MBA — 2025 entry Master of Business Administration

This module explores the use of financial information in strategic decision-making.  Appropriate use of financial information is critical to successful decision-making by managers, investors and other stakeholders.   In this module, students will explore the 'language' of business by focusing on the dimension that is common to all operations in an organisation, their contribution to adding strategic value.  Students will also learn how to analyse the current situation and performance of an organisation and understand, evaluate, select and apply financial based models to support managerial decision-making in the context of strategic corporate aims, including sustainability. 

To be competitive in today’s increasingly difficult and digital markets it is vital for companies to identify markets opportunities and challenges and react accordingly. Companies that aim to remain or enhance their competitiveness need to find ways to offer superior value to customers. This is where Marketing plays a vital role. The module contains following main areas within Marketing: Marketing is a function within the company and one session is aimed to define and locate Marketing within the organisation and discuss the common misconceptions about Marketing from other actors within the organisation. Further Marketing and the Marketing Strategy needs to align with the Corporate Strategy, therefore part of a session is devoted to Marketing strategy. To develop and implement a Marketing strategy companies need knowledge about the market. This will be covered by first explaining its roots in microeconomics and then explaining and discussing ways to gather and analyse data. To support decision making in Marketing and deliver superior value knowledge about the two main actors is vital: customers and competitors. (understanding markets, market research, data-driven Marketing and consumer behaviour) Based on this market knowledge companies can design and implemented offerings that have the potential to create superior customer value. Decisions on the Marketing instruments are the second core are within Marketing. The decision that have to be made are: 1) create a value proposition for a product or service and the brand around it, 2) determine an appropriate price or pricing model, 3) manage the communication to shape the brand, 4) select the sales channels and manage the sales process, 5) create a suitable environment at the customer contact points, 6) manage customer contact employees and 6) the processes and customer experience so that they add to creating superior value. (Marketing instruments) The third core area of Marketing adds a time dimension to the above Marketing instruments, which is to create, maintain and enhance profitable relationships to customers. (Relationship Marketing) Marketing is more and more under scrutiny to prove that above activities are effective and generate a return on investment. Therefore, one session within the module is devoted to presenting instruments to monitor and assess the success of Marketing activities. (Marketing Metrics) Some contexts require the adaptation of Marketing activities. Many Marketing activities need adaptation if the target is not a consumer, but an organisation, e.g. a business or the government. The adaptation of Marketing towards B2B and non-profit settings will be blended into the other sessions

Strategic thinking, and ability to do effective strategy formulation and execution are key to businesses across industries. The need for and benefit of these skills is no longer limited to elite staff groups or top executives. Increasingly, companies expect their product managers, senior business analysts and mid-level executives in diverse functions to possess the ability to understand strategic contexts, and think and act strategically. Therefore, this course will focus on the craft, the opportunities and the challenges of developing strategies in these roles. As we do so, the most basic strategic question is: How do we best position and compete among significant uncertainty and ambiguity to maximize value created and profits made in a sustainable way? This is a particular relevant question in Africa and other emerging economies. This course provides students a combination of analytical and engagement tools for strategy projects for internal or external executive clients. Among the analytical skills are methodologies and frameworks for product, firm, industry and market analysis. Among the softer engagement skills are diagnostic skills. Seminal cases and contemporary contexts are used to apply tools and concepts in strategic management. Participants will acquire a critical understanding of strategy formulation, how the field of strategy is scoped, and its implications for managerial practice. Frameworks for analyses will help participants formulate successful business unit or corporate strategy aimed at establishing sustainable competitive positions.

This module builds on Sustainable Strategies for International Business (MANM428), complementing contextualised learning about organisations with an inward, micro perspective of organisational management. This module completes that process of integrative understanding by further reflecting on the fundamental questions: How do organisations work at the micro level? What internal processes promote the development of a successful and viable business? The module will also focus externally and discuss the impacts that process decisions have more broadly on the social, industrial and natural environment. In this module we will integrate theory and practice across a range of disciplines including, operations management, ethical decision making and sustainable supply chain management. This module has an applied focus as we consider the various ways in which organisational practices are informed by scientific knowledge and of how retail, service and industrial organisations' objectives are met. This module considers real examples of the management of operations, ethical decision making and sustainable supply chain to create a responsible, responsive and agile business.

