Introduction and Orientation

Applicable only for the MBA-SM Program

This two-week introduction is an essential and compulsory part of the MBA Program atCCU and prepares the participants for the program's very different environment and structure. It does not award any academic credits, but it provides :

• An introduction to the program and the faculty.

• Advice and practice in accessing and using the program tools and computer lab.

• Guidance on study skills and on preparing for this particular program.

• Guidance on the case study model and the psychology track.

• Practicing the CCU innovation system, idea generator workshops, and creative thinking lab.

• Individual psychology and personality analysis interviews.

• Introduction to the CCU corporate model of education.

• During the two weeks, the program committee works very closely with the students to gain a deep understanding of the participants' mental map, creative thinking skills, knowledge, and information connected to the program structure and subjects.

The Modules

Foundation Module (6 weeks)

Applicable only for the MBA-SM Program

The foundation module includes courses that aim at providing participants with the solidbase required to start the MBA journey at Cambridge Corporate University; subjects include:

• Academic and Technical Writing (ATW)

• Case Study structure and analysis

• Time Management (TM)

• Business Communication(BC)

• Academic Guide to Referencing and Bibliography

• Business Innovation and Digital Transformation

• The CCU MBA Track

Please notice that the number of subjects and spectrum is based on the program you are enrolled in.

Module Description:

Learn to apply world-class leadership behaviors and strategic business management best practices essential to leading and managing disruptive transformation at the [Organization,Process, and Job/Performer] levels in a V.U.C.A. world. Over 75% of Transformations [Strategic,Operational, Organizational, and Digital] fail because leaders are unable to:

• Gain the complete trust of the people they were leading and capture their entire hearts and following

• See all the realities that were right in front of them. They had blind spots regarding themselves, others, or even the markets, customers, projects, opportunities, or other external realities that kept them from reaching their goals

• Work in a way that produced the outcomes that they should have produced, given their abilities and resources

• Deal with problem people, negative situations, obstacles, failures, setbacks, and losses

• Create growth in their organizations, their people, themselves, their profits, or their industry

• Transcend their interests and give themselves to larger purposes, thus becoming part of a larger missionLearn global leadership behaviors and management best practices to:

• Gain the complete trust of your team and capture their full heads, hearts, and hands

• See and face all the realities that are in front of you. Have the courage to notice the signs regarding yourself, others, or even the markets, customers, projects, opportunities, or other external realities and make decisions to prevent them from reaching your goals

• Work in a way that leverages your abilities and resources to produce the desired outcome(s)

• Deal with problem people, negative situations, obstacles, failures, setbacks, and losses

• Create growth in your organization(s), your people, yourself, your profits, or your industry

• Transcend your interests and give yourself to larger purposes, thus become part of a larger mission

Learning objectives

During this 8-week course, 1-hour online lectures will be held once per week. You will learn:

• The makings of becoming a Strategic Hustler™

• The strategic relationship between leadership, culture, governance, and strategy

• The traits, characteristics, and world-class behaviors of a Flexible Leader

• The traits, characteristics, and world-class behaviors of an Upfront (Visionary) Leader

• The world-class management best practices for an In-Control Manager

• How to tailor the behavior and management framework

Module Description:

Strategic Project Management is a required discipline for senior managers leading and directing in a culture of Excellence and Innovation, which provides companies with a strategic competitive advantage.

The Fourth Industrial Revolution (or Industry 4.0) is the ongoing automation of traditional manufacturing and industrial practices using modern smart technology. Large-scale machine-to machine communication (M2M) and the internet of things (IoT) are integrated for increased automation, improved communication and self-monitoring, and the production of intelligent machines that can analyze and diagnose issues without the need for human intervention.The pressures of a truly global economy cause today’s business to increasingly rely on senior management with the ability to provide insight, foresight, and oversight to information technology(IT) projects delivering data-driven services, infrastructures, and applications that comprise theDigital Transformations that are the hallmark of Industry 4.0.

While Industry 4.0 concept is implementing, most of the working environments are automatized and interoperated as a smart factory with Cyber-Physical Systems, the Internet of Things, and Big Data being processed in real-time using cloud computing. Industry 4.0 has brought many careers to transform and businesses to change as well. One of those careers is industry 4.0 project manager that gets another dimension with Industry 4.0.

A senior manager with a digital mindset must realize traditional project management strategies need to be transformed in the fourth industrialization because it is a challenging job requiring innovative solutions that solve problems that are multidimensional and multi jurisdictional. To address these changes and challenges, new skills and responsibilities are required of the industry 4.0 project manager. Transformations include digitization and automation of manufacturing operations, connecting various machines with multiple software platforms and interconnecting departments within the production environment, collecting and analyzing big data stream, providing data to partners such as suppliers and machine builders, monitoring IoT predictive maintenance and cloud platforms, and virtual and augmented reality.

