Competing in Global Business Executive Certificate Syndicate Program

Georgetown University McDonough School of Business

COMPETING IN GLOBAL BUSINESS

EXECUTIVE CERTIFICATE SYNDICATE PROGRAM Georgetown University

EXECUTIVE EDUCATION

Founded in 1789 as a private, Jesuit university in Washington, D.C., Georgetown operates five executive degree programs through its McDonough School of Business and counts 35 companies among its executive education custom program clients. Georgetown McDonough is known for its strength in international business and in business and public policy and has conducted programs in India for its own graduate students since 1997. Its faculty includes leading scholars and master teachers. In 2015, Financial Times ranked Georgetown executive custom programs 5th in the United States and 21st globally and its executive MBA 6th in the United States and 37th globally. Notable university alumni include President Bill Clinton and CEOs of several prominent companies.

The university’s alumni network in India is growing and thriving.

In partnership with XLRI - Xavier School of Management Mentor: Pramath Raj Sinha

Pramath Raj Sinha Currently a founder of the 9.9 Media Leadership Institute, Dr. Sinha previously was the founding director of the Indian School of Business in Hyderabad and was a partner at McKinsey. He is a founder of the new Ashoka University located near Delhi and an acknowledged expert on business education in India.

Georgetown University McDonough School of Business • Office of Executive Education XLRI School of Management Corporate Programs msb.georgetown.edu/executive/certificates/india • msbexeced@georgetown.edu

L

M

R G IN N

Established in 1949, soon after the independence of India, XLRI joined in spirit and action the patriots and great leaders of India in building the nation.

An executive education institute with the motto “Excellence and Integrity,” XLRI trains leaders who will excel in competence, personal values, and social concern. The school has three executive degree programs with foreign collaborators and operates numerous short courses annually in Jamshedpur and in major cities throughout India. XLRI is typically ranked among the country’s top five business schools and has a large network of alumni, many in senior levels of management.

GL OB A

XLRI

NTENT • GLOBAL EXPOS O C U RE BAL O •A GL CT • IO T E N S LE D IN A

Consulting Projects. These business projects are a central feature of the certificate program and run across all three modules. Students analyze and propose recommendations to a specific business issue or problem within their company. Working in teams, they produce reports that draw on program lessons, personal experience, and faculty guidance. The reports offer measurable returns on investment and concrete action items that companies can execute immediately.

Students…

• Propose topics for consulting projects that affect their industry, company, or job • Identify the industry and business function • Articulate a business issue, question, or problem

Georgetown University’s McDonough School of Business, in partnership with XLRI – Xavier School of Management, announces the launch of a unique executive education program in India for managers who aspire to greater responsibilities in global business.

Highlights of the Competing in Global Business Executive Certificate include: • • • • • •

Three one-week modules, two in India and one in Washington, D.C., over six months Action learning with corporate engagement that bridges theory into practice Consulting projects from participants’ companies, guided by faculty Take-away impact for sponsoring companies from a syndicate model Necessary soft skills for executives and hard skills to compete globally Intended for Indian mid-senior managers or others managing businesses in India

Global Mindset and Global Content Success in managing international business requires knowledge of business practices abroad — exporting and importing, foreign investment, exchange rates, markets, governments, people, cultures, and more. Managers need additional skills to master the complex issues of business abroad, whether you relocate or lead the international engagements of your company from India.

Global content is not enough — we need a global mindset, too. A global mindset will instill a new way of thinking, an intangible way of being. You will broaden your perceptions, attitudes, outlooks, and approaches.

Global Exposure Proficiency in global business is gained by interacting with internationally experienced people and traveling abroad. The classroom is not enough. We learn by doing.

First-hand experience in global markets is necessary. We see ourselves better if we get outside ourselves.

The Syndicate Model Participants come from a small number of selected companies that each sponsor multiple employees. This

model of executive education enables companies to shape the program to their needs and to obtain the critical mass and momentum that comes with multiple participants. Individual self-financed participants also may join the program. All participants benefit by learning from their peers and their respective companies and industries.