This module equips students with the strategic vision, leadership skills, and change management frameworks needed to drive impactful; and sustainable change in a dynamic business environment. The module focuses on the transformational aspect of change with emphasis on how leaders can inspire innovation, reshape organisational culture and navigate complex disruptions to create a sustainable competitive advantage. Strategic change management is fundamental to the success and survival of an organisation. Understanding the opportunities and challenges presented is a crucial skill for all leaders in an increasingly complex and unpredictable world. This module is designed to help students learn about strategic change management and how to implement it more effectively within organisations. We will explore the nature of change, internal and external influencing factors, and different kinds of resistance. The class will also dive deeper into the complexity surrounding change, including evaluating a range of approaches and change theories, the role of power and politics, and the importance of leadership in initiating and guiding change. Students will be expected to reflect on their experiences (both positive and negative) to aid in the learning process, create meaningful outcomes and support individual development.

This module provides the human resource management (HRM), organizational behaviour (OB) and leadership elements of the MBA programme. The module will cover the fundamentals of HRM theory and practice and leadership theory and practice, hence the module supports the MBA programme¿s aim of changing the way managers and leaders think ¿through the interplay of theory and practice'. The inputs from guest speakers the module will enable students to engage with industry practitioners. The module will forge interdisciplinary connections to areas such as business strategy through its emphasis on strategic human resource management (SHRM) and leadership by top management teams (TMTs). The module will offer a behavioural science perspective on key organizational issues such as vision, ethics, responsibility and sustainability. The focus will be on cultivating an adaptable and agile mindset that will support students in leading and managing people and organisations in a dynamic and rapidly changing business world in ways that create value for stakeholders.

The Global Impact Residency is an immersive project designed to expose students to business ecosystems where social and environmental impact are central to strategy. Through a blend of faculty-led fieldwork, leadership dialogue, and consulting engagement, students will work directly with mission-driven enterprises, including B Corporations, social enterprises, and purpose-led innovators across a selected global location. This project partners MBA candidates with business leaders and communities to explore how purposeful business models thrive in diverse cultural and economic contexts. The initiative aligns with experiential learning principles, allowing executives-in-training to engage in strategic consulting, operational improvements, and sustainability-driven innovation. The module aims to develop the practical skills required to tackle specific problems within a social enterprise locally or internationally. Working individually or in teams, students will design, test and present viable social enterprise models that balance impact and financial sustainability. Through this hands-on experience, students will refine their problem-solving, leadership and stakeholder engagement skills while applying ethical and sustainable business principles. By the end of this module, they will gain an in-depth understanding of social enterprises, impact-driven business models, and the challenges of scaling socially focused enterprises. The module includes a final presentation/pitch deck to the client and/or industry experts who will offer valuable feedback and potential implementation opportunities.

This module introduces MBA students to the core principles, tools, and applications of Artificial Intelligence (AI) and Decision Intelligence and their role in digital transformation and reshaping business strategy. It explores how organisations create value, drive innovation, and build competitive advantage through AI- and data-driven business models, strategies, decision-making, and operational excellence. The module examines the transformative impact of AI and data across three levels: at the macro level, influencing labour markets and industry dynamics; at the micro level, shaping firm strategy, innovation, performance, and process optimisation; and at the individual level, informing managerial judgment and decision-making. Students will also gain practical experience in applying descriptive analytics, data visualisation and storytelling, and decision-making and basic optimisation tools using relevant software packages. The module equips future business leaders with the understanding of the evolving business landscape shaped by AI and data and the knowledge and confidence to translate data into actionable insight and turn insight into impact within digitally enabled, data-driven organisations.

Our career growth accelerator module is a series of mandatory workshops and activities designed to equip future responsible leaders with the strategic tools, self-awareness, and influence skills required for career acceleration and growth in a dynamic and competitive environment. The module aims to engage students in a structured process of career discovery, mentoring, critical personal reflections, brand articulation and provides the opportunity to use our global MBA Alumni network for career leverage. Through guided exploration of individual strengths, values, and leadership identity, students will develop a clear, actionable roadmap aligned with their long-term career aspirations. The module integrates executive-level career coaching strategy, industry mentor, recruiter feedback, and a range of practical techniques for navigating organisational politics, securing high-impact roles, and positioning yourself for future leadership opportunities.

