cambridge judge business school executive education january … · dates 18-19 march 2010...

Inspiring leadership improving performance

Cambridge Judge Business SchoolExecutive EducationJanuary 2010-July 2011

“Business schools owe it to their partnerorganisations to offer solutions for theirmanagers to learn throughout theirprofessional lives. We also want to haveimpact. It gives me great satisfaction toknow that executives apply the conceptsthey learn on our business programmesand improve the performance of theirorganisations as a result.”Professor Arnoud De MeyerDirector, Judge Business School

Contents

Dates offeredINTRODUCTION

Why Executive Education at Cambridge? 5

STRATEGY AND INNOVATION

Strategic management: creating and sustaining competitive advantage 6 18-19 March 2010 21-22 October 201010-11 March 2011

Managing innovation strategically 7 14-15 October 2010

Futures thinking: tools for strategic navigation in a business environment 8 29-30 April 2010 of unprecedented change 30 September-1 October 2010

7-8 April 2011

Business model innovation: changing the game NEW 9 20-21 May 2010 19-20 May 2011

Leveraging organisational and cultural change 10 22-23 April 201014-15 April 2011

OPERATIONAL EXCELLENCE

Enterprise performance management NEW 12 1-2 July 20107-8 July 2011

Project management for value creation NEW 13 29-30 April 20105-6 May 2011

PEOPLE MANAGEMENT

Creating high performance teams 14 25-26 March 2010 25-26 November 201024-25 March 2011

Successful negotiation strategies 15 4-5 March 2010 4-5 November 20103-4 March 2011

Best practice in managing people 16 30 September-1 October 2010

Achieving excellence in human resources management 17 18-19 November 2010

FINANCE AND ACCOUNTING

Finance and accounting for non-financial managers 18 6-7 May 2010 11-12 November 20105-6 May 2011

Financial analysis for business performance 19 4-5 February 201017-18 February 2011

Planning for an uncertain world NEW 20 11-12 February 2010 18-19 November 201010-11 February 2011

Endowment asset management NEW 21 21-25 June 201013-17 June 2011

Dates offeredMARKETING

Strategic marketing 22 27-28 May 2010 23-24 September 201026-27 May 2011

Managing brands 23 17-18 June 201014-15 October 20102-3 June 2011

Product marketing strategies for impact 24 11-12 March 2010

Managing customer relationships and creating customer loyalty 25 10-11 June 2010 30 September-1 October 20109-10 June 2011

LEADERSHIP

Women in leadership 26 13-14 May 201012-13 May 2011

GENERAL MANAGEMENT

General management programme: mastering the language 28 14-25 June 2010and practice of management 22 November-3 December 2010

20 June-1 July 2011

General Management Certificate 29 ongoing

HEALTH MANAGEMENT

Cambridge health leaders programme 30 15-17 September 2010

International health leaders programme 31 20-24 March 201026-30 March 2011

PROFESSIONAL SERVICE FIRM MANAGEMENT

The law firm partner 32 7-10 March 2010 26-29 September 20106-9 March 2011

The professional service firm partner 33 Please refer to website

ENTREPRENEURSHIP

Advanced Diploma in Entrepreneurship (ADE) NEW 34 Annually from September

Location, Information, How to enrol 36

Calendar 37

For the latest information on programme dates and content, please visitwww.cambridgeexeced.com

Personal and professional

development is vital in

creating a culture of

innovation and creativity

to compete effectively in today’s

business environment and to plan

for the challenges of tomorrow.

4

Executive Education Judge Business School, Cambridge 5

The University of Cambridge is internationally renowned for:

• outstanding faculty and excellence in teaching and research

• a collaborative learning environment and community

• commitment to innovation and its application in science, technology and business

• the Judge Business School MBA programme, which is ranked among the best in the world

Our goals in Executive Education at Judge Business School are to align thesestrengths to deliver programmes that impact on the development of leaders andorganisational performance.

Our programmes are designed to provide a collaborative and stimulatingenvironment for learning and to add value to your professional career andpersonal growth. The diverse educational and professional backgrounds of ourfaculty and delegates enrich the experience. We attract participants from aroundthe world and across industries and business sectors.

Cambridge Executive Education provides:

• over 25 open courses for individuals in the fundamental management areas ofstrategy and innovation, operational excellence, people management, financeand accounting, marketing and leadership

• specialist open programmes in health and professional service firm management

• Diploma in Entrepreneurship

• customised programmes developed and designed in close collaboration with ourclient organisations to meet their specific strategic and operational objectives

We invite you to explore and discover the Cambridge experience at JudgeBusiness School by enrolling on our courses or speaking to us about yourdevelopment needs.

Lawrence S. Abeln, PhDDirector, Cambridge Executive EducationJudge Business School, University of Cambridge

Why Executive Education at Cambridge?

Dates18-19 March 2010(Thursday-Friday)

21-22 October 2010(Thursday-Friday)

10-11 March 2011(Thursday-Friday)

DurationTwo-day programme

LocationUniversity of Cambridge, Cambridge, UK

FeeThe programme fee is £1,700 (exclusive of VAT). Fee includes instruction,materials, lunches andbreaks.

Group discounts areavailable.

How to registerwww.cambridgeexeced.comor 0800 183 1145 (UK only)+44 (0)1223 330741

“Excellent – refreshed myknowledge on strategytheories and their practicalimplications.”

“I came away with anunderstanding of how toimplement strategy and a set of useful tools.”

Strategic management: creating and sustaining competitive advantage

Programme summaryThis programme provides managerswith the basics of strategic thinking andstrategic analysis. It is intended toenhance strategic capabilities bydemonstrating the tools and techniquesthat are commonly employed instrategic analysis and to provide aframework for how to maintain acompetitive advantage.

The programme emphasises howorganisations can use strategy toenhance impact, value andperformance. A general outline of thestrategy process will be examined andthe forces of strategic analysis will beexplained. The programme provides anunderstanding of the economicmotivation that underlies successfulstrategic decisions and how to perceiveproducts, processes, firms andindustries in a strategic manner.

By working through real life case studiesyou will apply analytical tools andframeworks in a wide variety ofsituations. You will be tackling issuessuch as competitive analysis,development of new capabilities, value chain analysis and technologyconvergence.

The programme is designed for bothgeneral and functional managers whowish to acquire a comprehensive anddeeper understanding of strategy.

Topics• How to monitor the attractiveness of

your industry and tailor strategyaccordingly

• How to develop and sustain acompetitive advantage

• The strategic role of complementaryassets

• Why is it important to align yourstructure to your strategy at all times

• How to come up with creative business models

• Plotting strategy in the face of network effects

• Corporate strategy

Benefits• Learn the tools and techniques of

strategic analysis • Improve your strategic capabilities in

the decision-making process • Understand the strategic

implementation process • Identify the strategic forces that impact

your business or industry

Participants earn a certificate oncompleting the programme. Thisprogramme counts as one course for those completing the CambridgeExecutive Education generalmanagement certificate.

Executive Education Strategy and innovation6

Dates14-15 October 2010(Thursday-Friday)






“Thoroughly useful andenjoyable. It was incrediblehow much you managed to fit into two days and still keepit relaxed and engaging.”

Managing innovation strategically

Programme summaryIncreasingly in today’s fast-paced,converging world, sustained innovationis a necessity not only to thrive but alsoto survive. However, for most firms, thestrategies and processes associatedwith innovation remain vague and notprofessionally managed. As a result,most firms are unable to innovate andthus create new value. Among thosewho are able to create new value, feware able to capture it.

In this programme we will learn whyfirms struggle to create and capture new value. We will share a number ofconcepts on how to implementinnovation in an organisation anddevelop a set of practical tools and concepts that you can apply to your business.

Previous attendees have includedexecutives from functions such asmarketing, strategy, businessdevelopment and R&D.

