety of experiential exercises, beginning with simple two-party disputes and moving to complex multiparty conflicts. The class is team-taught in order to maximize opportunities for feedback and discussion.
Leading Entrepreneurial Growth
This course focuses on the challenges and strategies associated with “scaling up” entrepreneurial organizations or ventures beyond the start-up phase. Drawing on leading edge international scholarly and practitioner work, it will explore innovative scaling strategies, discuss how to navigate through the growth phase, and guide participants in their personal leadership journey to help create success for them and their organization.
Managerial Decision Analysis
Explores the languages of statistics with a focus on teaching candidates how to become knowledgeable consumers of statistical reports, effective managers of those doing the statistical analysis and confident critics of statistics done poorly. Three distinct model structures are presented, namely forecasting, decision theory, and optimization. These methodologies are illustrated with real world problems, and students are given the opportunity to apply them in case settings.
New Venture Design
The objectives for this course are to enable participants to practice thinking and acting entrepreneurially, and gain confidence doing so. Participants will engage in the venture development process, identify opportunities, develop business concepts and validate them, ideally enabling them to present their venture projects within their own organizations or to pitch them to potential resource providers.
Core Financial Understanding
These courses provide you with an understanding of financial management and increase skills and confidence in making decisions that deliver bottom line results.ViewHide courses
Economics of Competition
This course studies the economics of competition within individual industries. The emphasis is on diagnosing the determinants of an industry's structure and formulating a rational, competitive strategy for coping with that structure. Special attention is given to problems of entry, exit, and pricing.
Financial Instruments and Capital Markets
Examines the various types of primary and derivative financial instruments and the markets in which they are traded. A major focus of the course is on becoming familiar with the structure of the instruments, as well as how they can be used to control risk. In addition to the technical and descriptive content, current corporate governance and best practices will be examined through various case studies.
Financial Reporting Systems
Examines the role of financial accounting information from the perspective of users and decision-makers. Emphasis is placed on the choices that the preparers of accounting information make, how these choices affect what is presented to decision-makers and ultimately the decisions they make. Cases are used to emphasize the impact that these choices can have on financial reporting and decisions.
Mergers and Acquisitions
Addresses key strategic and organizational considerations involved in the management of interorganizational relationships. It first explores the motives of individual firms to engage in a merger or pursue an acquisition. The valuation models employed for mergers and acquisitions and the legal aspects of domestic and international linkages are examined and the activities that lead to negotiating and putting together a deal are discussed. And finally, the course addresses the organizational, human resources and operational issues in the management of post-acquisition integration.
Elective courses at the Kellogg School of Management (USA)*
Students in the Kellogg-Schulich EMBA program have the opportunity to take elective courses at the Kellogg School during their second year. These expand your range of curriculum options and allow you to focus more specifically on one key area of business such as finance or strategy. You will be integrated into classes with Kellogg’s own EMBA students, resulting in a powerful business network drawn from across North America. Listed below are examples of courses that have been offered recently.
This course hones critical thinking skills related to the fundamentals of planning and executing advertising strategy. It unfolds along the stages of an advertising campaign including target selection, consumer insight development, formulation of a brand position, and execution and evaluation. At each stage, questions faced by brand managers, advertisers, and marketers are asked and answered. Both classic and contemporary advertising campaigns are used to illustrate core concepts. Discussions focus on skills sets used by brand managers to interact with creative and develop campaigns.
Analytical Decision Modeling
Teaches students how to structure, analyze, and solve business decision problems. The course will address problems involving optimal resource allocation (how to best utilize the available resources), risk analysis (how to incorporate uncertainty in problem parameters), and decision analysis (how to make sequential decisions under uncertainty with information). The main emphasis of the course will be on systematic, logical thinking, and problem solving and the approach involves a hands-on, in-class learning experience. Requires a good working knowledge of Excel.
Biases and Forecasts Under Deep Uncertainty
All critical decisions in business involve bets on future events about which there is no reliable past data or consensus about their likelihoods. Judgment in these situations of deep uncertainty tends to be clouded by behavioral biases that lead to frequent, often disastrous, forecast failures. This course provides frameworks to identify persistent psychological biases that underlie these failures and shows how tools of cognitive psychology and probability can effectively mitigate them.
Consumer Led Growth
Growth is an important objective for all organizations. With the acceleration of globalization and increasing impact of the digital revolution, understanding individual consumers and corporate customers has become increasingly central to organizations achieving their growth targets. Through a more intense focus on customers and consumers, organizations can more effectively create value in a business-to-business and business-to-consumer setting and, more important, create competitive advantage, the basis for achieving growth and profitability. This course will discuss concepts and frameworks for leading organizations and developing competitive strategies in an increasingly global, digital world, in both business-to-business and business-to-consumer markets.