This module equips students with the strategic vision, leadership skills, and change management frameworks needed to drive impactful; and sustainable change in a dynamic business environment. The module focuses on the transformational aspect of change with emphasis on how leaders can inspire innovation, reshape organisational culture and navigate complex disruptions to create a sustainable competitive advantage. Strategic change management is fundamental to the success and survival of an organisation. Understanding the opportunities and challenges presented is a crucial skill for all leaders in an increasingly complex and unpredictable world. This module is designed to help students learn about strategic change management and how to implement it more effectively within organisations. We will explore the nature of change, internal and external influencing factors, and different kinds of resistance. The class will also dive deeper into the complexity surrounding change, including evaluating a range of approaches and change theories, the role of power and politics, and the importance of leadership in initiating and guiding change. Students will be expected to reflect on their experiences (both positive and negative) to aid in the learning process, create meaningful outcomes and support individual development.

This module provides the human resource management (HRM), organizational behaviour (OB) and leadership elements of the MBA programme. The module will cover the fundamentals of HRM theory and practice and leadership theory and practice, hence the module supports the MBA programme¿s aim of changing the way managers and leaders think ¿through the interplay of theory and practice'. The inputs from guest speakers the module will enable students to engage with industry practitioners. The module will forge interdisciplinary connections to areas such as business strategy through its emphasis on strategic human resource management (SHRM) and leadership by top management teams (TMTs). The module will offer a behavioural science perspective on key organizational issues such as vision, ethics, responsibility and sustainability. The focus will be on cultivating an adaptable and agile mindset that will support students in leading and managing people and organisations in a dynamic and rapidly changing business world in ways that create value for stakeholders.

To be competitive in today’s increasingly difficult and digital markets it is vital for companies to identify markets opportunities and challenges and react accordingly. Companies that aim to remain or enhance their competitiveness need to find ways to offer superior value to customers. This is where Marketing plays a vital role. The module contains following main areas within Marketing: Marketing is a function within the company and one session is aimed to define and locate Marketing within the organisation and discuss the common misconceptions about Marketing from other actors within the organisation. Further Marketing and the Marketing Strategy needs to align with the Corporate Strategy, therefore part of a session is devoted to Marketing strategy. To develop and implement a Marketing strategy companies need knowledge about the market. This will be covered by first explaining its roots in microeconomics and then explaining and discussing ways to gather and analyse data. To support decision making in Marketing and deliver superior value knowledge about the two main actors is vital: customers and competitors. (understanding markets, market research, data-driven Marketing and consumer behaviour) Based on this market knowledge companies can design and implemented offerings that have the potential to create superior customer value. Decisions on the Marketing instruments are the second core are within Marketing. The decision that have to be made are: 1) create a value proposition for a product or service and the brand around it, 2) determine an appropriate price or pricing model, 3) manage the communication to shape the brand, 4) select the sales channels and manage the sales process, 5) create a suitable environment at the customer contact points, 6) manage customer contact employees and 6) the processes and customer experience so that they add to creating superior value. (Marketing instruments) The third core area of Marketing adds a time dimension to the above Marketing instruments, which is to create, maintain and enhance profitable relationships to customers. (Relationship Marketing) Marketing is more and more under scrutiny to prove that above activities are effective and generate a return on investment. Therefore, one session within the module is devoted to presenting instruments to monitor and assess the success of Marketing activities. (Marketing Metrics) Some contexts require the adaptation of Marketing activities. Many Marketing activities need adaptation if the target is not a consumer, but an organisation, e.g. a business or the government. The adaptation of Marketing towards B2B and non-profit settings will be blended into the other sessions