Career Transitions The optimum time for executive education is during a transition, such as from middle management to senior management roles and responsibilities, often after 8-15 years of experience. This is the time when there is a need for new skills and new ways of thinking. This is the time when lessons are immediately put into practice and when there is a tangible return on an educational investment.

Action Learning Relevance. Experienced managers have specific educational needs. One size does not fit all. The Executive Certificate in Competing in Global Business offers up-to-date lectures, case studies, and live cases, real time and on-site, with top management. We confront current business issues that are affecting companies now.

Faculty…

• Form clusters of projects with similar issues • Establish cross-industry teams of 3-5 students who study the clusters of projects • Support the teams and their projects The end result…

• Teams present their project at the end of the program • Individuals create reports specific to their company

Program Complements Company Needs In two ways, this program offers education in global business that complements ongoing activities of companies: • The cross-industry group of participants affords a range of experience and knowledge that maximizes peer learning that isn’t available in company training programs.

• The strategic teaching and learning approach is concrete and applied to business issues facing companies now, but not as operational as company training programs are.

Format and Delivery • Three modules of five days each are separated by two months with online learning between modules.

• Two modules are located in Delhi, and one module is located in Washington, D.C. • Instruction is given by faculty from both Georgetown University McDonough School of Business and XLRI. • Company visits with case studies and briefings from top managers are integrated into each module.

• Business consulting projects aligned with participants’ business needs are conducted by teams of students and guided by faculty throughout the program.

• Georgetown University and XLRI certificates are awarded upon completion of the program, and participants become alumni of Georgetown University Executive Education and of XLRI.

What We Teach and Learn This program delivers immediately useful skills and then places them in the global business environment.

The concluding project completed by each participant for his/her company is a consulting-style business plan or growth plan with action recommendations.

First Module | The Top Manager: How to Manage the Global Business of the Firm and Its People We begin with the manager as the person who makes critical business decisions. We stress the skills of managing the global organization, guiding the trade and investment decisions of its business abroad, and communicating across cultures effectively. Business consulting projects are launched.

Second Module | The Strategist: How to Compete and Grow in a Global Business Environment We study the critical decisions that shape the way in which the firm competes in global business – marketing, operations, and strategy. Everything we do in the classroom and in the field is internationally oriented.

Business consulting projects continue.

Third Module | The Industry: The Environment of Global Business We achieve an understanding of the context within which businesses operate — global industries and national economies. We explore how the firm’s business issues fit into this environment and how executive leadership pulls together a cohesive vision. The setting is Washington, D.C., where business and government meet. Business consulting projects are completed and delivered.

Intermodule Online Learning Courses of study for the second and third modules are introduced via online learning. This enables our students to get a head start on courses on their own time and ultimately achieve a greater depth of learning.

Audience Executives learn from one another as well from program faculty. The cohort will be made up of managers with 8-15 years of experience with budget and people responsibility and who seek higher level management roles with profit and loss responsibility. Participants may be engineers or scientists who are in management roles and equipped to take the program by virtue of their experience. Some participants may have prior formal theoretical business education but seek a more applied and practical approach with up-to-date materials. All students aspire to greater international business exposure and employment.

Consulting Projects. These business projects are a central feature of the certificate program and run across all three modules. Students analyze and propose recommendations to a specific business issue or problem within their company. Working in teams, they produce reports that draw on program lessons, personal experience, and faculty guidance. The reports offer measurable returns on investment and concrete action items that companies can execute immediately.

Students…

• Propose topics for consulting projects that affect their industry, company, or job • Identify the industry and business function • Articulate a business issue, question, or problem

Georgetown University’s McDonough School of Business, in partnership with XLRI – Xavier School of Management, announces the launch of a unique executive education program in India for managers who aspire to greater responsibilities in global business.

