2. Business Fundamentals

participantsThe Business Fundamentals section takes students through the traditional MBA subjects ranging from strategic planning through marketing and donor relations to microeconomics and the management of resources, providing students with a sound base from which to compete successfully with other MBAs for private-sector employment.

This section places a special emphasis on the role of social entrepreneurship as a new strategic space, where cutting edge market-based mechanisms are leveraged to create a positive change, which is increasingly seen as a powerful alternative to traditional social policy and development interventions.


Modules in this section include:

1. Designing Development Projects
This course provides an overview of the international development landscape and how different approaches to delivering development assistance have evolved through time while combining theoretical knowledge with practical hands-on training.Using detailed case studies of existing and hypothetical projects, the course explores essential tools for planning and implementing development projects.

Dr. Taylor Brown & Karen Iles, the IDL Group in Development

2. Communication, Fundraising and Advocacy
What are the basics of communication processes? How to conceptualize, plan, execute and monitor a communication strategy? How to develop and establish appropriate strategic fundraising solutions? What can advocacy achieve? And how are all of these connected to each other?

Mr Gregor Henneka, UNICEF & Prof. Dr. Jurgen Seitz, Stuttgart Media University

3. Social Entrepreneurship & Business Plan
Participants will explore the relevance, feasibility and strategy for the implementation of an innovative project. Participants will not only learn to determine whether this project should be launched but also to « learn by doing » using a reflective method which allows them to apply to other opportunities they might identify in the future. Participants will be introduced to model IoOp (« Innovation by Opportunity ») that is to be used in real time to structure the contents of this innovative project and reach an Opportunity Case which addresses essential questions on management and other stakeholders. Model IoOp, subject to this training, is a reflection method that helps developers to identify factors to key success and avoid obstacles.

Prof. Raphael Cohen, University of Geneva

4. Performance and Resource Management in NPOs
This ‘practitioner course’ takes the students in six thematic sessions through the resource management functions in Non-Profit Organizations (NPOs). The course examines the constituent elements and boundaries of NPOs, their embedded incentive systems, and challenges to manage NPOs for results. It also provides the students the tools and analytical framework for an assessment of a NPO of their choice.

Achim von Heynitz, Consultant at IFAD, AfDB, ILO, OPCW

5. Sustainable Finance
Get ready to dive into the world of credit, savings and insurance in their “bottom of the pyramid” incarnation. Bring along an open mind and your critical-thinking hat, and get ready to be an active participant in an eyeopening, myth-debunking journey into one of the development sector’s fastest growing and most contentious areas.

Prof. Philipp Krüger, Responsible Finance & Junior Chair, Swiss Finance Institute University of Geneva, GSEM, University of Geneva

6. Managerial Accounting
The course is designed to expose students to the theory and practice of selecting and analyzing financial and managerial accounting information for decision-making, planning, directing and controlling purposes. It focuses on the understanding and questioning of accounting numbers and of underlying assumptions behind those numbers, and on the need to integrate accounting reports with nonfinancial performance measures and effective tools of analysis.

Antonio Vegezzi, Capital Italia Fund and Università della Svizzera Italiana

7. Risk Management
The aim of this course is to give students a basic understanding of the principles of risk management and their application. By the end of this module, students should have a broad understanding of the risk management function in an organization, be able to define its risk and to develop a risk policy.

Prof. Dr. Emmanuel Fragnière, Geneva Business School (HEG) & Jean-Bertrand Helip, eBay

8. Global Strategy
Organizations – for-profit or non-for-profit ones – need to develop strategies how to act in the global environment. This course aims at developing strategic thinking in a global context. We introduce you to the domain of global strategy, gain understanding of the processes of strategy analysis and formulation, and then apply them in a global setting.

The course blends input sessions with tools and frameworks as well as interactive discussions and assignments. We will work on a case study in real-time and interact with the organization’s management

Learnt concepts are applied in a simulation scenario about strategic decisions taking for several markets.

Prof. Dr. Tina Ambos, University of Geneva

9. Global Innovation Management

The Course on “Global Innovation Management” focuses on global best practice processes of innovation strategies. The term “innovation” covers a broad range of initiatives, like the classical product innovations, process innovations, service innovations, system and platform innovations, social innovations as well as the actual hype about business model innovations driven by new technologies and the digitization of economies and societies. All these initiatives will be integrated within a structural framework with the objective to analyze the targets, methodologies, chances and limitations of each of those innovation approaches and initiatives in detail.

Prof. Dr. Feix Thorsten, Augsburg University of Applied Sciences