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YES.

EXECUTIVE MBA

2 Introduction

5 Ivey Difference

7 How You Learn

9 Who You Learn With

11 What You Learn

13 Why It Matters

15 Where You’ll Go

You’ve worked hard to get to this stage in your

career. You’re ready for the next chapter to begin.

Everything you’ve been working for comes down

to your willingness to say yes.

Yes You Can

Ivey EMBA

Toll Free: 1.800.342.1857

Local: 519.661.3383

[email protected]

www.iveyemba.ca

YES, YOU ARE READY. NOW IS THE TIME.YOU CAN TAKE YOUR CAREER TOTHE NEXT LEVEL.YOU CAN BECOME THE LEADER YOU WANT TO BE.YES, YOU CAN DO THIS. IT’S TIME TO SAY YESTO YOUR FUTURE.

“YES, THIS EXPERIENCE HAS COUNTLESS BENEFITS. MY APPROACH TO WORK IS COMPLETELY DIFFERENT.You’re able to break through barriers and engage with a level of transparency that is

unparalleled. My role requires me to constantly navigate between thinking strategically

and broadly, and then narrowing in on execution. Ivey gave me the tools and insight to

look at every process for efficiency, to be inclusive of alternate viewpoints and, at the

same time, always focus on the ROI. It’s made a significant difference in how I engage

with others and the positive outcomes I achieve.”

Pamela Schott, EMBA ’14

Vice President, Sourcing and Supplier Governance, BMO Financial Group

IVEY EXECUTIVE MBA | 3IVEY EXECUTIVE MBA | 3

THERE IS AN IVEY DIFFERENCE.AND IT GOES WELL BEYOND THE CURRICULUM.

YES,

IVEY EXECUTIVE MBA | 5IVEY EXECUTIVE MBA | 5

HOW YOU LEARN

Ivey Case-Method Learning is not about textbooks and lectures; it’s about you being an active

part of your EMBA experience. And that means learning by doing.

WHO YOU LEARN WITH

We surround you with the best and brightest classmates, and our Case-Method Learning provides

the right environment for you to benefit from their diverse perspectives and experiences.

WHAT YOU LEARN

Our Cross-Enterprise Leadership approach is another core tenet of our program, one that enhances

your ability to always see the bigger picture and prepares you for exceptional career success.

WHY IT MATTERS

Knowing how and when to apply business concepts is only the first step. Build your confidence

to make sound decisions and drive clear action plans that your team can really get behind.

That’s how you get results.

WHERE YOU’LL GO

The Ivey experience doesn’t end with graduation. With access to over 25,000 graduates in more

than 100 countries, you’ll benefit from your Ivey MBA for the rest of your career.

Ivey Executive MBA graduates describe their 15 months in the program as challenging, rewarding,

energizing, and transformational. It’s an experience that shapes the way you approach challenges

and the way you see opportunities. From day one in the program, you begin to build your leadership

capabilities and capacity in ways that will propel your career to new heights. We call it the Ivey

Difference. Our graduates know what it means, and on the following pages they’ll tell you themselves.

Something happens during the Ivey Executive MBA Program that goes beyond the acquisition of information and knowledge. That’s because, at Ivey, we believe how you learn, and who you learn with, is foundational to what you learn.

The Ivey Difference

I TRANSFORMED MY APPROACH TO CHALLENGES THROUGH IVEY’S HANDS-ON METHODOLOGY.

From the early days of the program, every case—every class—broadened my

perspective and allowed me to think more innovatively—particularly in areas outside

my typical responsibility and comfort zone. Ivey helped me develop a much more

systematic approach to handling business problems. You learn from the program

material and case studies, but you are also developing the skill of thinking on your

feet and defending your point of view.”

Charaka Kithulegoda, EMBA ’14

Chief Information Officer, Tangerine

“YES,

IVEY EXECUTIVE MBA | 7

This Is Not About Textbooks and Lectures

Ivey is committed to Case-Method Learning. It’s not just teaching; it’s a powerful decision-

making approach that becomes ingrained into how you operate. By actually working through

problems, in tight-knit groups, you’ll develop a new way of thinking that becomes integral to

everything you do from this point forward. You’ll walk away with the ability to capitalize on the

opportunities that result from being able to see the “big picture.”

Real-World Learning

Each class is a journey through a complex, multi-disciplined business challenge. You know from

experience that you are rarely confronted with business issues that fit into tidy functional boxes.

With Case-Method Learning you’ll improve your confidence and ability to turn options into

decisions, knowledge into action, and ideas into change.

Class preparation starts when you read the case and prepare an individual assessment and

action plan of what you would do as the leader dealing with the business challenge presented.

From there, you test your ideas with your learning team, and new ideas and strategies will

emerge. The Ivey classroom is the final step, opening up the debate to the diverse perspectives

and experiences of the entire class.

And as you’ll see next, when it comes to Case-Method Learning, it only gets better with the right

people in your class.