Highlights of the Competing in Global Business Executive Certificate include: • • • • • •

Three one-week modules, two in India and one in Washington, D.C., over six months Action learning with corporate engagement that bridges theory into practice Consulting projects from participants’ companies, guided by faculty Take-away impact for sponsoring companies from a syndicate model Necessary soft skills for executives and hard skills to compete globally Intended for Indian mid-senior managers or others managing businesses in India

Global Mindset and Global Content Success in managing international business requires knowledge of business practices abroad — exporting and importing, foreign investment, exchange rates, markets, governments, people, cultures, and more. Managers need additional skills to master the complex issues of business abroad, whether you relocate or lead the international engagements of your company from India.

Global content is not enough — we need a global mindset, too. A global mindset will instill a new way of thinking, an intangible way of being. You will broaden your perceptions, attitudes, outlooks, and approaches.

Global Exposure Proficiency in global business is gained by interacting with internationally experienced people and traveling abroad. The classroom is not enough. We learn by doing.

First-hand experience in global markets is necessary. We see ourselves better if we get outside ourselves.

The Syndicate Model Participants come from a small number of selected companies that each sponsor multiple employees. This

model of executive education enables companies to shape the program to their needs and to obtain the critical mass and momentum that comes with multiple participants. Individual self-financed participants also may join the program. All participants benefit by learning from their peers and their respective companies and industries.

Career Transitions The optimum time for executive education is during a transition, such as from middle management to senior management roles and responsibilities, often after 8-15 years of experience. This is the time when there is a need for new skills and new ways of thinking. This is the time when lessons are immediately put into practice and when there is a tangible return on an educational investment.

Action Learning Relevance. Experienced managers have specific educational needs. One size does not fit all. The Executive Certificate in Competing in Global Business offers up-to-date lectures, case studies, and live cases, real time and on-site, with top management. We confront current business issues that are affecting companies now.

Faculty…

• Form clusters of projects with similar issues • Establish cross-industry teams of 3-5 students who study the clusters of projects • Support the teams and their projects The end result…

• Teams present their project at the end of the program • Individuals create reports specific to their company

Program Complements Company Needs In two ways, this program offers education in global business that complements ongoing activities of companies: • The cross-industry group of participants affords a range of experience and knowledge that maximizes peer learning that isn’t available in company training programs.

• The strategic teaching and learning approach is concrete and applied to business issues facing companies now, but not as operational as company training programs are.

Format and Delivery • Three modules of five days each are separated by two months with online learning between modules.

• Two modules are located in Delhi, and one module is located in Washington, D.C. • Instruction is given by faculty from both Georgetown University McDonough School of Business and XLRI. • Company visits with case studies and briefings from top managers are integrated into each module.

• Business consulting projects aligned with participants’ business needs are conducted by teams of students and guided by faculty throughout the program.

• Georgetown University and XLRI certificates are awarded upon completion of the program, and participants become alumni of Georgetown University Executive Education and of XLRI.

What We Teach and Learn This program delivers immediately useful skills and then places them in the global business environment.

The concluding project completed by each participant for his/her company is a consulting-style business plan or growth plan with action recommendations.

First Module | The Top Manager: How to Manage the Global Business of the Firm and Its People We begin with the manager as the person who makes critical business decisions. We stress the skills of managing the global organization, guiding the trade and investment decisions of its business abroad, and communicating across cultures effectively. Business consulting projects are launched.

Second Module | The Strategist: How to Compete and Grow in a Global Business Environment We study the critical decisions that shape the way in which the firm competes in global business – marketing, operations, and strategy. Everything we do in the classroom and in the field is internationally oriented.

Business consulting projects continue.

Third Module | The Industry: The Environment of Global Business We achieve an understanding of the context within which businesses operate — global industries and national economies. We explore how the firm’s business issues fit into this environment and how executive leadership pulls together a cohesive vision. The setting is Washington, D.C., where business and government meet. Business consulting projects are completed and delivered.

Intermodule Online Learning Courses of study for the second and third modules are introduced via online learning. This enables our students to get a head start on courses on their own time and ultimately achieve a greater depth of learning.

