EXECUTIVE MASTERS PROGRAMME
DIPLOMACY AND INTERNATIONAL STRATEGY
Course Director’s WELCOME
his 1-year course, which began in September 2011, has got off to an excellent start. The 21 participants were an impressive group of midcareer and senior diplomats, defence officials and business people. Coming from 15 countries, their contact with leading academics and policy-makers has helped them challenge conventional wisdom, analyse developments in new ways, and think strategically in an age of ‘global risk’.
he course, which was developed by IDEAS, one of LSE’s Research Centres, builds on LSE’s global reputation for encouraging informed debate and seeking to understand the causes of things.
e warmly welcome applications from highflyers who wish to share this first experience.
MICHAEL COX Co-Director of LSE IDEAS & Professor, International Relations Department Course Director
LSE IDEAS is a centre for the study of international affairs, diplomacy and strategy at the London School of Economics, a world-class university in the heart of London. Since its founding in 2008, LSE IDEAS has developed a series of programmes covering the main international issues, both regional and transnational. These aim to widen debate and encourage discussion about some of the key challenges facing the world in the 21st century.
The Programme Established with the full support of the world-renowned Department of International Relations at the LSE, Diplomacy and International Strategy is a unique Executive Masters Programme dealing with international affairs, defence, international business and finance. Indeed, it is the only course in the world designed to help key people understand the factors shaping a rapidly changing and confusing global landscape. Leaders increasingly want their best staff to know how to develop effective strategies, but cannot spare them for full-time training. In response to this need LSE IDEAS brought together a team of leading academics and practitioners to design this new course, which enables participants to study while remaining in their demanding positions.
Special features of the course include the effort it makes in ‘getting inside the mind’ of others; the extensive coaching and mentoring it provides to participants; the opportunity it creates for high-calibre discussion in an engaging environment; and excellent networking opportunities.
The Class of 2011-2012 Those selected included three senior British diplomats and a member of the British National Security Council Secretariat; an adviser from the office of the Turkish Prime Minister; experienced diplomats from the US, Canada, Brazil, Mexico, Morocco and Thailand; defence officials from China and Japan; business people from Iran, Germany and Argentina; a UN official, plus an international arbitration lawyer, a country risk analyst of a major international bank and a regulator from the Financial Services Authority.
‘Right from the first week I was able to apply the lessons I had learnt to our operational and policy work and to coach my teams to look at issues differently’
During the first term the course members have been examining the changing nature and configurations of power, new approaches to the assessment of events/ trends and the development of strategies, the factors shaping and reshaping the global economy and the influence played in world affairs by the main international institutions. The course has also looked in depth at the global consequences of the financial crisis, whether or not the United States is losing its position of primacy, what drives Turkish and Brazilian foreign policy, and why Russia has declined while China has risen.
Natalia Lechmanova, Senior Country Risk Analyst, Standard Chartered Bank
Karen Pierce, Director of Afghanistan and South Asia, Foreign and Commonwealth Office ‘The course helps people from multinational firms to understand the significance of the changes taking place in the world as well as how to become better strategic thinkers and risk managers’
‘It provides a unique forum for the kind of multi-disciplinary thinking that is essential for strategy making in the world today’ Dominic Wilson, UK National Security Council Secretariat ‘The course has afforded new and invaluable pathways to rethinking and dealing with global challenges’ Rosimar da Silva Suzano, Minister, Brazilian Embassy, London. ‘The wealth of knowledge and experience shared with us was priceless’ Alper Ozden, Adviser, Office of the Turkish Prime Minister
‘This combination of thought provoking discussion and practical guidance on how to think strategically means that I will prepare for my new post in a very different way’ Kara Owen, Deputy Ambassador, Paris-designate ‘This is a wise, timely and bold initiative by LSE IDEAS to train serious thinkers in how to make tomorrow’s world more manageable’ Xu Wei, Staff Officer, Ministry of National Defence, PRC ’By amalgamating strategy with international affairs this carefully crafted course opens up new insights and perspectives that are especially valuable for international corporate executives’ Reza Tehrani, Business Executive
The Faculty PROFESSOR MICHAEL COX
PROFESSOR DANNY QUAH
Michael Cox (Programme Director) is Co-Director of LSE IDEAS and Professor of International Relations. He is a renowned international lecturer who has published extensively on the United States, transatlantic relations and Asia’s rise. His recent publications include: US Foreign Policy and Soft Power: (2009), Global 1989: Continuity and Change in World Politics (2010), US Foreign Policy (2nd edition, 2012).
Danny Quah is Professor of Economics at the LSE. He lectures frequently in the Gulf region, Southeast Asia, and China, and is also Tan Chin Tuan Visiting Professor at the National University of Singapore. Quah served on Malaysia’s National Economic Advisory Council (2009-2011) and is a Member of the World Economic Forum Global Agenda Council on Economic Imbalances.