Strategic thinking, and ability to do effective strategy formulation and execution are key to businesses across industries. The need for and benefit of these skills is no longer limited to elite staff groups or top executives. Increasingly, companies expect their product managers, senior business analysts and mid-level executives in diverse functions to possess the ability to understand strategic contexts, and think and act strategically. Therefore, this course will focus on the craft, the opportunities and the challenges of developing strategies in these roles. As we do so, the most basic strategic question is: How do we best position and compete among significant uncertainty and ambiguity to maximize value created and profits made in a sustainable way? This is a particular relevant question in Africa and other emerging economies. This course provides students a combination of analytical and engagement tools for strategy projects for internal or external executive clients. Among the analytical skills are methodologies and frameworks for product, firm, industry and market analysis. Among the softer engagement skills are diagnostic skills. Seminal cases and contemporary contexts are used to apply tools and concepts in strategic management. Participants will acquire a critical understanding of strategy formulation, how the field of strategy is scoped, and its implications for managerial practice. Frameworks for analyses will help participants formulate successful business unit or corporate strategy aimed at establishing sustainable competitive positions.

This module builds on Sustainable Strategies for International Business (MANM428), complementing contextualised learning about organisations with an inward, micro perspective of organisational management. This module completes that process of integrative understanding by further reflecting on the fundamental questions: How do organisations work at the micro level? What internal processes promote the development of a successful and viable business? The module will also focus externally and discuss the impacts that process decisions have more broadly on the social, industrial and natural environment. In this module we will integrate theory and practice across a range of disciplines including, operations management, ethical decision making and sustainable supply chain management. This module has an applied focus as we consider the various ways in which organisational practices are informed by scientific knowledge and of how retail, service and industrial organisations' objectives are met. This module considers real examples of the management of operations, ethical decision making and sustainable supply chain to create a responsible, responsive and agile business.

This module explores the use of financial information in strategic decision-making.  Appropriate use of financial information is critical to successful decision-making by managers, investors and other stakeholders.   In this module, students will explore the 'language' of business by focusing on the dimension that is common to all operations in an organisation, their contribution to adding strategic value.  Students will also learn how to analyse the current situation and performance of an organisation and understand, evaluate, select and apply financial based models to support managerial decision-making in the context of strategic corporate aims, including sustainability. 

The Global Impact Residency is an immersive project designed to expose students to business ecosystems where social and environmental impact are central to strategy. Through a blend of faculty-led fieldwork, leadership dialogue, and consulting engagement, students will work directly with mission-driven enterprises, including B Corporations, social enterprises, and purpose-led innovators across a selected global location. This project partners MBA candidates with business leaders and communities to explore how purposeful business models thrive in diverse cultural and economic contexts. The initiative aligns with experiential learning principles, allowing executives-in-training to engage in strategic consulting, operational improvements, and sustainability-driven innovation. The module aims to develop the practical skills required to tackle specific problems within a social enterprise locally or internationally. Working individually or in teams, students will design, test and present viable social enterprise models that balance impact and financial sustainability. Through this hands-on experience, students will refine their problem-solving, leadership and stakeholder engagement skills while applying ethical and sustainable business principles. By the end of this module, they will gain an in-depth understanding of social enterprises, impact-driven business models, and the challenges of scaling socially focused enterprises. The module includes a final presentation/pitch deck to the client and/or industry experts who will offer valuable feedback and potential implementation opportunities.

This module introduces MBA students to the core principles, tools, and applications of Artificial Intelligence (AI) and Decision Intelligence and their role in digital transformation and reshaping business strategy. It explores how organisations create value, drive innovation, and build competitive advantage through AI- and data-driven business models, strategies, decision-making, and operational excellence. The module examines the transformative impact of AI and data across three levels: at the macro level, influencing labour markets and industry dynamics; at the micro level, shaping firm strategy, innovation, performance, and process optimisation; and at the individual level, informing managerial judgment and decision-making. Students will also gain practical experience in applying descriptive analytics, data visualisation and storytelling, and decision-making and basic optimisation tools using relevant software packages. The module equips future business leaders with the understanding of the evolving business landscape shaped by AI and data and the knowledge and confidence to translate data into actionable insight and turn insight into impact within digitally enabled, data-driven organisations.