To survive and thrive in the Age of Industry 4.0, IT organizations, from the CIO to the project manager, must envision, innovate, and transform. This requires effectively coordinating globally distributed software development teams while refactoring legacy applications into more flexible, service-oriented architectures. Also, a new approach is required for managing and developing software to drive services, infrastructure, and applications to remain competitive.

Learning objectives

This course focuses on world-class steps to delivering Industry 4.0 projects within a culture of Excellence and Innovation to give your organization the ultimate competitive advantage.During this 8-week course, 1-hour online lectures will be held once per week. You will learn:

• What makes project management the Strategic Enabler

• The Seven Phases of the Industry 4.0 Implementation Process

• Unique Characteristics of Intelligent Automation (IA)

• Differentiating Intelligent Automation (IA) and Artificial Intelligence (AI)

• The phases of the Performance Improvement Innovation Lifecycle

• Agile and Traditional Project Management in Industry 4.0

• Initiating components of an Industry 4.0 Project

• Planning components of an Industry 4.0 Project

• How to use a Work Breakdown Structure to create an Industry 4.0 Project

• How to schedule an Industry 4.0 Project

• Techniques, Tools, and Procedures to estimating Industry 4.0 project costs

• Techniques, Tools, and Procedures to controlling the quality of Industry 4.0 projects

• Industry 4.0 project management responsibilities

• Things to consider when organizing a team for an Industry 4.0 project

• Leadership and management styles to managing conflict

• How to conduct project problem analysis

• Issues, systems, and guidelines to project reporting

• The importance of integrated change control in Traditional and Agile Project Management

• Techniques, Tools, and Procedures for effective and efficient evaluation and completion of an Industry 4.0 project.

Module Description:

An organizational transformation has taken place. The source for every organization's return on financial spending is shifting from tangible assets, like equipment, to intangible assets, like information and its people. But transforming an organization is much like having heart surgery while running a marathon….without a finish line: --- Gary Cokins, one of the world's most well known gurus of performance management.

Beginning with a tongue-in-cheek description of how not to pursue a performance management culture focused on Excellence and Innovation.This module clarifies what performance management is, what it does, how it enables better strategic business decisions, and how to make it work. Revealing the relevant aspects of performance management, the Professor will discuss why the integration of multiple management methodologies and behavioral change management is crucial to overcoming managers' and employees' natural resistance to change.This course demystifies the complicated. It explores what it will take a senior manager—to successfully implement the full vision of the performance management framework to supportExcellence and Innovation in your organization.

Learning objectives

During this 6 weeks online module with each lecture being held one (1) hour per week. You will learn:

• How to successfully implement and integrate the various methodologies of performance management.

• How methodologies like forecasting demand, measuring performance, measuring segmented profits and costs, and planning for resource levels can themselves be integrated.

• Why analytics of all flavors, and especially predictive analytics, improve decision making.

• The importance of behavioral and change management issues.

• The difference between business intelligence and performance management.

• How to measure and manage customer profitability and future value.

• How governance and social responsibilities for people and the environment can be addressed using the same performance management methodologies used to improve an individual enterprise's economic performance.

• The role risk management plays in performance management.

• What a future vision of enterprise risk-based performance may include

Module Description:

Learn the language of finance in business. After all, you need to understand finance for successful decision-making. This lecture series provides senior managers with the necessary financial knowledge and skills to work effectively with their colleagues in finance and accounting.

Decisions and actions such as launching a new product or service, investing in new production facilities, doing mergers, acquisitions, and divestitures require a fundamental understanding of finance's key concepts. Learn how to deal with the business's financial side during this Finance for Senior Managers course, including business valuation, ratios, and financial performance.

You will be better prepared to deal with your firms' counterparts such as banks, consultants, clients, and investors. The course will better equip you to apply all finance facets in your role as a senior general manager. Are you ready for this next step in your career?

Learning objectives

During this 6 weeks online lecture with each lecture being held one (1) hour per week. You will learn:

• Applying accounting principles and guidelines when evaluating a company's financial position

• To apply the major ratios to analyze financial performance and strength

• How to explore different methods to analyze investment projects

• How to forecast cash flows and discount rates for investment decision-making

• How to articulate and apply the principles of value-based management

• How to investigate the key methods for business valuation

• Make value-based decisions with Activity-Based Costing (ABC)/Activity-BasedManagement (ABM)

Module Description:

Globally, organizations have employed the Balanced Scorecard and OKRs and yielded swift benefits—including but not limited to increased financial returns, greater employee alignment with overall goals, improved collaboration, and an unrelenting focus on strategy—from this world-class strategic business management tool.