Audience Executives learn from one another as well from program faculty. The cohort will be made up of managers with 8-15 years of experience with budget and people responsibility and who seek higher level management roles with profit and loss responsibility. Participants may be engineers or scientists who are in management roles and equipped to take the program by virtue of their experience. Some participants may have prior formal theoretical business education but seek a more applied and practical approach with up-to-date materials. All students aspire to greater international business exposure and employment.

Georgetown University McDonough School of Business

COMPETING IN GLOBAL BUSINESS

EXECUTIVE CERTIFICATE SYNDICATE PROGRAM Georgetown University

EXECUTIVE EDUCATION

Founded in 1789 as a private, Jesuit university in Washington, D.C., Georgetown operates five executive degree programs through its McDonough School of Business and counts 35 companies among its executive education custom program clients. Georgetown McDonough is known for its strength in international business and in business and public policy and has conducted programs in India for its own graduate students since 1997. Its faculty includes leading scholars and master teachers. In 2015, Financial Times ranked Georgetown executive custom programs 5th in the United States and 21st globally and its executive MBA 6th in the United States and 37th globally. Notable university alumni include President Bill Clinton and CEOs of several prominent companies.

The university’s alumni network in India is growing and thriving.

In partnership with XLRI - Xavier School of Management Mentor: Pramath Raj Sinha

Pramath Raj Sinha Currently a founder of the 9.9 Media Leadership Institute, Dr. Sinha previously was the founding director of the Indian School of Business in Hyderabad and was a partner at McKinsey. He is a founder of the new Ashoka University located near Delhi and an acknowledged expert on business education in India.

Georgetown University McDonough School of Business • Office of Executive Education XLRI School of Management Corporate Programs msb.georgetown.edu/executive/certificates/india • msbexeced@georgetown.edu

L

M

R G IN N

Established in 1949, soon after the independence of India, XLRI joined in spirit and action the patriots and great leaders of India in building the nation.

An executive education institute with the motto “Excellence and Integrity,” XLRI trains leaders who will excel in competence, personal values, and social concern. The school has three executive degree programs with foreign collaborators and operates numerous short courses annually in Jamshedpur and in major cities throughout India. XLRI is typically ranked among the country’s top five business schools and has a large network of alumni, many in senior levels of management.

GL OB A

XLRI

NTENT • GLOBAL EXPOS O C U RE BAL O •A GL CT • IO T E N S LE D IN A

MODULE 1 IN JAMSHEDPUR AT XLRI The Manager: How to Manage the Global Business of the Firm and Its People Managing the Global Organization, International Business Management, Management Across Cultures

Onsite Learning 5 days, 31.5 hours Sunday

09:30 - 11:00

Monday

Tuesday

Wednesday

Thursday

Friday

Business Project

Managing Global Org

Practicum 1

Classes 4, 5

International Business Mngmt

International Business Mngmt

International Business Mngmt

Class 1

Class 3

Class 5

International Business Mngmt

International Business Mngmt

International Business Mngmt

Class 2

Class 4

Class 6

Lunch

Lunch

Lunch

Managing Global Org

11:20 - 12:50

Class 1

Lunch

Managing Global Org

14:10 - 15:40

Company visit with executive briefing and live case study onsite

Lunch Guest speaker

Class 2

Mngmt Comm Across Cultures Class 1

Managing Global Org Class 6

Managing Global Org

16:00 - 17:30

Class 3

Business Project

Evening

Opening Dinner Course Briefing

Mngmt Comm Across Cultures Classes 3,4

Class 2

Company visit with executive briefing, office visit, and live case study onsite

Study period

Study period

Mngmt Commt Across Cultures

Practicum 2

Study period

Study period

Mngmt Comm Across Cultures Class 5

Business Project Practicum 3

Synopses of Courses Business Project Creation of a plan for increasing the growth and profitability of the participant’s company or a business unit in it. Each participant offers a business issue or question or problem in his or her company. The faculty forms a cluster of similar projects and forms teams that work throughout the three modules of the program. The faculty guides the project work, which benefits from the diverse viewpoints of the participants. Each participant customizes the team’s project output to the specific situation in his or her company. The product is a concrete and tangible takeaway from the program.