Our career growth accelerator module is a series of mandatory workshops and activities designed to equip future responsible leaders with the strategic tools, self-awareness, and influence skills required for career acceleration and growth in a dynamic and competitive environment. The module aims to engage students in a structured process of career discovery, mentoring, critical personal reflections, brand articulation and provides the opportunity to use our global MBA Alumni network for career leverage. Through guided exploration of individual strengths, values, and leadership identity, students will develop a clear, actionable roadmap aligned with their long-term career aspirations. The module integrates executive-level career coaching strategy, industry mentor, recruiter feedback, and a range of practical techniques for navigating organisational politics, securing high-impact roles, and positioning yourself for future leadership opportunities.

This module equips students with the strategic vision, leadership skills, and change management frameworks needed to drive impactful; and sustainable change in a dynamic business environment. The module focuses on the transformational aspect of change with emphasis on how leaders can inspire innovation, reshape organisational culture and navigate complex disruptions to create a sustainable competitive advantage. Strategic change management is fundamental to the success and survival of an organisation. Understanding the opportunities and challenges presented is a crucial skill for all leaders in an increasingly complex and unpredictable world. This module is designed to help students learn about strategic change management and how to implement it more effectively within organisations. We will explore the nature of change, internal and external influencing factors, and different kinds of resistance. The class will also dive deeper into the complexity surrounding change, including evaluating a range of approaches and change theories, the role of power and politics, and the importance of leadership in initiating and guiding change. Students will be expected to reflect on their experiences (both positive and negative) to aid in the learning process, create meaningful outcomes and support individual development.

This module provides the human resource management (HRM), organizational behaviour (OB) and leadership elements of the MBA programme. The module will cover the fundamentals of HRM theory and practice and leadership theory and practice, hence the module supports the MBA programme¿s aim of changing the way managers and leaders think ¿through the interplay of theory and practice'. The inputs from guest speakers the module will enable students to engage with industry practitioners. The module will forge interdisciplinary connections to areas such as business strategy through its emphasis on strategic human resource management (SHRM) and leadership by top management teams (TMTs). The module will offer a behavioural science perspective on key organizational issues such as vision, ethics, responsibility and sustainability. The focus will be on cultivating an adaptable and agile mindset that will support students in leading and managing people and organisations in a dynamic and rapidly changing business world in ways that create value for stakeholders.

This module explores the use of financial information in strategic decision-making.  Appropriate use of financial information is critical to successful decision-making by managers, investors and other stakeholders.   In this module, students will explore the 'language' of business by focusing on the dimension that is common to all operations in an organisation, their contribution to adding strategic value.  Students will also learn how to analyse the current situation and performance of an organisation and understand, evaluate, select and apply financial based models to support managerial decision-making in the context of strategic corporate aims, including sustainability. 

To be competitive in today’s increasingly difficult and digital markets it is vital for companies to identify markets opportunities and challenges and react accordingly. Companies that aim to remain or enhance their competitiveness need to find ways to offer superior value to customers. This is where Marketing plays a vital role. The module contains following main areas within Marketing: Marketing is a function within the company and one session is aimed to define and locate Marketing within the organisation and discuss the common misconceptions about Marketing from other actors within the organisation. Further Marketing and the Marketing Strategy needs to align with the Corporate Strategy, therefore part of a session is devoted to Marketing strategy. To develop and implement a Marketing strategy companies need knowledge about the market. This will be covered by first explaining its roots in microeconomics and then explaining and discussing ways to gather and analyse data. To support decision making in Marketing and deliver superior value knowledge about the two main actors is vital: customers and competitors. (understanding markets, market research, data-driven Marketing and consumer behaviour) Based on this market knowledge companies can design and implemented offerings that have the potential to create superior customer value. Decisions on the Marketing instruments are the second core are within Marketing. The decision that have to be made are: 1) create a value proposition for a product or service and the brand around it, 2) determine an appropriate price or pricing model, 3) manage the communication to shape the brand, 4) select the sales channels and manage the sales process, 5) create a suitable environment at the customer contact points, 6) manage customer contact employees and 6) the processes and customer experience so that they add to creating superior value. (Marketing instruments) The third core area of Marketing adds a time dimension to the above Marketing instruments, which is to create, maintain and enhance profitable relationships to customers. (Relationship Marketing) Marketing is more and more under scrutiny to prove that above activities are effective and generate a return on investment. Therefore, one session within the module is devoted to presenting instruments to monitor and assess the success of Marketing activities. (Marketing Metrics) Some contexts require the adaptation of Marketing activities. Many Marketing activities need adaptation if the target is not a consumer, but an organisation, e.g. a business or the government. The adaptation of Marketing towards B2B and non-profit settings will be blended into the other sessions