Objectives and key results (OKRs) are integral to connecting the team and employees' goals with the organization's strategy to drive focus, alignment, engagement, and execution.Effective senior managers realize that providing value to the organization is about business outcomes, not technology.

This module is for senior managers:

(1) looking for a practical step-by-step process to formulate and execute strategy in business, government, and not-for-profit organizations.

(2) learn a new lightweight technique (OKRs) popularized by Intel and Google that focuses and motivates employees to achieve high levels.

Learning objectives

During this 6 weeks online lecture with each lecture being held one (1) hour per week. You will learn:

• The role senior management plays in simplifying strategic planning and management with the Balanced Scorecard

• Recognize the barriers to strategic execution--UPFRONT

• Use the Balanced Scorecard as a Communication tool, Measurement system, andStrategic Management System

• To ask the right questions to translate from mission to strategy initiatives

• Apply Two-Speed Execution using Strategy Maps and OKRs to balance measurement throughout your organization

Module Description:

Welcome to a world filled with Volatility, Uncertainty, Complexity, and Ambiguity! In other words, you are journeying through a V.U.C.A. world. The pace of change in a V.U.C.A. world is approaching warp speed. We need to look no further than the coronavirus pandemic, with the often spectacular change being thrown at us every day. Other changes like environmental degradation, nuclear proliferation, terrorism, failed states, narco-crimes also contribute to a climate where change management impacts all employees throughout an organization requiring a shift in how managing change is put into practice.

When change programs are initiated in organizations, there is a level of resistance from senior managers due to several reasons. These range from protecting their turfs to uncertainties regarding their position after the change is implemented and to ego clashes as well as power politics. The ways in which they can manifest their resistance to change ranges from citing time pressures and constraints involved in implementing the change, citing operational pressures in bureaucratic and mechanistic organizations where the rigid structure does not lend itself to change, and finally, by pointing out earlier instances of change that have failed. The point to note is that it is human nature to be comfortable with the status quo and hence barriers to organizational change are psychological more than anything else.

In the case of senior managers, the barriers to change arise because they would want to protect their turfs, resist change because a rival power group has initiated it, and finally, there is a tendency to resist change because the senior managers do not see a role for them after the change is implemented. A discussion on the barriers of change from senior managers requires distinguishing between the levels of managers. This is necessary as the barrier to change is different at each level. From the previous courses of the CCU Senior Management Program, you learned that while bad strategies result in failed change initiatives, good strategies without proper execution and implementation lead to the same result. Hence, it is not enough to have a good strategy in place if there are no viable means of execution and implementation.

Learning objectives

During this 6 weeks online lecture with each lecture being held one (1) hour per week. You will learn:

• The difference between change management and organizational transformation

• Individual and Organizational Change Management approach

• Why change initiatives have such an abysmal performance rate

• The barriers of change for senior managers, front line managers, middle-level managers, top-level managers.

• Why leaders at all levels are change managers

• How to prepare to be an effective change manager

• How to inspire and empower your team to get involved

• To ask the right questions to translate from mission to strategy initiatives

• To understand the characterizations of the levels of managers and their tendencies to resist change.

• Techniques for Overcoming Resistance to Change and Selection of Appropriate Technique

Module Description:

The field of Artificial Intelligence (AI) is finally yielding valuable smart devices and applications that do more than win games against human champions. According to MIT Sloan School ofManagement, a report from the Frederick S. Pardee Center for International Futures at theUniversity of Denver, the products of AI are changing the competitive landscape in several industry sectors and are poised to upend operations in many business functions. CCU has opened our Institute of Artificial Intelligence and Robots Process Automation.

The Citizen AI Engineer Program developed by world-renowned AI scholar-practitioner andCisco Chief Scientist and Technology leader, Dr. Mohan K. Bavirisetty, Ph.D, provides an in depth study of the technologies that fall under the AI umbrella.

Intelligent Automation (IA) is also called Hyper automation, is a concept leveraging a new generation of software-based automation. It combines methods and technologies to execute business processes automatically on behalf of knowledge workers.

Learning objectives

During this 3 week online foundational lecture with each lecture being held one (1) hour per week. You will learn:

• From a senior manager perspective, what is artificial intelligence?

• From a senior manager perspective, what is intelligent automation?

• How will AI influence business strategy?

• How will AI impact me and my staff—negatively or positively?

• What are the major management risks from AI?

• The principles to responsible uses of AI