Managing the Global Organization How can organizations effectively acquire, develop, and retain human capital? How can they manage rapid growth and change? How can organizational culture and national culture be reconciled in the global firm? What are the best incentives for performance? How can you build formal and informal social networks?

International Business Management What explains an industry’s exports and imports? Within an industry, which firms are exporters?

What does it take for a firm to be a successful exporter? What determines who the export customers are? Where should production be located, at home or abroad? If abroad, where is the offshoring?

Should the firm own or outsource production activities? How can mangers determine the attractiveness of markets abroad? How do government trade and investment policies affect the trade and investment decisions?

Management Communication Across Cultures This course is about the frequently lacking soft skills of top management. How do managers use power and exert influence? What methods and styles do top managers use to communicate with employees, suppliers, customers, and the public? How does effective communication differ across cultures? What works and what doesn’t work? How can managers develop persuasive oral and written communication skills and create effective presentations? What are the rules to follow for successful negotiating strategies?

Details of courses and timings are subject to change.

MODULE 2 IN DELHI The Strategist: How to Compete and Grow in a Global Business Environment Competitive Strategy, Marketing Across Borders, Global Operations

Inter-module Online Learning Preparation for Module 2 Competitive Strategy

1 lecture (asynchronous equivalent)

Marketing Across Borders

1 lecture (asynchronous equivalent)

Global Operations

1 lecture (asynchronous equivalent)

Business Project - Practicum 4

1 virtual team meeting

Onsite Learning 5 days, 37.5 hours Sunday

09:30 -11:00

11:20 - 12:50

14:10 - 15:40

16:0017:30

Evening

Monday

Tuesday

Wednesday

Thursday

Business Project

Marketing Across Borders

Marketing Across Borders

Marketing Across Borders

Class 2

Class 3

Class 6

Competitive Strategy

Competitive Strategy

Class 2

Class 5

Marketing Across Borders

Marketing Across Borders

Class 4

Class 7

Lunch

Lunch

Lunch

Lunch

Lunch

Competitive Strategy

Marketing Across Borders

Global Operations

Global Operations

Class 3

Class 7

Global Operations

Global Operations

Business Project

Class 2

Class 4

Practicum 6

Dinner CEO Forum

Study period

Practicum 5

Competitive Strategy

Classes 6, 7

Class 3

Competitive Strategy Class 4

Study period

Company visit with executive briefing, factory tour, and live case study onsite

Study period

Class 5

Friday Global Operations Classes 5,6

Company visit with executive briefing, factory tour, and live case study onsite

Synopses of Courses Business Project Project work continues in teams with faculty guidance.

Competitive Strategy How does the firm gain competitive advantage in home and foreign markets? How can managers articulate the firm’s value proposition? What are the firm’s resources and capabilities? How can we enact a strategy of differentiation? Of niche markets? Of cost leadership? How can systemic and frugal innovation be managed? How can value be extracted from innovation? How can competitive advantage be sustained worldwide amidst change in the global industry?

International Marketing How can the firm create value for customers in markets abroad? In developed markets as well as emerging markets? How can consumer preferences be learned and analyzed? For business customers and end users? How should the firm’s product be positioned and branded both for industrial and consumer products? How do the managers determine a pricing strategy? How is the market share versus profitability trade-off decision made? How can a go-to-market strategy be articulated?

Global Operations How do superior operations contribute to competitiveness? How can we organize a responsive demand-driven global supply chain? What are the limits of global production networks? Managing orders and inventories. How can we create a lean organization? Frameworks to enable the firm to make decisions for efficient operations.

Details of courses and timings are subject to change.