Strategic thinking, and ability to do effective strategy formulation and execution are key to businesses across industries. The need for and benefit of these skills is no longer limited to elite staff groups or top executives. Increasingly, companies expect their product managers, senior business analysts and mid-level executives in diverse functions to possess the ability to understand strategic contexts, and think and act strategically. Therefore, this course will focus on the craft, the opportunities and the challenges of developing strategies in these roles. As we do so, the most basic strategic question is: How do we best position and compete among significant uncertainty and ambiguity to maximize value created and profits made in a sustainable way? This is a particular relevant question in Africa and other emerging economies. This course provides students a combination of analytical and engagement tools for strategy projects for internal or external executive clients. Among the analytical skills are methodologies and frameworks for product, firm, industry and market analysis. Among the softer engagement skills are diagnostic skills. Seminal cases and contemporary contexts are used to apply tools and concepts in strategic management. Participants will acquire a critical understanding of strategy formulation, how the field of strategy is scoped, and its implications for managerial practice. Frameworks for analyses will help participants formulate successful business unit or corporate strategy aimed at establishing sustainable competitive positions.

This module builds on Sustainable Strategies for International Business (MANM428), complementing contextualised learning about organisations with an inward, micro perspective of organisational management. This module completes that process of integrative understanding by further reflecting on the fundamental questions: How do organisations work at the micro level? What internal processes promote the development of a successful and viable business? The module will also focus externally and discuss the impacts that process decisions have more broadly on the social, industrial and natural environment. In this module we will integrate theory and practice across a range of disciplines including, operations management, ethical decision making and sustainable supply chain management. This module has an applied focus as we consider the various ways in which organisational practices are informed by scientific knowledge and of how retail, service and industrial organisations' objectives are met. This module considers real examples of the management of operations, ethical decision making and sustainable supply chain to create a responsible, responsive and agile business.

This module introduces MBA students to the core principles, tools, and applications of Artificial Intelligence (AI) and Decision Intelligence and their role in digital transformation and reshaping business strategy. It explores how organisations create value, drive innovation, and build competitive advantage through AI- and data-driven business models, strategies, decision-making, and operational excellence. The module examines the transformative impact of AI and data across three levels: at the macro level, influencing labour markets and industry dynamics; at the micro level, shaping firm strategy, innovation, performance, and process optimisation; and at the individual level, informing managerial judgment and decision-making. Students will also gain practical experience in applying descriptive analytics, data visualisation and storytelling, and decision-making and basic optimisation tools using relevant software packages. The module equips future business leaders with the understanding of the evolving business landscape shaped by AI and data and the knowledge and confidence to translate data into actionable insight and turn insight into impact within digitally enabled, data-driven organisations.

The Global Impact Residency is an immersive project designed to expose students to business ecosystems where social and environmental impact are central to strategy. Through a blend of faculty-led fieldwork, leadership dialogue, and consulting engagement, students will work directly with mission-driven enterprises, including B Corporations, social enterprises, and purpose-led innovators across a selected global location. This project partners MBA candidates with business leaders and communities to explore how purposeful business models thrive in diverse cultural and economic contexts. The initiative aligns with experiential learning principles, allowing executives-in-training to engage in strategic consulting, operational improvements, and sustainability-driven innovation. The module aims to develop the practical skills required to tackle specific problems within a social enterprise locally or internationally. Working individually or in teams, students will design, test and present viable social enterprise models that balance impact and financial sustainability. Through this hands-on experience, students will refine their problem-solving, leadership and stakeholder engagement skills while applying ethical and sustainable business principles. By the end of this module, they will gain an in-depth understanding of social enterprises, impact-driven business models, and the challenges of scaling socially focused enterprises. The module includes a final presentation/pitch deck to the client and/or industry experts who will offer valuable feedback and potential implementation opportunities.