Ivey Case-Method Learning. It’s simply better to learn by doing. No matter how engaging a faculty member may be, you can’t be lectured into becoming a great decision-maker. You must develop into one.

THE IVEY DIFFERENCE

How You LearnOVERVIEW

• Four consecutive days once a month (Thursday through Sunday)

• 15-month program (three five-month terms)

• One-week International Trip

DATES• Two start dates each year:

February and September• A break in classes in the

summer months

FACILITIES• Classes held at Ivey’s

state-of-the-art Tangerine Leadership Centre in downtown Toronto

• All accommodations, meals, and other amenities are of the highest quality, providing an effective and efficient learning environment that respects your experience

Ivey very deliberately brings together business professionals with varied backgrounds

and experiences. And it’s this variety that helps give different perspectives to every

case. That’s a big part of why I chose Ivey—because I liked the focus on group work

and case-based learning. The fact is, collaboration is key in today’s business world,

so it’s invaluable that people in your group have different backgrounds. And we all work

together, and learn together, to apply our knowledge and skill-sets to real-world cases.”

Mike Pownall, EMBA ’15

President, McKee-Pownall Equine Services

GROUP WORK IS ESSENTIAL WITH COLLABORATION BEING SO KEY IN TODAY’S BUSINESS WORLD.

“YES,


Ivey Executive MBA Participants

Ivey’s reputation for excellence attracts top-quality applicants from a wide variety of professions,

industries, and roles. From those applicants, we carefully select only those who are the right fit for

Ivey and who will complement and enhance the learning of fellow classmates. And yet, for all their

diversity, Ivey EMBA participants have a lot in common. Everyone has something substantial to

offer, and all are eager to bring their unique experience to class and to their classmates.

Ivey Executive MBA Faculty

Ivey EMBA professors also contribute their valuable experience from outside the classroom.

Through their research, case writing, and consulting assignments, they have a keen understanding

of the pressures and challenges facing organizations in Canada and around the world, and in

many instances are actively involved with them. Time after time, the professor facilitating your

class will have first-hand knowledge about the case at hand, resulting in a deeper and more

relevant learning experience. At the same time, Ivey professors are very accessible—not only

during your time at Ivey, but also afterward on an informal basis.

Inside an Ivey Executive MBA classroom, three powerful factors combine to create an exceptionally positive learning environment. We start with high-calibre participants with years of business experience. We set them up in a dynamic team structure. Then we facilitate their learning with the expertise of a world-class faculty.

Who You Learn WithSURROUND YOURSELF WITH EXCELLENCE

• On average, Ivey EMBA participants have 15 years of work experience

• 22% of students have 20 or more years of experience

• 25% are Vice-President/President

• 22% have been educated internationally

• Average age is 38

THE IVEY DIFFERENCE

Ivey has definitely broadened my perspective. It built on my existing knowledge of

development, architecture, urban design, and engineering and then added the key

business concepts of finance, strategy, and leadership at an executive level.

Because of Ivey, I look at challenges differently now. I’ve developed new skill sets

and new methods of assessing situations and, ultimately, I’ve learned how to come

to better decisions. I have a wider perspective and I’m equipped with knowledge and

tools that I didn’t have before.”

Agnieszka Wloch, EMBA ’14

Vice President, Development, Minto Group Inc.

IT’S A NEW METHOD OF ASSESSING SITUATIONS, BUT YOU MAKE BETTER DECISIONS.

“YES,


Practical Learning with Real-World Relevance

During the Ivey Executive MBA, you will build greater expertise in all functional areas, from

accounting to marketing, but with a Cross-Enterprise Leadership perspective. More importantly,

though, Ivey’s Case-Method Learning and highly relevant projects develop your judgment,

confidence, and effectiveness in knowing when and how to apply your newly gained knowledge

and abilities. In fact, many Ivey Executive MBA students apply this new thinking for immediate

and substantive results at their current companies.

Projects with Immediate Impact

By design, the project work combines your academic and professional life and encourages you

to identify and examine challenges within your own organization as part of your course projects.

This allows you to customize your Executive MBA learning experience, which in turn will help you

bring immediate benefits back to your organization.

The International Field Study Trip

In the Ivey EMBA you’ll gain a new understanding of how roles and industries intersect and relate

to one another. With a broader strategic perspective, new knowledge, and sharpened skills, you

get a chance to apply your learning in a global context with the international field study trip.

Choose from multiple international locations and spend one week on a project with members

of your own class and professionals from other top global EMBA programs. This is not industrial

tourism; it is an experience designed to expose you to the business practice and context of

an unfamiliar global environment.

The principles of Cross-Enterprise Leadership will help you understand that relationships and interconnections are just as important as the function of any individual business unit. In turn, you will be better equipped to succeed in your organization because you will look at your role in the context of the whole. You’ll understand how you can contribute to total organizational performance.

What You LearnPROGRAM CURRICULUM

For a more extensive outline of the curriculum, refer to page 2 on the ‘No Question’ side of the brochure.