Entrepreneurial Finance and Venture Capital
Focuses on financing issues facing new, young, high growth business ventures. The course provides the perspective of both the entrepreneur and the investor and is intended for those who are currently or who wish to eventually become entrepreneurs, those who may wish to enter into the venture capital industry or invest in startups as an angel investor, and those who are currently or intend to become employees in startup ventures.
Introduces the subject of game theory and strategic thinking with some illustrations from management and related subjects. While the mathematical background required is minimal, the course does assume the ability to go through rigorous analytical reasoning.
Incentives, Organization and Strategy
People respond to incentives and they do so in predictable ways. Starting with this simple premise, this course then asks how managers can design incentives to get employees to do what they want them to do. The goal of the course is to offer a micro-economic approach to both the internal organization of firms and its relationship with the firms' overall strategies.
Innovation Strategy & Management
Applies a theoretical and applied approach to understanding Innovation Strategy & Management from the perspective of the senior corporate manager. The course will focus on innovation within business entities, from the typical technology and product innovation programs, to broader process marketing and other forms of innovation. The course will address innovation as a holistic strategic management imperative not limited to Research & Development or New Product Development. While the course will provide a theoretical foundation, the focus will be on real world issues, products and systems.
Intellectual Capital Management
In the contemporary economic environment, intellectual assets like know-how, inventions, explicit content, brands, trademarks (forms of intellectual property), contractual agreements etc. are the largest proportion of a firm's total wealth. This course covers the specific agenda of using intellectual capital in general and properties in particular for competitive advantage in multiple market contexts.
Managing an international business or one exposed to global competition requires an understanding of international financial instruments, markets and institutions. This course seeks to provide students with a working knowledge of these issues. The topics include: the nature of foreign exchange risk, the determination of exchange rates and interest rates, the management of foreign exchange risk with forwards and options, exchange rate forecasting, the evaluation of international investments, currency speculation, the impact of monetary policy on exchange rates, and current developments in the international financial system.
Leading High Impact Teams
Integrates the art and science of teamwork to help managers and leaders design and lead high impact teams in their organizations. The course challenges students with engaging exercises and real-world problems and provides opportunities for meaningful and timely feedback on leadership and team performance. This course will focus on managers both as team players and as team leaders.
This course focuses on the design of, and strategy for, the routes to market a company will use for its products or services. The course exposes students to an analytic framework and tools to help guide their routes-to-market management processes. Targeted cases are analyzed in class to bring the analysis and framework to life and leave students with a toolkit to tackle distribution channel challenges for products or services; for consumer goods or industrial goods; and for international as well as local routes-to-market situations.
Strategy Beyond Markets: Changing the Rules of the Competitive Game
All businesses need to comply with "rules of the game": laws and regulations that structure market competition and a company’s competitive position. Examples include: antitrust legislation; regulatory compliance requirements; privacy regulation and norms; intellectual property rules; product liability rules; barriers to exports; etc. Successful companies excel at reacting to, and influencing, these rules. Disney, for example, successfully lobbied to extend the duration of copyright protection, thus prolonging its exclusive ownership of the Mickey Mouse character. In another example, Monsanto has long been seeking to overcome European Union regulatory barriers to genetically modified crops. Often, success in these "non-market" endeavors is critical for sustaining market competitiveness of a single firm or of a whole industry. In this class, students will learn how to think strategically about the rules of the game, and how to make the rules of the game work for their business.
* Course offerings are subject to change.
Global Electives Modules at Kellogg Partner School Locations*
As a partner in the Kellogg School of Management's global network of executive MBA programs, the Kellogg-Schulich EMBA program offers its students exciting opportunities to study abroad. Through an optional module at one of the Kellogg partner school locations (Kellogg's Miami campus, the Hong Kong University of Science and Technology, the Guanghua School of Management (China), the Leon Recanati Graduate School of Business Administration at Tel Aviv University in Israel or the WHU Otto Beisheim School of Management at Vallendar/Düsseldorf, Germany), students will study and network with other EMBA students in the partnership. In each of the global electives modules, students will take two courses over a ten-day period and be integrated into new multinational study teams.
All global electives modules at the partner schools are scheduled throughout the year to facilitate choice. Every effort is made to accommodate student preferences regarding location.
The Kellogg-Schulich EMBA program also hosts its own global electives module (Schulich International Week). The two courses in this module are part of the core curriculum and are therefore compulsory for Kellogg-Schulich students. Like all the global electives modules, the Schulich module attracts students from all Kellogg partner schools.
* Course offerings and schedule sequence are subject to change. Students who opt to participate in an optional Global Electives Module at a Kellogg partner school location are responsible for obtaining the necessary immigration/visa documentation to enter the country of the partner school.
Year 2Vallendar, Germany One week, MayBeijing, China One week, May