Our career growth accelerator module is a series of mandatory workshops and activities designed to equip future responsible leaders with the strategic tools, self-awareness, and influence skills required for career acceleration and growth in a dynamic and competitive environment. The module aims to engage students in a structured process of career discovery, mentoring, critical personal reflections, brand articulation and provides the opportunity to use our global MBA Alumni network for career leverage. Through guided exploration of individual strengths, values, and leadership identity, students will develop a clear, actionable roadmap aligned with their long-term career aspirations. The module integrates executive-level career coaching strategy, industry mentor, recruiter feedback, and a range of practical techniques for navigating organisational politics, securing high-impact roles, and positioning yourself for future leadership opportunities.

This module equips students with the strategic vision, leadership skills, and change management frameworks needed to drive impactful; and sustainable change in a dynamic business environment. The module focuses on the transformational aspect of change with emphasis on how leaders can inspire innovation, reshape organisational culture and navigate complex disruptions to create a sustainable competitive advantage. Strategic change management is fundamental to the success and survival of an organisation. Understanding the opportunities and challenges presented is a crucial skill for all leaders in an increasingly complex and unpredictable world. This module is designed to help students learn about strategic change management and how to implement it more effectively within organisations. We will explore the nature of change, internal and external influencing factors, and different kinds of resistance. The class will also dive deeper into the complexity surrounding change, including evaluating a range of approaches and change theories, the role of power and politics, and the importance of leadership in initiating and guiding change. Students will be expected to reflect on their experiences (both positive and negative) to aid in the learning process, create meaningful outcomes and support individual development.

This module provides the human resource management (HRM), organizational behaviour (OB) and leadership elements of the MBA programme. The module will cover the fundamentals of HRM theory and practice and leadership theory and practice, hence the module supports the MBA programme¿s aim of changing the way managers and leaders think ¿through the interplay of theory and practice'. The inputs from guest speakers the module will enable students to engage with industry practitioners. The module will forge interdisciplinary connections to areas such as business strategy through its emphasis on strategic human resource management (SHRM) and leadership by top management teams (TMTs). The module will offer a behavioural science perspective on key organizational issues such as vision, ethics, responsibility and sustainability. The focus will be on cultivating an adaptable and agile mindset that will support students in leading and managing people and organisations in a dynamic and rapidly changing business world in ways that create value for stakeholders.

To be competitive in today’s increasingly difficult and digital markets it is vital for companies to identify markets opportunities and challenges and react accordingly. Companies that aim to remain or enhance their competitiveness need to find ways to offer superior value to customers. This is where Marketing plays a vital role. The module contains following main areas within Marketing: Marketing is a function within the company and one session is aimed to define and locate Marketing within the organisation and discuss the common misconceptions about Marketing from other actors within the organisation. Further Marketing and the Marketing Strategy needs to align with the Corporate Strategy, therefore part of a session is devoted to Marketing strategy. To develop and implement a Marketing strategy companies need knowledge about the market. This will be covered by first explaining its roots in microeconomics and then explaining and discussing ways to gather and analyse data. To support decision making in Marketing and deliver superior value knowledge about the two main actors is vital: customers and competitors. (understanding markets, market research, data-driven Marketing and consumer behaviour) Based on this market knowledge companies can design and implemented offerings that have the potential to create superior customer value. Decisions on the Marketing instruments are the second core are within Marketing. The decision that have to be made are: 1) create a value proposition for a product or service and the brand around it, 2) determine an appropriate price or pricing model, 3) manage the communication to shape the brand, 4) select the sales channels and manage the sales process, 5) create a suitable environment at the customer contact points, 6) manage customer contact employees and 6) the processes and customer experience so that they add to creating superior value. (Marketing instruments) The third core area of Marketing adds a time dimension to the above Marketing instruments, which is to create, maintain and enhance profitable relationships to customers. (Relationship Marketing) Marketing is more and more under scrutiny to prove that above activities are effective and generate a return on investment. Therefore, one session within the module is devoted to presenting instruments to monitor and assess the success of Marketing activities. (Marketing Metrics) Some contexts require the adaptation of Marketing activities. Many Marketing activities need adaptation if the target is not a consumer, but an organisation, e.g. a business or the government. The adaptation of Marketing towards B2B and non-profit settings will be blended into the other sessions

