Écoles, masters et doctorats / Schools, Masters and Doctorates / Enseignements / Teachings
In order to beneﬁt the most from these sessions, students are encouraged to : Participate and ask questions. For students interested by being future excellent managers, this is the occasion of understanding the key challenges as well as “cookbook” recipes. For students interested by a more academic approach, it is the occasion to confront theoretical approaches with the real life constraints (limited time, resources or need to focus on key priorities) any manager has to deal with ; Get out of their comfort zone. Entrepreneurial management is not about listening to a lesson, it is about writing the rules applying in your speciﬁc case leveraging other's experience. The course will try to provide students : A strategic view the how performance improvement plan are designed, and how the key performance levers work in practice. A taste of what operational management is, its constraints and the satisfaction it can bring. An “intrapreneurial” view of management & leadership – ie not only taking a well deﬁned job, but being able to stimulate a team and to turn it into architects of an improved performance. Interactions with successful leaders, each of them giving a framework for a given topic (lesson i), before detailing a real life example (lesson ii). Required reading : Who Says Elephants Can't Dance, HarperBusiness.
be a change leader. Readings describing research results are complemented with group case work and practical in-session training simulations. Course Description : This course aims to equip students with the skills to responsibly lead change in whatever community they operate. It focuses on the skills needed to advance a change agenda, taking the organization as its central analytical unit, and combining material from organizational behavior, leadership, human capital management, ﬁnance, project management, political theory, sociology, and anthropology, to propose a practical tool kit for public leaders. In the ﬁrst part of the course, reliable frameworks are introduced and we do an in-class simulation. The second part is co-created with the participations with class time devoted to student-selected topics and practice applying course material. The course concludes by suggesting linkages to current developments in business, politics and society. Required reading : Ross, Alec “The Industries of the Future”, 2016.
LEAN AND SUPPLY CHAIN MANAGEMENT
Semestre : Automne Nombre d'heures : 12 Langue d'enseignement : français
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Semester : Autumn Number of hours : 42 Language of tuition : English
Enseignants : Stéphane LOUBERE (Directeur Ernst and Young advisory). Prérequis : Aucun. Format pédagogique : Séminaire Mode de validation : L'appréciation repose sur une évaluation continue constituée de cas pratiques qui feront l'objet de présentations en groupes lors des cours. Ce module est validé 2 crédits. Charge de travail : Chaque cours nécessite un travail préparatoire (lecture, analyses). Une participation active est demandée. Méthode pédagogique : 6 séances de 2h (12h). Descriptif du cours : Le cours « lean & supply chain management » vise à donner des bases concrètes sur les leviers d'amélioration de la supply chain des entreprises. Que signiﬁe piloter la 1489
Teachers : Daniele KIELMANOWICZ (Consultante, LGI Consulting), Michael TOPOLNYTSKY (Consultant). Pedagogical Format : Lecture alone Course validation : 70%: 10-page Brieﬁng Note diagnosing a situation requiring change, articulating risks and opportunities and recommending a course of action, testing accurate application of material covered in Part I 30% : Participation in class and ofﬂine. Pedagogical Method : The course has a practical focus and aims to train the skills needed to