THE IVEY DIFFERENCE

One of the great aspects of the Ivey program is that it yields results that are

immediate, and also long-term. Because the Ivey program is case-based, I could

immediately apply classroom concepts and classroom lessons to many scenarios

in my working life. I’ve found that the greatest value is the connection I’ve made

with classmates and with their extended networks. The sheer scale and reach

of the Ivey network is incredible. And being afforded access to this exclusive

network is invaluable.”

Dr. Tom Chan, EMBA ’15

Chief of Staff, The Scarborough Hospital

FOR ME, ACHIEVING AN IVEY MBA WAS THE BEST WAY TO OPEN DOORS.

“YES,


1. Embrace Complexity

Complexity increases exponentially as you

take on more strategic roles. Case-Method

Learning requires you to develop your judgment

of when to apply knowledge. Cases contain

real information about real challenges—

sometimes too much, sometimes too little—

pushing you to uncover the critical details and

move on to actionable solutions.

2. Drive Strategic Action

Case-Method Learning demands a bias for

action. Every class revolves around the question,

“What would you do if faced with this challenge?”

You learn to make and defend decisions under

pressure with often incomplete or ambiguous

information. You will gain the confidence to make

strategic decisions in the face of uncertainty and

lead execution plans that drive results.

3. Communicate Persuasively

In a learning environment that draws so

much from the experience in the classroom,

contributing to the discussion is expected;

more importantly, you need to be able to

express your perspective clearly and back

it up confidently with sound analysis.

4. Leverage Team Talent

Execution of great ideas requires assigning

the right tasks to the right people at the right

time. Leadership demands that you move

beyond what you can achieve as an individual

performer to mobilizing, coaching, and

motivating the talent around you—in some

cases, teams around the globe.

5. Manage Priorities

Time is one thing that we never seem to have

enough of. Adding the Ivey EMBA to your

schedule may not seem like a solution, but

alumni consistently tell us that the experience

made them significantly better at managing

the demands of multiple tasks and conflicting

priorities—both personal and professional.

With every learning experience in the Ivey EMBA, you gain more than just new knowledge. The learning environment draws on the vast experience of your classmates and pushes you to develop and practise the capabilities that are essential to your career success. Think of it as gaining several years of practical business experience in just 15 months. We call these capabilities Ivey Leadership Essentials —and they are at the core of everything we do.

Why It Matters

5.

4.3.

2.

1.

IVEY LEADERSHIP ESSENTIALS

The five things every leader needs to do well.

THE IVEY DIFFERENCE

From day one, you’re in it together. You learn as much from each other as you do

from the faculty and the course material. The interactive nature of the program

enables you to get to know your classmates on a whole new level. You form deep

relationships that are not easily broken. That’s why the Ivey Network is for life. You

continue to learn from the friends you’ve made and the additional connections you

make through the Network. One of the biggest strengths of the program is the people.”

Heather Haslam, EMBA ’14

Director, Mid/Large Marketing, Bell Canada

YOU WILL MAKE GREAT CONNECTIONS, IN ALMOST EVERY INDUSTRY AND PROFESSION.

“YES,


The Network

As an Ivey EMBA graduate, you’ll have access to one of the most prestigious alumni networks

in Canada and the world. Ivey grads know that you chose Ivey because you value what makes

it different from a traditional business school. That shared connection says a lot about you and

the network you will join.

Enhancing Your Career

The reasons for pursuing an EMBA are many, but career enhancement is one of the most common

goals among candidates. That’s why Ivey has developed a comprehensive program that provides

participants with a wide range of career enhancement services, including online resources, career

workshops and seminars, and one-on-one coaching, all based on the four key principles of

successful career management:

1. Self-assessment to understand your unique value proposition and build your “brand.”

2. Research and targeting to identify opportunities that match your ideal work preferences.

3. Creating a career management strategy to market yourself internally and/or externally.

4. Executing a realistic career plan based on networking and effective search techniques.

Beyond the quantifiable measures of success is the intangible value of the Ivey Experience. Upon completion of the Ivey Executive MBA Program, you won’t just walk away with a better understanding of business; you’ll emerge fully prepared to inspire, motivate, and succeed.

Where You’ll GoPOWER IN NUMBERS

• Over 25,000 Ivey alumni lead organizations in more than 100 countries

• Nearly 1 in 2 of all Ivey alumni holds a title of Director or higher

• The Ivey Ring: Ivey grads receive a ring from an alumnus symbolizing their pledge to act ethically in their careers

THE IVEY DIFFERENCE

NO LOOKING BACK.THIS IS WHENYOU BECOMETHE LEADERYOU’VE ALWAYSASPIRED TO BE.YOU’VE STUDIEDEVERY ANGLE.YOU’VE ASKED THERIGHT QUESTIONS,AND THE ANSWERIS IVEY. ARE YOUREADY?

YES, YOU ARE READY TO ADVANCE YOUR CAREER. YOU’VE THOUGHT LONG AND HARD AND NOW IS THE TIME FOR YOU TO ACT. IVEY IS THE ANSWER TO GET YOU THERE. IS THERE ANY DOUBT LEFT?