Topics• How to increase the likelihood of your

technology or design becomingdominant

• How to capture value throughcomplementary assets

• How to disrupt your competitorsthrough innovative business models

• How to manage innovative development projects

• Capacity management • How to harness the power of users in

the innovation process • How to enhance the likelihood of your

product’s success in the market

Benefits• Learn the tools and techniques of

managing innovation • Improve your capabilities to apply

innovation in your organisation toenhance performance

• Understand the factors to supportcreativity and innovation

• Understand the innovationimplementation process and how bestto organise innovation


7www.cambridgeexeced.com

Dates29-30 April 2010(Thursday-Friday)

30 September-1 October 2010(Thursday-Friday)

7-8 April 2011(Thursday-Friday)


LocationUniversity of Cambridge, Cambridge




“This programme is bothintellectually exciting andhighly practical.”

Futures thinking: tools for strategic navigation in a businessenvironment of unprecedented change

Programme summaryThe continuing rapid speed oftechnological development andvulnerabilities opened up by globalisedmarket interdependencies mark an eraof unprecedented change. At the sametime, the organisations’ need for longrange strategic planning is confrontedby increasing constraints includingcommodities, access to investmentopportunities and capital availability, allin a context of increasingmacroeconomic uncertainty.

The programme looks at howcompanies navigate when familiarreference points have been swept away and revisits traditional approachesto strategic thinking. It helps you toradically re-think your strategies and to adopt an anticipatory, flexibleapproach through the application ofdifferent futures thinking techniques inthe context of new economic andbusiness realities.

The programme combines workshop-style training led by experiencedpractitioners and faculty who look atdevelopments from a long-term andglobal perspective. A range of differentexercises will enable you to applymethodologies to your own businessenvironment.

The course is designed for general and functional managers. It supportsthose who wish to acquire a morecomprehensive understanding ofalternative ways to approach strategy formulation.

Topics• How to respond rapidly to sudden

change in the business landscape• How to apply different futures thinking

techniques• How to develop relevant strategic

responses for participants’ ownbusiness environment

• How to develop strategic resourceflexibility for ‘fast strategy’

• How to manage a portfolio of options

Benefits• Explore tools to help manage the

uncertainties we are facing today• Acquire the tools and techniques of

different futures thinking techniques• Identify the new driving forces impacting

your business or industry• Understand the impact of new

paradigms on strategy formation• Improve your long-term planning

capacities in the decision-makingprocess

Participants earn a certificate oncompleting the programme. Thisprogramme counts as one course forthose completing the CambridgeExecutive Education generalmanagement certificate.



Dates20-21 May 2010(Thursday-Friday)

19-20 May 2011(Thursday-Friday)






Programme summary A recent survey by IBM of over 700CEOs globally found that competitivepressures have pushed business modelinnovation high up on the priority list offirms worldwide. This survey alsoshowed that firms which have growntheir operating margins faster than theircompetitors were putting twice as muchemphasis on business model innovationthan underperformers.

The progress of globalisation, theintensity of technological change, andshifts in industry boards have all createdopportunities for new business models.Indeed, business model innovation cancreate huge opportunities whilethreatening traditional means ofgenerating revenue. Such innovationscan, consequently, make the fortunes ofsome firms while killing the marketpositions of others.

This programme will focus onunderstanding the concept of businessmodel innovation, and provide aframework to identify and implementnew business models to createsustainable competitive advantage.

The programme will benefit those whoare responsible for developing orimplementing strategic decision makingat both business unit and firm level. Theprogramme is geared towards middleand senior management who areresponsible for managing growth anddeveloping innovation to the approachto doing business.

Topics• What is business model innovation and

how does it differ conceptually fromother forms of innovation?

• What are the strategic challenges forincumbent firms to respond to businessmodel innovations?

• How can you influence internalstakeholders to adopt business modelinnovations?

• What are the features of exemplarybusiness models and how can firmslearn to implement new businessmodels successfully?

Benefits• Understand the concept of business

model innovation and how it differs fromother types of innovation

• Understand how to influence andchange markets to create competitiveadvantage and the relationship betweennew markets and business models

• Understand the internal processes,organisation and incentives thatbusinesses need to adopt to create andsustain business model innovation

• Develop frameworks and tools to enableyour organisation to achieve businessmodel innovation


Business model innovation:changing the game


14-15 April 2011(Thursday-Friday)



FeeThe programme fee is £1,700 (exclusive of VAT).Fee includes instruction,materials, lunches andbreaks.



“I really enjoyed the mixbetween academic &practical experience and also sharing experience ofother delegates and theirorganisations.”

Programme summaryAt a time when organisations need to beat their sharpest and able to flex andbend with changing markets andtrends, the need for change expertswithin the management group is vital.

This programme provides leaders andmanagers with the tools and insights toeffectively develop a culture andprocess for change.

Over the two days we address suchquestions as: what type of changeapproach is appropriate for yourorganisation by understanding thesituation in which it currently operatesand its strategic goals; what role doesHR play in reinforcing shifts in cultureand practice; what can you do toinfluence others and lead theorganisation through uncertainty.

We will work with specific tools thatenable change agents to manage andinfluence a range of key stakeholdersand explore how you can engage thewider organisation to increasecommitment and performance evenduring change and uncertainty.

This is a highly interactive two days,drawing on actual case studies and yourown experiences to lead to personalaction plans.

The programme is relevant for anyonewho is involved in the change processeither as a leader or as an activeparticipant.

Topics• Understanding organisation dynamics • Exploring different change architectures • Roles, tools and skills of the change

agent • The HR infrastructure and what it adds • Strategies to make change happen • Challenges to impact change • Engaging key stakeholder and

employees

Benefits• Become a more effective manager

and leader in your organisation • Learn to recognise what kinds of

change will work in your organisation • Learn how to utilise HR, existing

culture and people to make changemore effective

• Learn how to craft a change approachthat is likely to succeed

• Learn how to use a change agency to engage stakeholders and staff toimplement change


Leveraging organisationaland cultural change


Dates1-2 July 2010(Thursday-Friday)

7-8 July 2011(Thursday-Friday)






Executive Education Operational excellence

Enterprise performancemanagement

Programme summaryHow do you measure yourorganisation’s performance? Are youmeasuring the right things? Are yourmeasures aligned with your strategy?Do your measures drive performance?

Issues of how to measure and manageorganisational performance areendemic in the public and privatesectors. Many organisations haveintroduced performance measurementand management systems based onframeworks such as the balancedscorecard, but research suggests thatoften these add little value. Not becausethe frameworks themselves are flawed,but because of the way they aredesigned, deployed and used.

Drawing on a wide range of cases andexamples, this highly interactive andpractical programme will equip you witha robust set of tools and techniques toimprove your organisation’s strategicperformance management systems.

Delivered by one of the world’s leadingexperts, Professor Andy Neely, theprogramme is for those responsible fordesigning, deploying and maintainingstrategic performance managementsystems or simply worrying about howto make a better connection betweenstrategy and performance. Packed withpractical examples, including lessonsabout what does not work as well aswhat will, the two days will bringstrategic performance managementalive.

This programme is designed for seniormanagers, often at director level orequivalent, with strategic responsibility.Typical attendees would include HRdirectors, finance directors, operationsdirectors and/or managing directors.

Topics• Measurement frameworks and

methodologies – the balancedscorecard, the performance prism –how to make them work for you

• Designing performance measures –ensuring measures drive the rightbehaviour

• Extracting insight from data – deliveringbusiness intelligence

• Translating strategy into action –aligning measures and strategy tomaximum effect

Benefits• Practical tools and techniques to help

you improve your organisation’sperformance

• Hints and tips on how to make the bestuse of the performance data you haveaccess to

• Access to leading thinking and practice– the state of the art in strategicperformance management


12








Programme summary Project management involvesorganising and managing resources in amanner that ensures projects arecompleted within a defined scope,quality, time and cost. In these times offinancial and market instability it is evermore important to understand thechallenges and complexity in projectperformance in order to safeguard orenhance project value.