MODULE 3 AT GEORGETOWN UNIVERSITY IN WASHINGTON, D.C. The Industry: The Environment of Global Business World Economy, International Financial Markets, Business and Public Policy, Executive Leadership

Inter-module Online Learning Preparation for Module 3 World Economy

1 lecture (asynchronous)

Executive Leadership

1 lecture (asynchronous)

International Financial Markets

1 lecture (asynchronous)

Business & Public Policy

1 lecture (asynchronous)

Business Project Practicum 7

1 virtual team meeting

Onsite Learning – Module 3 at Georgetown 5 days, 36 hours Sunday

09:30 -11:00

11:20 - 12:50

14:10 - 15:40

16:0017:30

Evening

Monday

Tuesday

Wednesday

Thursday

Friday

World Economy

Executive Leadership

Class 2

Class 2

International Financial Markets

International Financial Markets

International Financial Markets

Class 2

Class 4

Class 5

World Economy

Executive Leadership Class 3

Business & Public Policy

Business Project

Class 3

International Financial Markets Class 3

Class 4

Presentations Plan delivered

Lunch

Lunch

Lunch

Lunch

Lunch

World Economy

Executive Leadership

Business & Public Policy

Business Project

Class 4

Class 4

Business & Public Policy

Business Project

Executive Leadership

Practicum 8

Class 5

Study period

Study period

Classes 5, 6

Class 2

Business & Public Policy Class 3

Dinner CEO Forum

Company visit with executive briefing, office tour, and live case study onsite

Study period

Presentations Plan delivered

Closing Reception Certificates Awarded

Synopses of Courses Business Project The project is completed and presented formally to the class and to panels of outside experts. Each individual participant customizes the research for his or her specific company’s needs.

World Economy How do national governments and international organizations influence economic growth, price inflation, interest rates, exchange rates, and unemployment? What causes business cycles and recessions? What are the trade-offs between the use of fiscal stimulus versus consolidation of public sector debt? What do central banks do and how do they do it? How does fiscal and monetary policy affect businesses? How can firms manage exchange rate risk? We use examples from the United States, European Union, India, and China.

International Financial Markets What are the tools for international financial analysis? How do capital markets function? How can we determine the most efficient allocation of funds across capital projects worldwide? How does the manager weight the advantages versus the risks in using foreign currency-denominated finance?

What payments systems are available? How do central banks operate, make decisions about monetary policy, and influence interest rates? What banking regulations affect global financial decisions?

Business and Public Policy How can businesses best influence the public policy agenda and the outcomes for law and regulation that meet the public interest as well as the firm’s business? What are non-market strategies and how can they be adopted to optimize the firm’s business success abroad? What is the role of national and state or local governments? How do international organizations relate to national governments?

Executive Leadership This course prepares the managers to take up leadership roles in a changing global business environment. Besides profiling participants on managerial and leadership orientations, the course enables them come out with an action plan to develop leadership competencies that are essential to navigate business in one’s own organization. Participants should be prepared with an overall business understanding of one’s own organization and its performance in the market. The methodology of the course is experiential and the XLRI framework of leadership competency will be used in this module to identify, assess and develop leadership competencies in managers to meet the managerial challenges in the global business environment.

Details of courses and timings are subject to change.

COMPETING IN GLOBAL BUSINESS: Executive Certificate Syndicate Program

Module Locations and Dates

Module 1

Module 2

Module 3

XLRI, Jamshedpur 18- 22 April 2016

India Int'l Center, Delhi 27 June1 July 2016

Georgetown Univ, Washington, DC 29 August2 September 2016

Price Schedule Rs. 7 lakhs: Single participants from one company or self-financed individuals Rs. 12 lakhs: Two participants from the same company (Rs. 6 lakhs per person) Rs. 15 lakhs: Three or more participants from the same company (Rs. 5 lakhs per person) *The tuition fee is to be paid to XLRI in rupees.

The price includes:  All instruction  Accommodation and all food service for Module 1 at XLRI in their new Executive Education Building  Accommodation and lunches for Module 3 in Washington, DC  Transportation to and from company visits and case study sites The price does not include:  Service tax of 14.5%  Travel to and from Jamshedpur for Module 1 or Delhi for Module 2  Accommodation, if required, in Delhi for Module 2 (a block of IIC rooms will be set aside for participants to reserve)  Air travel to and from Washington, DC