NO LOOKING BACK. THIS IS WHEN YOU BECOME THE LEADER YOU’VE ALWAYS ASPIRED TO BE. YOU’VE STUDIED EVERY ANGLE. YOU’VE ASKED THE RIGHT QUESTIONS,AND THE ANSWER IS IVEY. ARE YOU READY?

NO.

EXECUTIVE MBA

2 The Class Experience

3 Curriculum Structure

4 Module Themes

7 Courses

11 Making It Possible

12 Selecting for Success

13 Application Process

14 Explore Your Options

15 Recent Class Profile

The following pages outline everything you need

to know about making the Ivey Executive MBA

program a reality. And if there’s something we’ve

overlooked, please don’t hesitate to reach out to

us with questions.

No Question

Ivey EMBA

Toll Free: 1.800.342.1857

Local: 519.661.3383

[email protected]

www.iveyemba.ca

NO DOUBT. AND NO MORE WAITING FOR YOUR NEXT CHAPTER TO BEGIN. YOU’VE PLANNED, AND YOU’VE PREPARED. YOU ARE READY. NOTHING IS GOING TO HOLD YOU BACK.NO DELAYING. THIS IS IT. THIS IS YOUR TIME.

2 | IVEY EXECUTIVE MBA

A class experience with no boundaries. From the first day, you’ll begin to build your leadership capabilities and capacity to propel your career to new heights.

NO TIME TO WASTE. HERE’S HOW OUR CURRICULUM WILL HELP SHAPE YOUR FUTURE.

Something happens during the Ivey Executive MBA Program that goes beyond the acquisition

of information and knowledge. You discover a new excitement for learning. Ivey Executive MBA

graduates describe their 15 months in the program as challenging, rewarding, energizing, and

transformational. It’s an experience that shapes the way you approach challenges and the way

you see opportunities.


Curriculum StructureThe EMBA curriculum consists of 16 courses and covers 15 module themes, each tackling a

Cross-Enterprise Leadership challenge. Module themes are designed around relevant business

topics and may change to reflect issues facing business at that time.

Faculty members coordinate their materials and approaches around each of these module themes,

which allows for team teaching opportunities and ensures the delivery of an integrated curriculum.

The careful sequencing of the individual classes, courses, and module themes is designed so

that they build on one another throughout the program’s three terms to provide you with a

powerful and practical learning experience.

MODULE THEMES COURSES

Decision-Making

Accountability

High-Performance

Innovation and Entrepreneurship

Governance

Thinking Strategically and Leading Change

Unlocking Organizational Value

Managing Complex Processes

Integrating Across the Enterprise

Balancing Stakeholder Interests

Crossing Borders

International Investments

Collaborative Strategies

Looking Ahead Globally

International Field Study Trip

Leading

Competing with Analytics

Information Systems

Winning through Marketing Management

Management Accounting and Control

Operations

Sustainability

Entrepreneurship

Managing Financial Resources

Strategic Analysis and Action

Leading Action and Change

Global Environment of Business

International Strategic Financial Planning

Global Marketing Planning

Global Strategy

Executive Client Field Project

NOTIME TO WASTE.HERE’S HOWOUR CURRICULUMWILL HELP SHAPEYOUR FUTURE.

THE CLASS EXPERIENCE


Decision-Making

Decision-making is both an action and a

process. Specifically, the term “decision” often

causes us to focus on the outcome or result

without focusing enough attention on the

process. Research on the decision-making

process, at the individual and organization

level, tells us that different approaches lead to

different outcomes—some more effective than

others. Being mindful of the capacities and

limitations governing our decision-making

allows us to become more mindful and

effective leaders. This module will explore

various aspects of decision-making from

multiple angles. It will also introduce you to

Ivey Case-Method Learning, which is

experiential in its focus on decision-making.

Our case discussions will place you in the

shoes of the decision-makers, allowing you to

develop a set of skills to effectively analyze

issues, develop strategies, and execute plans

successfully.

Accountability

The word accountable is a term that implies

responsibility for actions and performance:

of one’s own, one’s group, or even those of the

organization as a whole. When we say, “What

are you accountable for?” we are saying, “For

what and to whom must you answer?” The

word accountable is employed widely in many

contexts—business, government, law, morality,

and politics—with similar but varying meanings.

High-Performance

In this module, we will examine several

approaches to creating, sustaining, and finding

a high-performance organization. We will

also consider the elements that contribute to

sustaining a high-performance culture. These

elements include high-performing people within

the organization, as well as effective decision-

making at all levels, and a thorough assessment

of the success of those decisions.

Innovation and Entrepreneurship

In this module, we will examine the various

facets of innovation and entrepreneurism.

Where do new ideas for businesses come

from? How does the firm adopt new business

concepts or compete against innovators?

How does one assess the competitive impact

or market potential of something new? What

should be in a new venture plan? Where does

one look for financial and other resources?

