Learning Methodology
Experienced top-tier faculty members, international professionals, and executive facilitators from a wealth of academic and industry backgrounds. The methodology:
In-class workshops
Case studies
Board-level dialogs
One of the most influential executive development centers in the 21st century
The Program
An intense, immersive learning journey spanning over four weeks
MODULE 1: Horizon 2030 - New rules from the macro environment
Barcelona – Esade
Geopolitics
The world's geopolitical structure has transformed into a multipolar world that is globally connected, though with ever-greater polarization.
Technology drivers
Technology is evolving faster than companies' ability to absorb that technology and implement it.
Society
Changes in social structures and work habits are, more than ever, determining the way companies need to define and implement their corporate strategies.
Energy and resources
A new energy era is emerging, and the way we manage and access resources will transform entire economies.
Economy and finance
The years of financial stability have gone. The role central banks play will be more crucial than ever before, and companies will need to rely on financial experts more than ever.
MODULE 2: Innovation and experience to meet society's demanding expectations
Madrid – Esade
Sustainability and circular business models
- Operations, integrating value chains, facing regulation, providing full traceability, limiting externalities, etc.
Gen Z employees, customers, and markets
- Organization, workspaces, the customer experience, enabling digital capabilities, transforming into a digital business, communicating values and beliefs, etc.
(Generative) AI everywhere
- Industry 4.0, machine learning, automated customer management, algorithm basedbuyer behavior, etc.
Data-driven decision-making
- From raw data to business intelligence, industry transparency, reliable information, etc.
Platform and ecosystem drivers
- Transaction and innovation platforms, winner-takes-all oligopolies versus legacy value pipelines, etc.
Financial markets and currency wars
- Money markets, hedging risks, FX opportunities, from QE to liquidity traps and high interests rates, etc.
MODULE 3: The new markets that are transforming and rebalancing globalization
Singapore (international week)
- The Western world's fading importance
The diminishing weight of the United States, the European Union's struggle to gain international credibility as a global player, and Japan in the West.
- The chip wars and the 21st century's new pillars.
Raw materials, energy and technology markets, regulations, trade barriers, and investments that are deglobalizing the pillars that support the information era.
- An exhausted China hiding from reforms
The population pyramid, gender structure, speculation and boom-based growth, soaring debt, and the difficulty of meeting expectations due to political gridlock.
- India, its muscle, and market (after China)
The country's multicultural population, knowledge, resources, and government policies that are pushing their new superpower forward.
- Malaysia, the Philippines, Indonesia, Vietnam, etc.
Is there a friendly alternative to China to serve as an efficient factory for the world?
- The Arab world, perfect to bridge the globe
Dubai (UAE) as the 21st century's “new Switzerland”. Saudi Arabia as the fastest evolving power. Iraq, Iran, Egypt, Morocco, Algeria, etc., trying to find equilibrium and a role for themselves.
- Africa and Latin America
They have everything it takes, but they are fragmented and weighed down by protectionism and politics.
- Singapore and the new center of the world
The city-state with the winning formula to orchestrate growth and sustainability.
MODULE 4: Leadership and transformation for an emerging era
Barcelona – Esade
Business model transformation
Is the way companies currently operate and create value for their customers up to today's expectations? Are they evolving to fully exploit emerging capabilities and opportunities?
Should companies rethink and restructure their processes to adapt to new market conditions, technological advancements, and other disruptive forces?
Organizational transformation
Can organizational culture adapt to new market conditions, innovation rate, and other disruptive forces?
Are companies' workflows, responsive and resilient enough to keep up with evolving trends and needs?
Should they adapt their organizational structures, roles, and responsibilities to maintain or further develop their firms?
Academic information
After successfully completing this program, participants will earn the Expert in Advanced Management (AMP) degree issued by Ramon Llull University.
Academic Director
Jordi Brunat
Lecturer, Department of Strategy and General Management
Jordi Brunat, Academic Director of Esade’s AMP, is currently a company advisor and consultant and a Lecturer in the Department of Strategy and General Management at Esade.