Educating the managers of tomorrow
Tomorrow’s work environment calls for open-minded, technology-driven managers with the capability to cope with uncertainty. We prepare our Fellows for this challenge through our unique education model: qui agit intelligit.
Our unique MBA
The Collège aims at developing a young leader's mindset so he or she can cope with agile companies, ever-changing variables and leadership in a globalized context. A year spent at the Collège is a year spent in a thriving network of like-minded ambitious Fellows, renowned professors, challenging managers and inspirational entrepreneurs. The Collège is a network of excellence, specially designed for engineers and scientists at the starting point of a career in management.
We aim at developing the following skills alongside management know-how:
- establishing an entrepreneurial mindset
- leadership in international teams
- communication skills
- value-driven thinking and acting
- coping with change, agility and uncertainty
Venture Lab & Intrapreneurship
From the business idea to a sustainable business, the role of entrepreneurship. Business planning and marketing of innovation and start-ups. Various case studies and examples.
The course is highly practical. Each group is assigned the task to identify technology innovators from research or start-ups and work with them on new business models and market approaches to find new product/market mixes for a given technology or innovation.
Innovation & Technology Management
Technology changes our life. Basic innovation principles. Management of R+D productivity. Leveraging intellectual property. High-tech. Individual creativity. Various case studies (in class and teams). Open Innovation workshops with technological companies.
Professor Dietmar Harhoff, LMU, Director and Scientific Member at the Max Planck Institute for Innovation and Competition
Professor Marc Gruber, Vice President for Innovation (VPI) at EPF Lausanne, Chair of Entrepreneurship and Technology Commercialization (ENTC)
Professor Roman Boutellier, ETH Zürich (em.)
|Entrepreneurship & Innovation||
Professor Emilio Paolucci, Politecnico di Torino
- Understand the role of accounting and controlling in a business context and use the instruments and techniques of accounting and controlling as for example:
- Costing and profitability analyses of products, services, markets, customers,
- Understand why accounting information must include both financial and non-financial information and how you can analyze this information
Valuation Restructuring & Financial Engineering
The objective of the corporate finance course is to introduce the methods of valuation, the concept of value drivers and the basics of value-based management through a mix of lecture and a case discussion.
Various case studies.
You get to know various types of investments and some specific aspects of markets. Further topics: Bonds, Derivative assets, a formal approach to price forward/Futures, Hedging interest rate risk, Swaps, Options, Pricing of options, applications of financial options, risk management.
Introduction to venture capital, building the financial plan, capitalization terms, elements of pricing, structuring, and negotiating deals; preparing for profitable exit strategies. Various case studies (in class and teams)
Principles of macroeconomics, interest rates, exchange rates, monetary/fiscal policy, inflation, unemployment and phases of the business cycle. The goal of this course is to build an understanding of macroeconomics mechanisms and the way they determine the evolution of the global economic environment.
Professor Reiner Fickert, Universität St. Gallen
Professor Andreas Grüner, Universität St. Gallen
Professor Christian Hofmann, Ludwigs-Maximilians-Universität München
Professor Franco Vernassa, Università degli Studi di Torino
Professor Marc Bertoneche, Harvard Business School
Professor Dominique Jacquet, INSEAD, Ponts ParisTech
Professor Stefano Branca, Università degli Studi di Torino
|Investments||Professor Michael Rockinger, University of Lausanne|
Professor Giuseppe Bertola, Università degli Studi di Torino
Andrea Gavosto, Fondazione Agnelli
Recognize that getting the right skills on the table is not enough to solve a problem efficiently. Be aware that teams must go through several phases before they are able to work efficiently together. Discover the key drivers available to team leaders to accelerate team development.
Organization and Performance
Improve your team effectiveness (collaborative intelligence, meeting, mailing, team knowledge, enhance leadership, manage conflicts, build a team). Improve your personal effectiveness (amplify your intelligence, resist the stress, organize the agenda and the desk, personal branding). Improve your effectiveness in business (increase sales, reduce costs, manage a unit with projects and processes, scoreboard, KPIs).