This programme explores the keyconcepts for project management in acommercial context. Topics include howto recognise uncertainty, ambiguity andcomplexity within the process of projectdesign and implementation as well asthe critical challenges of projectmanagement within new productdevelopment.

The programme is designed forexecutives with some experience inmanaging projects, who seek to extendtheir effectiveness in project design and execution.

Topics• Overview of the tools and processes of

project management • Approaches to managing uncertainty,

ambiguity and complexity in projectmanagement

• Risk and valuation in project design• Technology management in new

product development and designthrough to commercialisation

Benefits• Learn the key tools and processes for

the successful project• Understand how to identify the risks and

opportunities associated with complexprojects to improve project outcomes

• See how project managementtechniques are used in new productdesign and development

• Gain a wider understanding of projectmanagement in commercial contexts


Project management forvalue creation



25-26 November 2010(Thursday-Friday)







“What a great course! Itwasn’t just a battery re-charge session but fullreplacement. I had two bigmeetings right after thecourse, one with my teamand one with my boss – bothwent extremely well – a directresult of having a newperspective and the righttools for each situation.”

Executive Education People management

Programme summaryTeams are at the heart of organisationallife and their effectiveness stronglyinfluences the success of the enterpriseoverall. Striving for, and achieving, highperformance in teams has thereforebecome a major business imperative,but bringing together individuals into agroup and making them a cohesive andproductive team is far fromstraightforward. The mix of differingpersonalities, skills, motivations, careeraspirations, and leadership styles ofindividuals, as well as the complexitiesof the task and the process means thatbuilding and shaping high performanceteams is fraught with difficulty.

This programme provides insights intobuilding high performance teamsthrough focusing on state of the artresearch conducted at University ofCambridge which unlocks the black box of team composition and teamdynamics, and uses examples fromorganisations as diverse as theUniversity of Cambridge Boat Crewthrough to major public corporations.

We will explore the area of leading highperformance individuals in a teamsetting. Managing these ‘Alpha’individuals, and ensuring they bring theirtalents to bear for the good of the team,is a crucial and fascinating managementchallenge. The second day will highlightissues of leading teams with individualsbelow elite level, who are highlyimportant to the organisation yet whorequire rather a different managementapproach than the ‘A’ players.

This programe will benefit thoseresponsible for managing ordeveloping teams, to improveperformance and organisationaleffectiveness.

Topics• Bringing high performance individuals

together: the Alpha individual in teams • What does leadership mean in a

team context? • Building and maintaining trust in

team-based working • Building the team below elite level • Creating a high performance culture

Benefits• Develop new perspectives on how

to manage teams • Explore the importance of high

performance cultures • Understand how the segmentation of

employees affects team practices • Develop an understanding of effective

leadership in teams


Creating high performance teams

14

Dates4-5 March 2010 (Thursday-Friday)








“The exercises were superb:fun, engaging and providedexcellent practicalexperience of real timescenarios, contained within a safe environment. Mark isan inspired teacher with adeep knowledge of thesubject, exemplary deliveryand an engaging manner. The international mix ofparticipants further enrichedthe experience.”

Programme summaryRelationships are central to businesssuccess. Yet they are fragile. Goodmanagement – of one’s life and career –requires a set of distinct ‘relational’ skills:the ability to distribute value, to spotopportunities for value creation, to dealwith differences, to circumvent or resolveconflict, to be seen as fair and objective,and to handle difficult conversations.The reality is that many of those youmeet have different world views,ambitions, values, risk preferences,loyalties, prejudices, likes and dislikes.Being able to reconcile these differencesthrough effective negotiation – evenusing them to create value – thusbecomes a valuable skill. It is also a skillyou can use more or less immediately.

This practical, hands-on workshop isstructured around three key tensionsthat exist within most types ofnegotiations:

• the tension between creating anddistributing value

• the tension between the interests ofprincipals and their agents

• the tension between empathising withanother’s point of view and assertingyour own

In any negotiation, people make implicitchoices about how to manage each ofthese tensions. Here we treat themexplicitly, and explore ways of reconcilingthe trade-offs. In a real sense, themanagement of conflicting (and alsoshared) interests lies at the heart of every negotiation.

This programme is designed for thosewho wish to refresh their negotiatingskills or who have little or no formaltraining in negotiations.

Topics• The seven critical elements to

successful negotiations • Managing conflict to reconcile different

interests and objectives • Reconciling the interests of principals

and agents • Managing the balance between

empathy and assertiveness to achieve a successful outcome

• Cross-cultural negotiations • Multi-party negotiations

BenefitsAt the core of this workshop are fourinteractive negotiations exercises which:

• provide you with ‘hands on’ experienceof negotiating

• give you an opportunity to learn aboutyourself as a negotiator and to learn byobserving those around you in action

• provide a ‘safe’ environment toexperiment with different negotiatingstyles or analytical techniques, withoutincurring significant losses or gettinghurt. We move progressively fromrelatively simple to more complex types of negotiations


Successful negotiation strategies


Dates30 September-1 October 2010(Thursday-Friday)






“This was a great balance of theory and examples inpractice. Excellent tutors that encouraged groupparticipation. I wouldrecommend the course toanyone in peoplemanagement.”

Executive Education People management

Programme summaryThis programme provides solutions tothe challenges faced by line managersin managing and motivating people toachieve an organisation’s objectives and results.

Drawing on current research andpractical exercises, you will be providedwith concepts and frameworks that canbe directly applied in your work place.The first day focuses on howorganisations cope with change, theimplications for the workforce and the role of the manager to sustain andincrease commitment and performanceduring times of change and uncertainty.The second day provides practical tool-kits in the functional areas of linemanagement. We conclude with apersonal learning action plan for post-course development.

The two days are highly interactive andreflective, and will use industryexamples, case studies and role play aswell as insights from latest research tocreate a lively and productive learningenvironment.

The programme will benefit generalmanagers in both the public and privatesector with significant peoplemanagement responsibilities, who have either recently taken on theseresponsibilities or wish to refresh theirknowledge and skills.

Topics• The value of effective people

management• Key frameworks and models• Selecting and recruiting valued talent• Employee induction and integration• Sustainable motivation and

engagement• Performance management and rewards• Leadership development and

communication• Coaching and mentoring• Procedural justice and conflict

resolution• Social capital and relationships with

other functional groups

Benefits• Acquire and develop new people

management capabilities andconfidence

• Gain practical concepts andframeworks

• Translate frameworks into day-daybusiness responsibilities

• Understand more about your own role as a leader

• Develop personal action plans to useyour new skills and achieve desiredbehaviours within your team


Best practice in managing people

16

Dates18-19 November 2010(Thursday-Friday)






Programme summaryThis programme explores the roles andcapabilities of the HR function toimprove its effectiveness and value tothe organisation.

The first day focuses on the HR functionand key processes in terms of strategy,structure knowledge and executionwithin the broader context of theorganisation’s vision and businessobjectives. The second day addressesHR capabilities; the capabilities ofpeople within the HR function and thecapabilities of the HR processes, andhow success is measured. We concludewith a discussion of HR challenges inthe near and mid-term.

The programme includes latestresearch, senior managementpresentations and international casestudies and will provide opportunities for discussion and debate of the critical issues.

The programme is aimed at HR seniormanagers, at group, divisional andbusiness unit level who haveresponsibility for an HR department, or are looking to move into the positionof an HR functional head in either thepublic or private sector.