PROFESSOR CHRISTOPHER COKER
PROFESSOR ODD ARNE WESTAD
Christopher Coker is Professor of International Relations. He has been a Visiting Fellow at the Rajaratnam School of International Studies (Singapore) and the National institute of Defence Studies (Tokyo). He has been a Teaching Fellow at the Norwegian Staff College. He has twice served on the RUSI Council; he has written extensively on strategy and lectures at defence academies around the world.
Arne Westad is Professor of International History, Co-Director of LSE IDEAS and co-founder of the LSE-Peking University Double MSc in International Affairs. He is a leading authority on the Cold War and its international legacies, as well as the modern history of East Asia. His new history of China’s foreign affairs, Restless Empire: China and the World since 1750 will be published in 2012.
PROFESSOR SAUL ESTRIN
PROFESSOR FAWAZ GERGES
Saul Estrin is Head of the Department of Management. He is best known for his work on privatisation, competition and foreign direct investment. He was formerly the Research Director of the London Business School’s Centre for New and Emerging Markets, notably Brazil, China, India, Russia and Central and Eastern Europe.
Professor Gerges is a Professor of Middle Eastern Politics and International Relations. He also holds the Emirates Chair of the Contemporary Middle East and is the Director of the Middle East Centre at LSE. His special interests include Islam and the political process, social movements, jihadist groups (like the Muslim Brotherhood and Al Qaeda) and the international relations of the Middle East.
PROFESSOR MARGOT LIGHT
PROFESSOR IAIN BEGG
Margot Light is Emeritus Professor of International Relations. She is a leading authority on Russia, the Commonwealth of Independent States and Eastern Europe, covering their domestic politics, foreign and defence policy, and East-West Relations. Her other specialities include foreign policy analysis and perceptions in foreign affairs.
Professor Begg is a Professorial Research Fellow at LSE’s European Institute. His main research is on the political economy of European integration and EU economic governance. His current projects include studies on the governance of EU economic and social policy, the reform of the EU budget and the Euro crisis.
The Practitioners MR GORDON BARRASS
TAN SRI DR MUNIR MAJID
Gordon Barrass, who leads the team of practitioners, is a visiting professor at LSE IDEAS specialising in strategy. After some 20 years in the British Diplomatic Service he served as Chief of the Assessments Staff in the Cabinet Office, before helping PwC develop its business in China. He is a member of the Trilateral Nuclear Dialogue (US, France, UK).
Dr. Majid stepped down as Chairman of Malaysia Airlines at the end of July 2011 after seven years, but maintains a corporate presence as Chairman of Bank Muamalat Malaysia, an Islamic financial institution. During his time at the Securities Commission, he was Chairman of the Emerging Markets Committee of IOSCO (International Organization of Securities Commissions). He is currently Senior Visiting Fellow in the South East Asia Programme at LSE IDEAS.
SIR MARK ALLEN
SIR DAVID MANNING
Sir Mark is an authority of Middle Eastern affairs. During three decades in the British Diplomatic Service he also worked on E-W relations and the emerging problems of globalisation. Since retiring, he has taken on a variety of advisory roles in energy, IT and strategic consultancy.
Sir David has wide-ranging experience of foreign affairs. He has served as British ambassador to Israel, NATO and the United States. From 2001-2003 he was Foreign Affairs Adviser to Prime Minister Blair. Sir David is currently a Director of Gatehouse Advisory Partners, a nonexecutive Director of several other companies, and Chairman of the Advisory Board of LSE IDEAS.
SIR COLIN BUDD
SIR RICHARD MOTTRAM
Sir Colin is an expert on European affairs. He was in charge of European and Economic Affairs in the FCO and then served as Ambassador to the Netherlands. He has also held senior positions in the Cabinet Office. He currently advises governments that are preparing to take over the rotating presidency of the EU.
Sir Richard is an expert on national security and defence strategy and planning. He was one of Britainâ€™s top civil servants, including heading the Ministry of Defence and being responsible for security and intelligence in the Cabinet Office. His current roles include Chairman of the Defence Science Technology Laboratory.