What does it take to be an entrepreneur?

Governance

All organizations require oversight and

stewardship, which is to say something above

and beyond leadership. This oversight and

stewardship may be provided inside the

organization (e.g., by a board of directors)

or a group outside the organization (e.g., a

regulatory body). In either case, we refer to

this as governance. Governance includes

setting expectations, policies, standards, and

ways to verify that these are met. Increasingly,

it has become a complicated topic because it

requires a broad and deep understanding of

the business, of risks, of environmental trends,

and of societal expectations. Accountability is

a related concept, which includes responsibility

and liability, both legally and morally. This

module examines these processes and

provides tools to effect such accountability

creatively and successfully.

Module ThemesOVERVIEW

Module themes are designed around relevant business topics and may change to reflect issues facing business at that time. Faculty members coordinate their materials and approaches around each of these module themes, which allows for team teaching opportunities and ensures the delivery of an integrated curriculum.


CURRICULUM | MODULE THEMES

Thinking Strategically and Leading Change

This module will provide guidance for

management decisions through organizational

strategy. Specifically, participants will be

challenged to develop internal coherence among

the elements of an organization’s environment,

strategy, resources and capabilities, design,

and stakeholder/management preferences.

Additionally, we will focus on how managers

can implement change from the top and the

middle of an organization. This entails

overcoming resistance to change, building

support for change through influencing

people, and executing strategies to mobilize

change through vision and persuasion.

Unlocking Organizational Value

This module is designed to help participants

identify sources of value hidden within

the organization that can be driven from

the bottom-up as well as the top-down.

We will first focus attention on forecasting

organizational performance both quantitatively

and qualitatively. Second, we will identify

internal and external constraints that keep

organizations from unlocking and distributing

organizational value. Lastly, we will examine

how organizations achieve customer value

through operational excellence.

Managing Complex Processes

This module will highlight the effective

management of processes, which generally

constitutes the sequence of activities that

transforms inputs into outputs and is critical

to the creation of organizational value.

Participants will be exposed to a number

of complexities—whether systems-based,

people-based, or project-based—that

complicate process design and delivery

and necessitate managerial trade-offs. We

will then focus on critically evaluating the

issues and challenges associated with these

process complexities and generating

approaches and responses to managing

them. Lastly, we will examine the improvement

of complex processes and how process

innovation is vital to the long-term survival

of the organization.

Integrating Across the Enterprise

This module will examine why it is critical from

an organizational value perspective to integrate

data, information, and knowledge and business

processes within and across functional areas

and across the borders of the organization

(i.e., to customers, suppliers, and other trading

partners). Participants will explore the

challenges and hurdles, and mechanisms and

approaches, for achieving integration using

information technology. For example, we will

examine how important electronic markets

are to the future of business. As another

illustration of the value of integration, we will

explore how operations impact financing

requirements, which entails reviewing how

scarce financial resources are allocated within

the organization.

Balancing Stakeholder Interests

This module continues our focus on

organizational value creation and distribution

to stakeholders. Participants will be challenged

to recognize why organizations must meet

the legitimate needs and wishes of the

stakeholders on which they depend and the

negative consequences of not doing so. For

most organizations, resources, broadly defined,

are always limited and must be allocated with

great care and sound judgment. In several case

situations, participants will be encouraged to

define who the critical stakeholders are, what

they want and need, and what the organization

can do to meet these critical requirements.

Crossing Borders

This module introduces the four courses

of term three. The Global Environment of

Business begins with an overview of

macroeconomic forces. We will examine

specific country experiences to illustrate the

challenges and opportunities created by these

forces. International Strategic Financial Planning

focuses on risk management, the derivative

securities market, foreign exchange hedging,

and convertible bonds. Global Strategy analyzes

the globalization process, export licensing, joint

ventures, mergers and acquisitions, and wholly

owned subsidiaries. Global Marketing Planning

discusses global strategic marketing planning

and the assessment of market opportunities.

These courses will lay the foundation for the

remaining module themes.

International Investments

This module will focus on the assessment of

international projects, including joint ventures,

acquisitions, mergers, or expansions. The

assessments will include the economic and

political considerations of doing business in

foreign countries. The determination of market

entry strategies and issues of international

considerations in market planning will be

considered. From the financial perspective,

the methods and implementation of valuation

techniques in the context of multi-currency

business situations will be developed.

International Investments will build on the

initial frameworks introduced in the initial

modules of the International Strategic Financial

Planning and Global Environment of Business

and will introduce the basic elements of the

Global Marketing Planning course.

Collaborative Strategies

This module focuses on alternative co-operative

strategies such as alliances, joint ventures, and

mergers and acquisitions. It discusses why

and how collaborative strategies change the

structure of companies and industries alike.

It also provides a structured and disciplined

approach to the key issues involved in creating

and executing collaborative strategies, as well

as practical guidance to the key steps in the

inter-organizational collaboration process.

As organizations look to create and maintain a

competitive edge in a business climate where

the abilities to adapt and respond are critical

to survival, managers rethink traditional

organizational boundaries and business models.