Topics• The HR function – best practice and

innovative practice• HR governance – ensuring appropriate

structures and accountability• Building the business partner role

within the organisation• Building credibility – delivering the

HR processes• HR capabilities – current and

future needs• HR function in leveraging

organisational knowledge

Benefits• Identify and develop new organisational

capabilities• Gain practical concepts and

frameworks• Translate frameworks into day-day

business responsibilities• Understand more about your own role

as a HR leader• Develop personal action plans to use

your new skills and achieve desiredbehaviours within your team


Achieving excellence in humanresources management


Dates6-7 May 2010 (Thursday-Friday)








“This course demystified the common terms andconcepts regularly used intoday’s businessenvironment, and laid thefoundation for a properunderstanding of morecomplex financial issues.”

Executive Education Finance and accounting

Programme summaryThis programme is designed for thosewho want to learn the basics ofaccounting and financial terminologyand financial analysis techniques. It willteach you how these concepts areintegrated into your organisation’sstrategies and performance. You willlearn how to address and communicatefinancial and strategic problems moreeffectively, how to identify relevantfinancial information, and how to applythe financial analytical skills needed tomake more informed businessdecisions.

An understanding of accounting is aprerequisite for understanding thefinancial success and financial stability of any organisation. At the heart ofaccounting is a model for recording and presenting economic information,which is summarised in a balance sheet,income statement and cash flowstatement.

The challenge of identifying, measuringand communicating economicinformation is not straightforward, and a deeper understanding of accountingrequires an appreciation of both thestrengths and limitations of data. Thisinforms the analysis and interpretation of financial statements.

This programme will use a variety ofteaching methods, including lectures,worked examples and class discussionto address these issues.

Topics• Who uses accounting information

and why • Development of financial reporting • Regulatory environment, annual reports

and disclosures • Underlying accounting assumptions • Financial statement analysis and break

even analysis • Performance measures • Economic value added • Ratio analysis • Sources and use of funds • Financial strategies • Cash flow • Managerial information systems • Capital budgeting • Value based management

Benefits• Communicate more effectively with

accounting and finance colleagueswithin your organisation

• Learn to review, interpret and utiliseannual reports and financial informationto make better business decisions

• Interpret a company’s profitability,solvency, and liquidity

• Comprehend relevant costs, overheadallocations, and contribution margin

• Understand the performance metrics by which you are being measured

• Explore alternative business valuationprinciples and how you can impact thevalue drivers of your firm


Finance and accounting for non-financial managers

18

Dates4-5 February 2010(Thursday-Friday)

17-18 February 2011(Thursday-Friday)






“Now I understand thesources of value for abusiness and the linkbetween strategy andenterprise valuation; I havebecome a value manager not a ‘me-too’ manager.”

Programme summaryA thorough understanding of the role offinance and accounting in decision-making can help to maximise businessperformance. Knowledge is enhancedthrough establishing relationshipsbetween financial data and economicvalue. This programme will increaseyour understanding of the financialaspects of company performance byproviding a set of tools to evaluatefinancial statements and model valuedrivers within your business andorganisation.

Adopting a ‘hands on’ approach tomodelling and understanding financialperformance, the programme will coverthe value-impact of individual projects,the valuation of the organisation as awhole, and assessment of the ongoingfinancial performance of businessactivities. Aimed primarily atunderstanding shareholder-value-oriented commercial entities, themodelling skills will be of wider use, forexample in the public sector where thethemes of value-based managementare increasingly common.

This programme with benefitpractitioners who want to build theirexisting skills in the use of financialmodels and we do assume a basicunderstanding of finance andaccounting principles. It follows on verywell from our introductory programmeFinance and Accounting for Non-Financial Managers.

Topics• A framework for analysing financial

statements• Metrics and methods in value-based

management• Financial modelling• Understanding the investor’s

perspective on financial performance• Drivers of financial value• Enterprise/shareholder valuation• Sources of value: linking strategic

decision making with financial analysis

Benefits• Evaluate performance using financial

analysis • Understand how investors evaluate your

organisation • Understand and model value drivers for

your organisation


Financial analysis forbusiness performance


Executive Education Finance and accounting20

Dates11-12 February 2010 (Thursday-Friday)


10-11 February 2011(Thursday-Friday)






“Professor Scholtes has awonderful, stimulating andengaging style which makeslearning from him trulyfascinating and rewarding.”

Planning for an uncertain world

Programme summaryIn an attempt to forecast theconsequences of their actions anddecisions and to set sensibleexpectations and targets, businessmanagers regularly produce verydetailed plans, often stored in mega-bytes of spreadsheets. However, what is rarely taken into account in a systematic way is the uncertainty of the environment in which thebusiness operates.

This programme will introduce criticalmental concepts, language andtechniques that will enable you toengage in a mature understanding ofthe interplay between your businessmodel and the uncertain future of theenvironment in which you operate.

Generating value is a complex business.From a planning and forecastingperspective, organisations face twotypes of complexity. A company’sbusiness model, seeks to accuratelypredict the value-flow within theorganisation and then apply fairly crudeassumptions about the future social andeconomic environment! The twocomplexities – the value creation modeland the model of change – must gohand in hand. Yet, in practice whilemuch systematic planning effort is putinto the former, the latter is often left toan agreement on ‘sensible base caseassumptions’.

We can do better than that – and thisprogramme shows you how.

Topics• Luck as a driver of performance• The language of uncertainty: from

narrative scenarios to uncertainnumbers

• The technology of uncertainty: theshape of uncertainty in planning models

• The flaw of averages: business casesbased on average conditions arefundamentally flawed

• Options thinking: shaping performancethrough flexibility

• Portfolio thinking: shaping performancethrough diversification and hedging

Benefits• Develop a more mature understanding

of the uncertainty your business faces• Embrace uncertainty systematically in

your business planning process• Learn to apply simple tools to test and

refine your economic intuition andformulate value propositions in yourplanning process

• Develop more robust planningtechnologies for managing yourbusiness


Dates21-25 June 2010(Monday-Friday)

13-17 June 2011(Monday-Friday)

DurationFive-day programme



Group discounts areavailable. Financial supportfor charities and not-for-profitorganisations may bepossible. Please visit ourwebsite for furtherinformation.


Programme summaryEndowment Asset Management (EAM)is Europe’s leading specialisedprogramme on the management ofinvestments for endowments, charities,family foundations and sovereign funds.

The EAM programme is designed toprovide participants with a solidunderstanding of the tools andimplementation issues involved inmanaging investment assets.

EAM gives participants the opportunityto develop their skills in managinginvestment assets, and providesvaluable insights into strategicinvestment in all the main asset classes.In addition to the charitable sector, theprogramme is also particularly relevantfor family offices, reserve funds andother long term investors.

The programme will benefit: • Trustees and directors of charities,

foundations and family offices• Senior staff involved in developing and

implementing investment strategy• Asset managers, private bankers,

financial adviser and consultants• Charity regulators, lawyers, and

compliance staff• Philanthropy leaders and senior

development staff

Topics• Investment strategy• Asset allocation• Portfolio construction• Investment styles• Manager selection• Performance measurement• Sustainable spending

Benefits• Development of practical skills for

managing charity and endowmentassets

• Capacity to address major strategicissues from a totally new perspective

• Practical programme with immediate aswell as long-term benefits

• Concepts that are immediatelyapplicable to the workplace

• Diversity of participants which providesan experience with a truly internationaloutlook

Participants earn a certificate oncompleting the programme.

Endowment asset management



23-24 September 2010(Thursday-Friday)







“The programme was a greatmix of both theoretical andpractical knowledge.”

Executive Education Marketing

Programme summaryThis programme deals with the entiremarketing planning process. It providesmethods for analysing customers,competitors, market trends, and theexternal and internal environmentsaffecting a business. It discusses how to develop and select marketingstrategies that create value forcustomers, how to implement amarketing strategy, and how to managethe assets and competencies of theorganisation to achieve the desiredmarketing objectives.