Professor Maurice Thevenet, ESSEC
Collège des Ingénieurs staff
Raquel Guarnieri and Cristiano Ghibaudo, Executive Coaches
|Decision-Making and Action||Professor Jean-Charles Pomerol, Sorbonne Université|
|Organization & Performance||Dr. Patrick Georges, Solvay Business School Bruxelles|
|Negotiation||Maurice Bercoff, Directeur Général, Négociateurs Associés|
Professor Alberto DeMarco, Politecnico di Torino
Professor Carlo Rafele, Politecnico di Torino
Professor Joanna Nowicki, Sciences Po Saint-Germain-en-Laye
Christine Gastinel, Associate Professor, Sorbonne Université
Long-term career planning involves a lot of guidance and preparation for life-long career planning: identifying core skills and values while developing personal and career goals in broad strokes.
Identifying career/employment trends: how can you prepare for future career developments?
The Business presentation goal is to propose a documented business idea to an executive committee of a company where the Fellow's mission takes place. The targets are: to detect a top management issue, to have a development perspective of the idea and to make recommendations on actions (if possible with figures).
Beyond intuitive negotiation: the keys to more rational thinking in negotiation, the fundamental preparation, negotiating a project, dealing with emotions to enhance the negotiator's effectiveness. Various case studies and negotiation simulations
Definitions of culture and stereotypes. Decoding the culture shock.
Bring to life everything you say with extra influence, personal impact, authority and natural presence. Learn to develop compelling content that quickly connects with people, from all backgrounds and discover strategies for handling questions. Comprehend how to gain buy-in from difficult personalities, feel confident to put these skills into action by gaining personal feedback and supportive coaching through video analysis.
Introduction to marketing and definition of the marketing environment (Pest & Swot tools). Further topics: value of price, customer value, market segmentation, differentiation, understanding and developing brands,
various case studies (in class and teams).
The concept of strategy and industry analysis are the fundamentals. Further topics: analyzing resources and capabilities, cost advantage, knowledge management and the knowledge-based view of the firm, differentiation advantage, various case studies (in class and teams).
Professor Maurice Saias, Northwestern University
Professor Dietmar Hilpert, ESB Reutlingen
Professor Achim Schmitt, Ecole Hôtelière de Lausanne
|Marketing Strategy||Professor Paul Fifield, Southampton Business School|
|Corporate Strategy||Professor Michael Mirow, Universität Innsbruck|
|Geopolitical Scenarios||Professor Paolo Magri, Università Bocconi|
|Digital Marketing||Giacomo Arcaro, Università Bocconi|
Production & Operations Management
This course explains how companies organize to produce at the best price, with the best service to their customers in terms of quality and delivery time. Various case studies (in class and in teams)
Business drivers for HR strategy. Recruitment strategy. Executive remuneration & compensation. Management development & leadership. Case studies (in class and in teams)
Management of Services
Toward a new definition of services. Services: The front-stage experience. The Service Triangle. The Service- intensity matrix. Finding and keeping the fit. The three movements of quality. Balancing supply and demand. From industrial to professional services. Managing the change process
Various case studies (in class and in teams)
|Production & Operations Management||
Professor James Teboul, INSEAD
Armelle Levieux, Member of the Executive committee, AirLiquide
Professor Thomas Edig, Chairman HR, Volkswagen
Thierry Baril, Member of the Executive committee, AirbusGroup
Sophie Guieysse, Member of the Executive committee Richemont Group
Professor Anna Caffarena, Università degli Studi di Torino
To strengthen the ability to think about all the consequences of the digital revolution for the European industry, the Collège des Ingénieurs offers seminars that focus on digitalization, entrepreneurship, and innovation. The MBA Fellows, who are now (and will be) part of the digital transformation of the big European industrial champions in the coming years, have the opportunity to discuss and work with top managers in charge of digital transformation within the Digital Lectures offered at the Collège.
Norbert Luetke-Entrup, Head of Technology and Innovation Management, Corporate Technology, Siemens
|Smart homes||Thomas Birr, SVP Strategy and New Business, innogy|
|Data management platforms||Alain Levy, Owner and CEO, weborama|
|Digital usage||Gilles Cochevelou, Group CDO, TOTAL|
|IT vs. digital||
Oliver Delabroy, Group CDO, Air Liquide
Laurent Dublanchet, Group CIO, Air Liquide
Serge Magdeleine, Head of Digital Journey, Group Crédit Agricole
|Ecosystem & GAFAnomics||Stéphane Distinguin, Founder & CEO, Fabernovel|