Emerging models emphasize co-operative

strategies and relationship-based organizational

structures that are highly flexible and capable

of responding to rapid and sometimes radical

changes in the marketplace and technology.

Looking Ahead Globally

Throughout our program we examine many

factors that affect our lives and our organizations.

In this module, we bring together various views

on what the future might be like. What should

we be expecting? And what might those trends

mean for us and for our organizations?

Vigilant leaders are continually looking ahead,

considering predictions and possibilities.

For example, what’s coming in information

technology, in education, in work life, in family

life? Where will the centre of economic and

social activity be? What lies ahead for our

environment? Where will the world’s economic

hot spots be?

International Field Study Trip

This trip presents a rare opportunity for you

to immerse yourself in the cultural, political,

and economic realities of one of the world’s

economic hot spots.


Leading

This course will help you develop a fuller

assessment of your own personal leadership,

as well as a plan for how you can leverage

your strengths and develop your weaknesses

to lead people more effectively. The course

covers many aspects of personal leadership,

including career-path development, the role

of mentors, effective coaching and direction,

developing commitment in others, and the

best use of teams in business settings.

Several methods will be used to address

these topic areas, including personality/style

assessment tools, business cases, videos,

and experiential workshops.

Competing with Analytics

This course will improve your understanding

of managerial decision-making by focusing

on how you approach complex situations

and emerge with effective decisions. You

will learn the use of analytical methods to

structure complex decisions, analyze and

compare alternatives, and arrive at a plan

of action. Topics such as coping with the

uncertain future, the analysis of complex

data, and solving simultaneous problems will

be covered in the context of a variety of real

management problems, including bidding,

procurement, supply chain, and pricing. The

focus of the course is on how the appropriate

use of analytics can create a competitive

advantage for the organization.

Information Systems

This course deals with the principles and

practices of developing and managing

information systems (IS). It is designed to

improve your understanding of information

technologies (IT), how they influence

organizational performance, and the

management issues that surround their

adoption and use. The purpose of this course

is not to make you an IT expert, but rather to

develop your ability to participate in and lead

IS decision-making. At the end of the course,

you will have an improved capacity to analyze

business problems and identify appropriate

IT-based solutions; participate in the evaluation,

design, selection, and implementation of

information systems; evaluate the contribution

of IS toward meeting an organization’s goals;

understand the critical issues facing the IS

function and the role of the general manager

in addressing these issues; and communicate

effectively with IT specialists.

Winning through Marketing Management

This course puts you in the marketing

manager’s chair. It exposes you to decisions

such as positioning and creating customer

value. You’ll explore the concepts and tools

used to make these decisions, such as market

segmentation, competitive analysis, and the

lifetime value of a customer. Winning in markets

is at the core of business success. Winning

means attracting, growing, and retaining

customers, beating competition, and making

money. This is done in a context of dynamic

changes related to economic and other

dimensions of the situation.

Management Accounting and Control

This course will allow participants to be

informed users of accounting information that

is strategic and that supports and enhances

the direction of the organization. This course

emphasizes the use of accounting data from

the perspective of managerial decision-making.

The manager’s use of accounting output

will be focused upon financial accounting

(understanding the role of external financial

reporting as a scorecard of managerial

performance), cost accounting (what a product

or service costs and how that information

can be used for effective decision-making),

strategic cost management (the use of

accounting information for value chain analysis

and assessment of opportunities), and

management control (evaluation of strategy

and planning).


CURRICULUM | COURSES

CoursesOVERVIEW

The careful sequencing of the individual classes, courses, and module themes is designed so that they build on one another throughout the program’s three terms to provide you with a powerful and practical learning experience.


Operations

This course examines the principles underlying

the management of operations systems, which

comprise processes that change or transform

inputs into outputs. Topics discussed include

process design and execution, lean operations,

quality management, supply management, and

project management. Our coverage of these

topics is intended to develop an understanding

and appreciation of the tactical and strategic

value in building world-class operations.

Sustainability

Focused at the intersection of markets

and society, we’ll examine how social and

environmental factors are reshaping the

competitive landscape of business. We’ll also

explore how organizations can rethink their

strategies to attain and sustain a competitive

advantage as more stringent demands are

placed on the role of business in society. The

course maps out the complex and evolving

interactions between business and society

along the value chain; deepens the notions

of value creation, value capture, and value

distribution central to strategy; explores

market dynamics with and without profit

motives; and unpacks promising sources

of disruptive innovation.

Entrepreneurship

Students will experience the entrepreneurial

process through class activities and cases.

Initially, we will focus on opportunity recognition,

the creation or identification of new ideas,

and the determination of whether these ideas

provide business opportunities. We will

then explore a wide range of issues that

entrepreneurs often face in the processes

of new venture creation and growth.

Managing Financial Resources

This course will enable you to recognize

corporate financial problems and opportunities,

communicate effectively with finance

professionals, and participate fully in the

financially driven decision-making process.