The programme is designed for thosewho have marketing responsibility intheir organisation, or for anyone whowishes to improve their understandingof the strategic marketing process. It isalso suitable for entrepreneurs ormanagers wishing to develop a strategicmarketing plan for their business.

The programme is taught through acombination of lectures, workshops andcase study analysis and discussion.

The programme is divided in three main sections, which deal with (1) theplanning process and strategic analysis, (2) marketing strategydevelopment and selection, and (3)marketing strategy implementation and organisational issues.

Topics• Introduction to the strategic marketing

planning process• Strategic analysis for marketing• Customer analysis and market

segmentation• Competitor analysis• Market and environmental analysis• The marketing mix: product and brand

management, pricing, distribution,marketing communications

• Selecting alternative marketingstrategies

• Strategic positioning • Growth strategies • Diversification strategies• Strategies in declining and hostile

markets• Strategy implementation and

organisational issues• Internal marketing

Benefits• Learn how to strengthen your skills in

monitoring and understanding thebusiness environment

• Generate effective and creative strategicmarketing options

• Learn how to develop and implementstrategies that create customer value.


Strategic marketing

22

Dates17-18 June 2010(Thursday-Friday)

14-15 October 2010(Thursday-Friday)

2-3 June 2011(Thursday-Friday)






Managing brands

Programme summaryManaging Brands addresses the key branding decisions faced bybusinesses. The programme isorganised around the managementdecisions that must be made to build,measure, and manage brand equity.

Brands are a key source of value forcustomers. As manufacturingtechnologies converge, routes tomarket become more competitive.

This programme takes a focused look at brands as sources of differentiationand, hence, competitive advantage of the firm.

The objectives of the programme are toincrease your understanding of theimportant issues in planning andevaluating brand strategies; to providethe appropriate theories, models, andother tools to make better brandingdecisions; and to provide practicalworkshops for you to apply theseprinciples.

The programme is designed for thosewho have brand responsibility in theirorganisation or for anyone who wishesto improve their understanding of therole of the brand and how to createeffective brand strategies. It is taughtthrough a combination of lectures,workshops and case study analysis and discussion.

Topics • Overview of the strategic brand

management process, and aconsideration of the costs and benefitsof brands

• How to plan and implement brandmarketing programmes

• How to manage the elements of themarketing mix, to build andcommunicate brand equity.

• Measuring the value of brands• How to create, maintain and enhance

brand equity over time and undervarious conditions

Benefits• Increase your understanding of the

important issues in planning andevaluating brand strategies

• Make better branding decisions byunderstanding the appropriate theories,models and tools for different brandingstrategies and evaluating your brandequity

• Practical case studies to apply theprinciples learned









“The course provided anexcellent theoreticalframework around our currentworking practices within themarketing team. We cameaway with many new ideas, a better understanding ofbranding, marketing andproduct ideas. The instructorswere knowledgeable and funto listen to.”

Executive Education Marketing

Programme summarySuccessful products and servicesrequire successful marketing strategies.This programme provides helpful toolsand techniques for those associatedwith the marketing of products topotential customers, or for any managerwishing to become more familiar withmarketing skills and decision analysis.The focus is on how to manage themarketing toolkit to create and marketsuccessful products and achievesuperior business performance.

The programme addresses a number offundamental questions including thefollowing:

• Why will customers prefer your productsto those of competitors?

• What is the product’s distinctive qualities and value?

• What products should be offered? • Who are the target customers? • How will the products reach those

customers? • How should the product be managed

over time?

Topics• The link between customer value and

corporate value • Designing a value-driven product

strategy • Crafting creative strategies,

differentiating the product, andcommunicating the strategy

• Segmenting the market and positioningthe product

• The competencies of top-performingproduct managers

• Managing product evolution • Experiential marketing and symbolic

and emotional value • Product design strategies • Culturising products

Benefits• Learn how best to develop and

execute a marketing strategy incompetitive markets

• Develop tools and decision analysisskills required for successful product marketing

• Improve your skills to be a more effective product manager

• Strengthen general marketing skills and competencies


Product marketing strategiesfor impact

24

Dates10-11 June 2010(Thursday-Friday)

30 September-1 October2010 (Thursday-Friday)

9-10 June 2011(Thursday-Friday)






“A comprehensive andstructured approach to thesubject.”

“A highly stimulating andrewarding learningenvironment.”

Managing customer relationshipsand creating customer loyalty

Programme summaryThe profitability of a firm increasinglydepends on its ability to identify, grow,and retain customers. This programmehelps marketing, technology, andoperations managers to manage theircustomers more effectively through thedevelopment and implementation ofsuccessful customer relationshipmanagement strategies for theirorganisations. The programme offersimportant insights on managingcustomer relationships for profit and creating and maintaining customer loyalty.

The programme examines how to build a market oriented organisation,what customer focus means, and why customer retention is so valuable to the firm. We will examine methods forbuilding loyalty, ways of building trustand commitment, strategies to enhance customer relations and waysof communicating effectively withcustomers.

Case studies, discussions and activitiescomplement the framework provided by Cambridge faculty.

TopicsThe foundations of loyalty

• Value driven marketing and building amarket orientated organisation

• Customer segmentation and theimportance of customer selection and acquisition

• The logic for customer loyalty –understanding the value chain andeconomics of loyalty

• Service quality

Customer intimacy and loyaltyprogrammes

• Customer relationship managementand consumer behaviour

• Features of successful loyaltyprogrammes

• When things go wrong – effectiveservice recovery and optimisation

Benefits• Develop tools for how to understand

and manage your customers • Understand strategies for building

loyalty of customers • Build a model for effective customer

relationship management • Learn what customer focus means

and its financial value • Demonstrate and communicate

competency to your customers • Understand different characteristics of

customers that affect loyalty decisions • Learn how to successfully recover

when things go wrong







FeeThe programme fee is £1,700 (exclusive of VAT). Fee includes instruction,materials, lunches andbreaks and a dinner in anhistoric Cambridge college.



“The diversity, professionaland international experienceamongst the participantsadded significantly to therichness of the course. Thefaculty were great and theteaching excellent.”

Programme summaryWomen face particular challenges andbring particular strengths inmanagement and leadership positions.Their potential is too often unexplored.This programme supports thoseaspiring to senior leadership positions intheir organisations and those who feelthey would like to branch out into theirown business.

The programme draws upon bestpractices in management andmanagement research from Cambridgefaculty together with the personalexperience and professional expertisefrom senior women in leadershippositions. The programme integratesknowledge with experience to buildpractical insights about leadership andmanagement of organisations.

This is a professional developmentopportunity for women who want toacquire new skills, enhance theirknowledge base, share best practicesand develop strategies to enhance theirimpact on their organisations, theircareers and their lives. The programmeenables participants to develop anetwork with other women across theglobe and from a cross-section oforganisations and industries includingpublic and private sectors.

Topics• Leadership in a global economy• Personal effectiveness• Building high performance teams• Leading and sustaining change• Starting and growing a company• Communicating for success• Balancing one’s life at work and at home• Career development and mentoring• Personal insights into leadership

Benefits• Knowledge of global management

issues and trends• Increased confidence in your leadership

ability and management skills• Build a network with leaders from

across the world and exchange ideaswith Cambridge faculty

• Develop an action plan to address bothpersonal aspirations and challenges inyour organisation

Women in leadership

Executive Education Leadership26

Dates14-25 June 2010(Monday-Friday both weeks)

22 November-3 December 2010(Monday-Friday both weeks)

20 June-1 July 2011(Monday-Friday both weeks)

DurationTwo-week programme


FeeEarly booking £8,500,standard booking £9,500(exclusive of VAT). Feeincludes instruction,materials, accommodationand most meals (including agala dinner in a historicCambridge College).