MR JONATHAN POWELL As a British diplomat Jonathan Powell was closely involved in negotiations with the Chinese over Hong Kong and German unification. As Chief of Staff to Prime Minister Blair he played a key role in reaching an agreement with the IRA on a political settlement in Northern Ireland. Jonathan is CEO of Inter Mediate, a NGO devoted to conflict resolution around the world, and a senior adviser to Morgan Stanley, and to the Institute for Strategic Dialogue.
he programme, which runs from October 2012 to July 2013, comprises: • • • •
Five intensive study sessions (two 5-day, one 4-day, two 3-day) Twenty evening seminars (spread across the first and second terms) Two strategic debate weekends (one in the first term and one in the second) Dissertation (third term)
Lectures provide the background to the issues and sharply-focused discussions are used to challenge conventional wisdom. The programme also comprises a number of realistic exercises dealing with the preparation of assessments, weighing up different options, horizon scanning and preventive action, crisis management and devising strategies. Although the syllabus is wide-ranging, there are no optional courses within the programme. Participants, however, are free to attend any of the lectures given at LSE. While the dates of the course are already fixed, the syllabus has yet to be updated to take account of the feed-back we receive from participants and new issues that need to be taken into account. The syllabus will, however, be close to that outlined below.
FIRST TERM (October-December)
SECOND TERM (January-March)
Strategy in a Changing World
Diplomacy and its Challenges
1. Looking Forward—A New Approach (5 full days of lectures/discussion), 1-5 October 2012 The nature and changing configurations of power How different cultures think about strategy Intelligence and new approaches to the assessment of risk/threats Managing risk—horizon scanning, contingency planning, preventive action Getting inside the mind of others Rethinking Strategy Round Table with practitioners 2. Strategic Trends—Economic (5 evening seminars), October/early November The impact of globalisation, the financial crisis of 2008, key drivers in the global economy, the significance of new technologies, business strategies in an age of global risk. 3. Strategic Decisions—I (Discussion with practitioners/exercise), 23/24 November The Euro Crisis, its impact and the risks ahead. 4. Strategic Trends—Players: Factors Shaping their Power (5 evening seminars), mid-November/ mid-December Covering the US, the EU, China, Russia, Japan, Brazil, Turkey and India 5. The Strategic International Environment— Institutions and Regions (5 full days of lectures/ discussions), 17-20 December and 7 January 2013) Institutions and Law Global Economic Governance Influence of Regions (Africa, Latin America and ASEAN) The Islamic World The EU & NATO
6. The Tools of Diplomacy (4 full days of lectures/discussions), 8-11 Janaury 2013) New forms of diplomacy Negotiations Proliferation Terrorism and Counter-terrorism Deterrence and diplomacy before/after conflicts 7. Challenges Ahead—I. Pressures (4 evening seminars), mid January/ early February) Climate change, demographics, resource scarcity, drugs/international crime etc 8. Strategic Decisions—II. (Discussion with practitioners/exercise), 22-23 February Examining the options for dealing with a serious strategic threat. 9. Challenges Ahead—II: Flashpoints and What to Watch For (6 evening seminars) mid-February/mid-March Disputes over territorial waters North Korea Pakistan/Afghanistan The Middle East Iran 10. Facing the Future—I. (Exercises) (3 full days) 25-27 March Preparing and testing an important assessment Horizon Scanning/Preventive Action Crisis management
THIRD TERM (April-July)
11. Facing the Future—II. (Exercises and Conclusions), End of April Preparing a strategy Enhancing Leadership Likely major risks of the next 20 years The implications for strategy and diplomacy Roundtable discussion with Practitioners 12. Dissertation 10,000 word dissertation—an applied case study involving strategic decision making. To be submitted at the beginning of September.
How to Apply We welcome applications from mid and upper career professionals, from both the private and public sectors. Candidates should have a good first degree and be fluent in English. Demand for the course in its first year massively outstripped the limited number of places available on it. Early application is, therefore, encouraged. The fee for this course is ÂŁ24,000. Before submitting a formal application the candidates should contact the Executive Programme Team.
Email: firstname.lastname@example.org Phone: +44 (0) 207 852 3796
FOR THE SELECT FEW.
This unique executive MSc Diplomacy and International Strategy course is for high-flyers dealing with all aspects of international affairs. A team of LSEâ€™s leading academics and top practitioners will coach you in challenging conventional thinking, exploiting the latest techniques for assessing risk and threats, and devising effective strategies to address them. This course has been especially tailored so that you can accelerate your career while holding a demanding position in public affairs.
In 2012, IDEAS was ranked the worldâ€™s fourth-best university think tank and the 20th most influential think tank in Western Europe, in the annual report of the Think Tank and Civic Society Program at the University of Pennsylvania which compared more than 5,300 think tanks from 120 countries.
London School of Economics and Political Science Houghton Street, London, WC2A 2AE +44 (0)207 7852 3796
MSc Diplomacy and International Strategy examines the changing and confusing global landscape created by the fundamental shifts that have oc...
Published on Feb 17, 2012
MSc Diplomacy and International Strategy examines the changing and confusing global landscape created by the fundamental shifts that have oc...