The first part of the course is concerned with

learning about a corporation from analysis of

its financial statements to forecasting financial

performance using pro forma statements.

We then focus on major financial decisions:

determining the optimum capital structure,

measuring and managing financial risk, and

planning long-term access to capital for the

organization in both debt and equity markets.

Lastly, we examine methods of corporate

valuation and explore opportunities to enhance

shareholder wealth through corporate mergers

and acquisitions.

Strategic Analysis and Action

This course will enhance your capacity to do

the job of a general manager/cross-enterprise

leader who leads a multi-functional group and

is responsible for its strategic performance.

The materials encompass a wide range of

industries and issues, yet they are integrated

through their emphasis on key general

management tasks. These tasks include

assessing the business’s performance and

forecasting its prospects as it is currently being

run; identifying the important opportunities

and challenges facing the business and setting

a course of action for dealing with them;

defining capabilities essential for the business’s

development and acting to build/acquire them;

and implementing changes in the way that a

business is being run or being operated.

Leading Action and Change

This course is intended to help you become

a more effective leader of action and change;

to increase your understanding of the nature

of organizational change (through conceptual

frameworks, readings, and discussions); to

hone your skills in dealing with change (through

observation, analysis, and experimentation);

and to enhance your sensitivity to the

contribution and consequences of the human

element as related to action and change.

Topics such as designing for change and

ongoing innovation; mobilizing change through

vision and persuasion; overcoming resistance

to change; building support for change through

influence; and implementing change from the

top and the middle will be explored.


Global Environment of Business

This course demonstrates the relationships

among the major environmental forces,

examines the ways in which they differ among

nations and over time, and analyzes how they

may impact corporate strategies. The course

addresses the following five sets of

environmental forces:

1. Industry Structure: responses to strategies

of customers, suppliers, and competitors,

dependence of profitability on unique

value-added attributes, and the shift of

certain activities to low-wage countries;

2. Macroeconomic variables: income levels

and growth rates, foreign exchange rates,

inflation rates, interest rates, and

unemployment rates;

3. Political variables: regulations, financial

incentives, taxation, foreign investment

restrictions, and international trade and

investment agreements;

4. Societal variables: labour and environmental

practices, ethics, corporate social

responsibility, Boards of Directors, and

demographics;

5. Technological variables: technological

infrastructure and the pace and direction

of technological changes, including in

particular the Internet and e-business.

International Strategic Financial Planning

In this course, you will focus on the issues

raised by financial transactions that relate

to advanced topics in corporate finance and

financial markets. The materials build on

concepts learned in the initial finance course,

with enhancements to recognize more complex

instruments and approaches integrating

finance with strategy, with particular attention

to international transactions. In particular, the

course will be considering the following issues:

understanding risk management and hedging,

the nature of derivative securities markets,

merger and acquisition valuations and tactics,

and alternate sources of funds such as

convertibles and high-yield debt.

Global Marketing Planning

This course will enhance your ability to analyze

market opportunities and threats, assess

internal capabilities, make tough choices, and

develop strategic market plans that will help

your organization win market leadership in the

global marketplace. Topics such as market

opportunity assessment, global branding,

entering foreign markets, competing with local

incumbents, and organizing the marketing

team and its activities across national borders

will be treated within the context of strategic

marketing planning. Our focus will be on the

process to develop such marketing plans, the

content of powerful marketing plans, and the

execution of those plans.

Global Strategy

This course will focus on how organizations

become international and then exploit their

international scope. You will begin with an

analysis of alternative modes of entry into

foreign markets ranging from exporting to

different forms of direct investment. Then you

will explore some of the challenges inherent in

coordinating strategies between headquarters

and operating companies, as well as

implementing organizational processes to

support successful implementation of those

strategies. Finally, you will analyze some of the

unique key success factors for international

alliances and cross-border mergers and

acquisitions. As you develop your own model

of how to approach international management

problems, you will integrate the ethical and

social responsibility considerations inherent

in playing on a global field.

Executive Client Field Project

This is a group project, conducted in self-

selected teams for the duration of the program.

A senior executive client must be obtained

in either a profit-oriented or non-profit

organization of appropriate size and complexity.

CURRICULUM | COURSES

I always thought that change was never easy, but this time I was wrong. Whether

it was a staff member, a faculty member, or a fellow classmate, someone was by my

side through every step of the process. If you had any questions, it didn’t take long

to get answers. It’s like a path has already been laid for your success and all you have

to do is follow it.”

Deidre L. Henne, EMBA ’09

Assistant Vice-President (Administration) & Chief Financial Officer,

McMaster University

DOUBTS WERE LEFT IN MY MIND. THIS WAS CLEARLY THE PROGRAM FOR ME.

“NO


Supporting Your Learning

Our professors are full-time members of our faculty who stay in constant contact with the

business world through their own consulting, research, and personal businesses. In class, the

professor orchestrates and facilitates class discussions, ensuring that all angles of a business

case are probed. Outside of class, professors are available and ready to help you gain further

insight into an issue you are facing at work, or to coach you as you improve your effectiveness

as a leader.