Executive Education General management

Programme summaryThis two-week programme provides anunderstanding of the key concepts andfundamental principles across keymanagement disciplines, and how toapply them to improve decision-makingwithin your organisations. You will learnfrom faculty who teach on the MBAprogramme at Cambridge.

The general management programme is designed for managers who want tobroaden their understanding ofmanagement concepts, wish to refreshtheir knowledge or may be moving froma specialist function to a more generalmanagement role.

Topics• Strategic management and innovation• Marketing • Organisational change • Accounting principles • Business models for decision-making • Financial management • Economic context for business • Operations management• Creative approaches to complex

problem solving• Communication and negotiation

strategies

Benefits• Learn to manage new trends and

market demands in a complex businessenvironment

• Increase team performance with leadership skills

• Make better business decisions byidentifying critical variables and usinganalytical models

• Gain a broad understanding of financialand accounting principles

• Examine issues of strategic significance in a global marketplace

• Forecast, evaluate and integrate newtechnology for a strategic businessperspective

• Learn from faculty at the world-renowned University of Cambridge

• Interact with business professionalsfrom across the globe

• Earn a general management certificatefrom Cambridge Executive Education

On completion of the programme,participants receive the CambridgeExecutive Education GeneralManagement Certificate and are eligibleto join the Cambridge Judge BusinessSchool global network of graduates andbusiness-focused Cambridge Universityalumni, faculty and staff.

“An excellent course which promoted cutting-edge thinking and delivered tangible benefits.”

“The quality of the lectures and teachingstyle was exceptional. I gained a muchbroader understanding of the keyprinciples of effective management,know what subjects to study in moredetail and have started to apply mylearnings to key business issues atAmerican Express. Also, having such adiverse and international group ofcolleagues was fundamentally critical togaining global insights on the issues wediscussed.”

General management programme:mastering the language and practice of management

28

DatesChoose from our portfolio ofopen enrolment courses orrefer to page 32 for thegeneral managementprogramme


FeeThe programme fee is £7,500 (exclusive of VAT) forcompletion by way of fivetwo-day courses,

or

£9,500 (exclusive of VAT) forcompletion by way of thetwo-week intensiveprogramme. (Early bookingdiscounts are available –please refer to our website for more information).



“I’d recommend theprogramme to anyone,outstanding teaching,diversity of participants andthe flexibility to choose datesand courses to fit mycommitments and meet mydevelopment needs.”

Programme summaryThe Cambridge General ManagementCertificate programme provides youwith the opportunity to enhance yourknowledge and skills acrossfundamental business concepts andpractices and focus on your specificcareer needs.

The programme is intended for businessprofessionals who have reached a levelwithin their organisations where theyrequire more breadth and depth acrossmultiple functional areas.

The general management certificate canbe completed in two ways:

• Five programmes over three yearsCompletion of any five 2-dayprogrammes selected from theCambridge Executive Educationportfolio to suit your individualmanagement development objectives.This gives you the flexibility to chooseareas that meet your requirements anda timetable to suit your workcommitments.

TopicsTwo day courses are offered in thefollowing subject areas:

• Strategy and innovation • Operational excellence• People management • Finance and accounting • Marketing

Cost: £7,500 (exclusive of VAT).Duration: The five 2-day programmesmay be taken in any order and you haveup to three years to complete thecertificate.

or

• The general managementprogramme: mastering the languageand practice of management (pleasesee page 28)This two-week intensive programme isdesigned to provide participants withthe key concepts and fundamentalprinciples in management.Cost: £9,500 (exclusive of VAT). (Early booking discounts are available –please refer to our website for moreinformation).Duration: Two weeks: 14-25 June 2010or 22 November-3 December 2010 or20 June-1 July 2011

Benefits• Acquire a broad understanding of

leading-edge business concepts fromCambridge faculty

• Share a highly interactive learningenvironment with other participants

• Enhance your career needs throughspecific courses and build effectiveleadership skills

• Access the latest knowledge inmanagement best practice andresearch

• Choose a method of study to meet thedemands of your timetable and thatbest satisfies your learningrequirements; either tailor yourprogramme from the list of openprogrammes or maximise your learningover an intensive two-week period

Upon completion of either programmes,participants receive the CambridgeExecutive Education GeneralManagement Certificate and are eligibleto join the Cambridge Judge BusinessSchool global network of graduates andbusiness-focused Cambridge Universityalumni, faculty and staff.

General Management Certificate


Dates15-17 September 2010(Wednesday-Friday)

DurationThree-day programme


FeeThe programme fee is £2,000 (exclusive of VAT). Fee includes instruction,materials, lunches andbreaks and a dinner in anhistoric Cambridge University College.



“This programme providedchallenging insights onleadership and global affairsfrom experts in a series ofacademic and professionalfields.”

“It was a privilege to haveaccess to such adistinguished range of peoplewith real insights.”

Executive Education Health management

Programme summaryJudge Business School and theCambridge University Hospitals NHSFoundation Trust collaborate to presentan exciting programme for senior healthsector leaders. The programmecombines best practice in businessstrategy with healthcare leadership toenable you to apply the latest researchand leading edge thinking from othersectors to you own health organisation.

Through a combination of case studies,workshops and short lectures theprogramme focuses on two aspectsthat lie at the heart of every successfulorganisation: clarity of purpose andstrategy; and a leadership culture thatguides people to exceptionalperformance, individually, as a team,and as an entire organisation. Designedand presented by faculty from JudgeBusiness School and senior executivesfrom one of the UK’s leading teachinghospitals, the programme will be rootedin the ‘Cambridge Experience’ wheredisciplines and sectors combine in the pursuit of excellence.

This programme will benefit aspiringdirectors and those recently appointedto the Board.

Topics• Mission, goals, strategy – what’s the

difference?• The role of strategy as an organisation-

wide decision criterion• Formulating and implementing strategy • Adding value to your customers –

lessons from marketing• Internal marketing – your employees are

your customers, too• Leadership styles – authenticity, leading

through others, encouragingengagement

• Leading lasting change • Leading beyond authority – dealing with

politics and power• How and when to challenge – the art

of asking the right question

Benefits• Understand strategy formulation,

implementation and communication • Become an effective leader • Apply strategy and leadership lessons

from health care and other industries to your organisation

Cambridge health leadersprogramme

30

Dates20-24 March 2010(Saturday-Wednesday)

26-30 March 2011(Saturday-Wednesday)



FeeThe programme fee is £5,000 (exclusive of VAT). Fee includes instruction,materials, lunches, threedinners, breaks and fivenights accommodation inCambridge.

Bursary support may beavailable for leaders fromhealth sectors in developingeconomies and not-for-profithealthcare organisations.Please visit our website forfurther information.

Space is limited, so earlybooking is recommended.



Programme summaryThe international health leadershipforum is now in its thirteenth year andwill address issues of health sectorreform in the face of rapid change anddevelopment. This is a highly interactiveprogramme with a mix of lectures, casestudies and group work. Personalleadership challenges are addressedand delegates are exposed to a varietyof methods to learn from each other’sexperiences and of best practiceinternationally.

Over the last 12 years more than 250people from over 20 countries haveparticipated in this unique programme,making new friends and colleagues andgaining insights into their roles. Thisleadership forum is open to seniorhealth sector leaders from the publicand private sectors across the world.Delegates have come from government,health policy, health systems, medicalorganisations and health insurance. Wewelcome people from urban and ruralareas and from developed anddeveloping countries.

“A very dynamic forum for senior healthsector leaders. Participants fromdeveloping countries are broughttogether in a week of vigorous debate,to address common challenges.”

Topics• The reform of health systems in

changing political contexts • Improving performance of health

systems internationally; producingquality and value

• Addressing the challenges of chronicdisease

• Microfinance and health systems • Using the private sector to complement

public provision • What leadership, knowledge and skills

are needed to support improved healthsystem performance?

• How do we translate ideas to practice inour organisations?

• How can I improve my personaleffectiveness?

• Case studies from experiences fromRussia, Chile and Australia

Benefits• Knowledge of global management

issues and trends• Increased confidence in your leadership

ability and management skills• Greater ability to apply general

management concepts to yourorganisation

• Build a network of relationships withleaders in your field from across theworld and exchange ideas withCambridge faculty

• Develop an action plan to address bothpersonal aspirations and challenges inyour organisation

International healthleadership forum


Dates7-10 March 2010 (Sunday evening-Wednesday afternoon)

26-29 September 2010(Sunday evening-Wednesday afternoon)

6-9 March 2011(Sunday evening-Wednesday afternoon)

DurationFour-day programme

LocationMøller Centre, University of Cambridge, Cambridge, UK

FeeThe programme fee is £2,950 (exclusive of VAT). Fee includes instruction,materials, accommodationand meals, together with agala dinner at an historicCambridge college.



Executive Education Professional service firms

Programme summaryThe competitive pressures onprofessional services firms have neverbeen greater. As these pressuresintensify further in the current economicclimate, the temptation of many will beto focus on client facing work ratherthan on the more challenging aspects ofleading and managing their practices –for example, how to differentiate andgrow their practices, and how to nurtureand develop their associates.

This programme has been specificallydesigned for those law firm partnerswho recognise that, for their firms to bemore competitive and successful, they,as individuals, need to be equipped withthe insights, skills and techniques thatwill help them meet the demands oftoday’s partner role and make themmore effective leaders at both firm andpractice level.

The programme brings together leadingbusiness academics from the Universityof Cambridge with top consultingprofessionals with a wealth ofexperience in providing strategic,leadership and personal advice anddevelopment skills throughout Europe.The result is a unique learning eventwhich blends academic and practicallybased sessions to provide partners notonly with an in-depth understanding ofthe concepts of law firm managementand the partner role, but also with theskills to apply those concepts in theirdaily working lives.

The programme is divided into four mainsections dealing with law firm strategies,leadership, people management andbusiness development.

Topics• Integrated leadership and the

motivational dynamics of lawyers• Law firm strategies: practice

segmentation; aligning the firm’spractices, people and resources

• Leadership styles: becoming aneffective role model, coach and mentor

• High performance teams: making yourteams even more effective

• Business development: theprerequisites for successful cross-selling

• Leadership and values: the power of personal example; leadership and change

• Leading and sustaining change in thefirm; what the truly great firms do to stay at the top

Benefits• Learn how to become a more effective

leader• Understand how to develop teams

that deliver services that differentiateyour firm

• Improve your understanding of whatyou and your firm need to do tocompete more effectively in the legal market

The law firm partner

32

DatesPlease refer to our website


LocationMøller Centre, University of Cambridge, Cambridge, UK

FeeThe programme fee is £4,000 (exclusive of VAT). Fee includes instruction,materials, accommodationand all meals and breaks atthe Møller Centre, togetherwith a gala dinner at anhistoric Cambridge college.


Programme summaryThe challenge facing professionalservice firms (PSF) have never beengreater as the economic climate createsincreasingly competitive pressures.

This programme brings togetherUniversity of Cambridge faculty and topconsulting professionals with a wealth ofexperience in providing strategic,leadership and personal advice anddevelopment skills throughout Europe.The result is a blending of academic andpractically based sessions to providepartners not only with an in-depthunderstanding of the concepts ofprofessional service firm managementand the partner role, but also with theskills to apply those concepts in theirdaily working lives.

It is our focus on implementation – inturning the concepts and ideas intospecific actions that improve individual,practice and firm performance – thatsets this programme apart. Werecognise that firms from different PSFsectors tend to face different issues indifferent ways at different times.

To respond to this reality and develop aprogramme that is truly focused onparticipants’ needs, we will:

• contact each of the participants beforethe programme and ascertain whichsubjects they would like to explore inmore detail

• use this feedback to create a series of‘application’ sessions in whichparticipants can work in small groupswith their fellow participants and facultyexperts on identified issues

To support the participants when theyreturn to their roles after theprogramme, we also have a cadre ofexperienced coaches, who, at aparticipants request, will work with themin turning the ideas into action.

Topics• Integrated leadership and the

motivational dynamics of professionals• Professional service firm strategies:

practice segmentation; aligning thefirms practices people and resources

• Leadership styles: becoming aneffective role model, coach and mentor

• Client service: making your client teams even more effective

• Business development: theprerequisites for successful cross-selling

• Leadership and values• Leading and sustaining change in

the firm

Benefits• Learn what to do to stay at the top of

your market on a sustained basis• Learn how to become a more effective

leader• Develop solutions that are relevant in

the context of your/your firm’s issues• Learn how to become more effective

at business development, especiallycross selling

The professional servicefirm partner


DatesAnnually from September

DurationPart time to take 15-27months to complete. Therewill be approximately 240hours of self-managed study,research and assessmentwriting over the wholeprogramme.

Location The programme is comprisedof face-to-face delivery and atutor-led, online VirtualLearning Environment (VLE).There are two 3-day and one6-day, intensive residentialsessions in Cambridge.

FeeThe programme fee is £7,500(exclusive of VAT). Fees maybe paid by instalment.

How to register Please see the diplomapages at:www.cfel.jbs.cam.ac.uk

or contact Dr Jo Mills,Programme Director, on+44(0)1223 766900 or [email protected]

Executive Education Entrepreneurship

Programme SummaryThis is an exciting opportunity forentrepreneurial individuals across theworld to gain a recognised qualificationin Entrepreneurship at the same time asbeing actively supported in the pursuitof a business venture whether this is atechnology, creative or social enterprise.

The ADE is developed and delivered bythe Centre for Entrepreneurial Learning(CfEL), part of the Judge BusinessSchool, University of Cambridge. Theprogramme harnesses all the resources,knowledge and networks built up overten years of producing recognisedteaching programmes inentrepreneurship and helping fledglingentrepreneurs develop their wings.Delegates will benefit from the practicallearning via experienced entrepreneursthat underpins the CfEL teachingphilosophy.

This programme is open to universitygraduates with a first degree (2.2 orabove) looking to be innovative withintheir existing business or intending tostart up a business, as well asestablished entrepreneurs who wish tosupport their experience with learningand new networks.

Topics• Entrepreneurial awareness• Opportunity recognition and idea

evaluation• Preparing the business case• Advanced entrepreneurial skills

Benefits• Unique opportunity to gain a recognised

qualification at the same time as beingactively supported in the pursuit of abusiness venture

• Flexible study via on-line tutoring• Applicable to technology, creative or

social enterprise• Develops practical skills to take

business ideas forward and rigorousknowledge of key business concepts

• Access to high quality networks ofentrepreneurs and experts viaresidential sessions in Cambridge

• Access to outstanding teaching andnetworks of Cambridge University

Participants will be assessed on keyareas of the course includingcommercial feasibility of the businessidea, a full business plan and apresentation pitch. All delegates gain aqualification accredited by the Universityof Cambridge upon successfulcompletion of the Advanced Diploma inEntrepreneurship programme.

Advanced Diploma inEntrepreneurship (ADE)

34

Executive Education Judge Business School, Cambridge

Where is Judge BusinessSchool?Judge Business School is theUniversity of Cambridge’s BusinessSchool and is located in the heart ofCambridge. It is within walkingdistance of all of the central Colleges,close to many of the top hotels andrestaurants, and only a brief taxi ridefrom the train station.

Cambridge is just 48 minutes by trainfrom London’s King’s Cross station.