Managing the Details

In addition to faculty support, each Executive MBA class is assigned a Program Manager. Your

Program Manager is always available to answer questions and to ensure that all the program

details are taken care of so that you can focus on your learning experience.

Involving Your Partner in a Meaningful Way

We understand your partner plays an important role in supporting you, which is why we’ve

created a special Partners’ Orientation Program to connect your partner to the experience

as soon as the program begins.

Our commitment to your success begins the moment we meet—whether by phone, by email, or in person at an Ivey Information Session. The Executive MBA Program team is available to support you on your Ivey journey, from the application right through to graduation and beyond.

Making It PossibleONE-ON-ONE

You’ll work with a senior member of the Executive MBA recruitment team who will guide you throughout the admissions process. Our experienced team will work with you directly to help you make the case to your sponsoring organization, select the right references, and fill out your evaluation form.

THE EXPERIENCE


Assessment is based on the following factors:

Work experience: We look for evidence of leadership, innovation, energy, and commitment over

an extended period of time.

Previous academic experience: Most, but not all, candidates have a university degree.

References: We ask for two references from individuals who can verify your work experience

and know your ability and character.

Score on the Graduate Management Admission Test (if applicable): Exemptions are

granted based on prior academic experience in combination with work experience. Please ask

us for more information.

Each of these factors is important, but none is considered in isolation. Ask us if you’re curious

about eligibility. You can expect our personal attention.

Ivey Executive MBA candidates come from a broad array of industries, roles, and backgrounds. Age, experience, education, career, and professions are instrumental only inasmuch as they will contribute to Ivey’s dynamic educational experience. Dentists, engineers, journalists, and administrators are as common as marketing professionals, executives, and senior managers.

Selecting for Success


Work with Us to Ensure a Successful Application

Your Admissions Counsellor will continue to work with you to ensure all of the elements of your

submission are completed and submitted on time in a way that is as convenient to you as possible.

Preparing for the GMAT Test

There are many services that can help you prepare for the GMAT test. We will help you find the

one that’s best suited for you. That said, we look at much more than just a GMAT score, and

many applicants are GMAT exempt due to academic background and work experience. Please

ask us about a GMAT exemption.

Finance Options

Ivey has partnered with several major Canadian banks to offer flexible financing options, including

preferred loan programs at excellent rates. For those individuals incurring major travel costs,

there is a travel bursary available.

Support from Your Employer

Once you’ve decided to pursue an Ivey Executive MBA, the next step is to talk to your organization

about sponsorship. Most senior executives are pleased to see high-potential individuals like you

further develop their abilities.

Our brochure “Corporate Sponsorship” will provide your employer with additional information

about the benefits of supporting you in this endeavour. Please contact us to help build your case

for support and obtain a copy of the Corporate Sponsorship brochure.

Application Process


Receive a Quick Assessment

Send us your resumé so we can give you an early indication of whether Ivey is the right program

for you or if you qualify for a GMAT exemption.

Attend an Information Session

We invite you to attend one of our scheduled Information Sessions to learn more. Dates and

locations are posted on our website.

Book a One-on-One Discussion

Schedule a conversation with us at a time that fits your schedule. Get a personalized perspective

on the compatibility of your goals and experience with the Ivey EMBA Program.

Experience the Ivey Classroom

Experience the EMBA class dynamics first-hand by visiting an actual class. Interacting with the

current class and faculty members will give you insights about balancing career, family, and studies.

Prepare Your Submission

You’ll receive personal attention from an Admissions Counsellor throughout the process.

That support includes advice on completing your application and making the case to your

sponsoring organization.

We know this isn’t an easy decision. If you have questions about Executive MBA programs in general, please ask us.

NO QUESTION. WE HAVE ANSWERS.

Explore Your OptionsAPPLY NOW

Admission decisions are made on an ongoing basis, and we continue to consider participants until classes are full. To apply, go to www.iveyemba.ca and click on “Get Started.”

Call Us 1.800.342.1857

Visit Us www.iveyemba.ca

Email Us [email protected]


GRADUATES SINCE 1991

2,896Participants by Title

CLASS SIZE INTAKES PER YEAR (FEBRUARY OR SEPTEMBER)

55 2

32% Sr. Manager/

Manager

21% Director

19% VP/C-Suite/

Owner/President

28% Other

Diversity – Gender

71%Male

29%Female

PER CENTBORN OUTSIDE

OF CANADA

33

Participants by Industry

RECENT CLASS PROFILE

Financial Services 20%Manufacturing 11%Computer Technology 9%Health Services 7%Retail Trade 7%Business Services 6%Education 4%Holding/Investments 4%Media/Entertainment 4%Mining 4%Construction 2%Insurance 2%Non-Profit Organizations 2%Public Sector 2%Wholesale Trade 2%Legal Services 1%Real Estate 1%Utilities 1%Other 11%

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