The building and facilitiesJudge Business School is located inthe centre of Cambridge directlyopposite The Fitzwilliam Museum.The School, located on TrumpingtonStreet, was the site of the oldAddenbrooke’s Hospital.

Judge Business School has a widerange of seminar rooms, lecturetheatres and smaller break outrooms, as well as a large commonroom with a café. We also useeducational and conference facilitiesof the University of Cambridgelocated within walking distance to the Business School, including thePitt Building, The Møller Centre andother venues.

AccommodationWe are able to advise participants onaccommodation around Cambridge.There are many hotels and collegeaccommodation all within walkingdistance of Judge Business School.

If you require assistance withaccommodation please contact usat: [email protected] and letus know your requirements.

ContactIf you would like to register for one of our programmes at Cambridge,please complete the onlineregistration form on our website atwww.cambridgeexeced.com orphone us at 0800 183 1145 (UK only).

Mailing address:Cambridge Executive EducationJudge Business SchoolUniversity of CambridgeTrumpington StreetCambridge CB2 1AG

Tel: +44 (0)1223 339647Fax:+44 (0)1223 764369Freephone: 0800 183 1145 (UK only)

Web: www.cambridgeexeced.comEmail: [email protected]

Location

36

Information How to enrol

Executive Education Judge Business School, Cambridge

Where is Judge BusinessSchool?Judge Business School is theUniversity of Cambridge’s BusinessSchool and is located in the heart ofCambridge. It is within walkingdistance of all of the central Colleges,close to many of the top hotels andrestaurants, and only a brief taxi ridefrom the train station.

Cambridge is just 48 minutes by trainfrom London’s King’s Cross station.

The building and facilitiesJudge Business School is located inthe centre of Cambridge directlyopposite The Fitzwilliam Museum.The School, located on TrumpingtonStreet, was the site of the oldAddenbrooke’s Hospital.

Judge Business School has a widerange of seminar rooms, lecturetheatres and smaller break outrooms, as well as a large commonroom with a café. We also useeducational and conference facilitiesof the University of Cambridgelocated within walking distance to the Business School, including thePitt Building, The Møller Centre andother venues.

AccommodationWe are able to advise participants onaccommodation around Cambridge.There are many hotels and collegeaccommodation all within walkingdistance of Judge Business School.

If you require assistance withaccommodation please contact usat: [email protected] and letus know your requirements.

ContactIf you would like to register for one of our programmes at Cambridge,please complete the onlineregistration form on our website atwww.cambridgeexeced.com orphone us at 0800 183 1145 (UK only).

Mailing address:Cambridge Executive EducationJudge Business SchoolUniversity of CambridgeTrumpington StreetCambridge CB2 1AG

Tel: +44 (0)1223 339647Fax:+44 (0)1223 764369Freephone: 0800 183 1145 (UK only)

Web: www.cambridgeexeced.comEmail: [email protected]

Location

36

Information How to enrol

Calendar 2010/2011

Septe

mber

Octo

ber

Nove

mber

Decem

ber

January

Febru

ary

Marc

h

Apri

l

May

June

July

August

2010

www.cambridgeexeced.com

For the latest information on programme dates and content, please visit our website

Trim line - DO NOT PRINT


20-21

22-23

1-2

29-30

25-26 25-26

4-5 4-5

30-1

Please refer to website

Annually from September

7-10 26-29

20-24

15-17

14-25 22-3

13-14

11-12

27-28

10-11 30-1

23-24

17-18 14-15

4-5

11-12

6-7

21-25

11-12

18-19

18-19

29-30 30-1

14-15

18-19 21-22

STRATEGY AND INNOVATION

Strategic management: creating and sustaining competitive advantage

Managing innovation strategically

Futures thinking: tools for strategic navigation in a business environment of unprecedented change

Business model innovation: changing the game NEW

Leveraging organisational and cultural change

OPERATIONAL EXCELLENCE

Enterprise performance management NEW

Project management for value creation NEW

PEOPLE MANAGEMENT

Creating high performance teams

Successful negotiation strategies

Best practice in managing people

Achieving excellence in human resources management

FINANCE AND ACCOUNTING

Finance and accounting for non-financial managers

Financial analysis for business performance

Planning for an uncertain world NEW

Endowment asset management NEW

MARKETING

Strategic marketing

Managing brands

Product marketing strategies for impact

Managing customer relationships and creating customer loyalty

LEADERSHIP

Women in leadership

GENERAL MANAGEMENT

General management programme: mastering the language and practice of management

General Management Certificate

HEALTH MANAGEMENT

Cambridge health leaders programme

International health leaders programme

PROFESSIONAL SERVICE FIRM MANAGEMENT

The law firm partner

The professional service firm partner

ENTREPRENEURSHIP

Advanced Diploma in Entrepreneurship (ADE) NEW

• Cambridge University – over 75 Nobel Prize winners,22,000 students, internationally renowned for excellence inteaching and research

• Judge Business School, Cambridge University – MBAprogramme ranked amongst the best in the world; thrivingPhD programme; custom and open executive educationprogrammes delivered by world class faculty

• Close to London – only 48 minutes by train with direct linksto King’s Cross and Liverpool Street stations

• Close to international airports – 30 minutes from LondonStansted and 90 minutes from London Heathrow

• At the heart of ‘Silicon Fen’ – a thriving concentration ofnew high-tech and bio-tech businesses

• Lively city and night-life – many restaurants, music venues,cinemas, galleries, museums and much more!

• Hotels – over 1,000 rooms within easy walking distance ofJudge Business School and the centre of Cambridge

• Beautiful medieval city – an 800 year old University and itshistoric buildings to explore; experience evensong in thefamous King’s College Chapel.

Cambridge Judge Business School

University of Cambridge

Trumpington Street

Cambridge CB2 1AG

United Kingdom

T: +44 (0)1223 339700

F: +44 (0)1223 764369

www.jbs.cam.ac.uk


The organisers reserve the right to change any details of the Programme without notice.

© Judge Business School has copyright of all original material contained in this brochure(January 2010)

Designed by HSAGPhotography by Julian Hawkins

Apri

l

Marc

h

Febru

ary

May

June

July



2011

Cambridge in brief...

19-20

14-15

7-8

5-6

24-25

3-4

Please refer to website

Annually from September

6-9

26-30

20-1

12-13

26-27

9-10

2-3

17-18

10-11

5-6

13-17

7-8

10-11

• Cambridge University – over 75 Nobel Prize winners,22,000 students, internationally renowned for excellence inteaching and research

• Judge Business School, Cambridge University – MBAprogramme ranked amongst the best in the world; thrivingPhD programme; custom and open executive educationprogrammes delivered by world class faculty

• Close to London – only 48 minutes by train with direct linksto King’s Cross and Liverpool Street stations

• Close to international airports – 30 minutes from LondonStansted and 90 minutes from London Heathrow

• At the heart of ‘Silicon Fen’ – a thriving concentration ofnew high-tech and bio-tech businesses

• Lively city and night-life – many restaurants, music venues,cinemas, galleries, museums and much more!

• Hotels – over 1,000 rooms within easy walking distance ofJudge Business School and the centre of Cambridge

• Beautiful medieval city – an 800 year old University and itshistoric buildings to explore; experience evensong in thefamous King’s College Chapel.

Cambridge Judge Business School

University of Cambridge

Trumpington Street

Cambridge CB2 1AG

United Kingdom

T: +44 (0)1223 339700

F: +44 (0)1223 764369

www.jbs.cam.ac.uk


The organisers reserve the right to change any details of the Programme without notice.

© Judge Business School has copyright of all original material contained in this brochure(January 2010)

Designed by HSAGPhotography by Julian Hawkins

Cambridge in brief...

cambridge judge business school executive education january … · dates 18-19 march 2010...

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