Strategic thinking, and ability to do effective strategy formulation and execution are key to businesses across industries. The need for and benefit of these skills is no longer limited to elite staff groups or top executives. Increasingly, companies expect their product managers, senior business analysts and mid-level executives in diverse functions to possess the ability to understand strategic contexts, and think and act strategically. Therefore, this course will focus on the craft, the opportunities and the challenges of developing strategies in these roles. As we do so, the most basic strategic question is: How do we best position and compete among significant uncertainty and ambiguity to maximize value created and profits made in a sustainable way? This is a particular relevant question in Africa and other emerging economies. This course provides students a combination of analytical and engagement tools for strategy projects for internal or external executive clients. Among the analytical skills are methodologies and frameworks for product, firm, industry and market analysis. Among the softer engagement skills are diagnostic skills. Seminal cases and contemporary contexts are used to apply tools and concepts in strategic management. Participants will acquire a critical understanding of strategy formulation, how the field of strategy is scoped, and its implications for managerial practice. Frameworks for analyses will help participants formulate successful business unit or corporate strategy aimed at establishing sustainable competitive positions.

This module builds on Sustainable Strategies for International Business (MANM428), complementing contextualised learning about organisations with an inward, micro perspective of organisational management. This module completes that process of integrative understanding by further reflecting on the fundamental questions: How do organisations work at the micro level? What internal processes promote the development of a successful and viable business? The module will also focus externally and discuss the impacts that process decisions have more broadly on the social, industrial and natural environment. In this module we will integrate theory and practice across a range of disciplines including, operations management, ethical decision making and sustainable supply chain management. This module has an applied focus as we consider the various ways in which organisational practices are informed by scientific knowledge and of how retail, service and industrial organisations' objectives are met. This module considers real examples of the management of operations, ethical decision making and sustainable supply chain to create a responsible, responsive and agile business.

This module explores the use of financial information in strategic decision-making.  Appropriate use of financial information is critical to successful decision-making by managers, investors and other stakeholders.   In this module, students will explore the 'language' of business by focusing on the dimension that is common to all operations in an organisation, their contribution to adding strategic value.  Students will also learn how to analyse the current situation and performance of an organisation and understand, evaluate, select and apply financial based models to support managerial decision-making in the context of strategic corporate aims, including sustainability. 

The Global Impact Residency is an immersive project designed to expose students to business ecosystems where social and environmental impact are central to strategy. Through a blend of faculty-led fieldwork, leadership dialogue, and consulting engagement, students will work directly with mission-driven enterprises, including B Corporations, social enterprises, and purpose-led innovators across a selected global location. This project partners MBA candidates with business leaders and communities to explore how purposeful business models thrive in diverse cultural and economic contexts. The initiative aligns with experiential learning principles, allowing executives-in-training to engage in strategic consulting, operational improvements, and sustainability-driven innovation. The module aims to develop the practical skills required to tackle specific problems within a social enterprise locally or internationally. Working individually or in teams, students will design, test and present viable social enterprise models that balance impact and financial sustainability. Through this hands-on experience, students will refine their problem-solving, leadership and stakeholder engagement skills while applying ethical and sustainable business principles. By the end of this module, they will gain an in-depth understanding of social enterprises, impact-driven business models, and the challenges of scaling socially focused enterprises. The module includes a final presentation/pitch deck to the client and/or industry experts who will offer valuable feedback and potential implementation opportunities.

This module introduces MBA students to the core principles, tools, and applications of Artificial Intelligence (AI) and Decision Intelligence and their role in digital transformation and reshaping business strategy. It explores how organisations create value, drive innovation, and build competitive advantage through AI- and data-driven business models, strategies, decision-making, and operational excellence. The module examines the transformative impact of AI and data across three levels: at the macro level, influencing labour markets and industry dynamics; at the micro level, shaping firm strategy, innovation, performance, and process optimisation; and at the individual level, informing managerial judgment and decision-making. Students will also gain practical experience in applying descriptive analytics, data visualisation and storytelling, and decision-making and basic optimisation tools using relevant software packages. The module equips future business leaders with the understanding of the evolving business landscape shaped by AI and data and the knowledge and confidence to translate data into actionable insight and turn insight into impact within digitally enabled, data-driven organisations.

Our career growth accelerator module is a series of mandatory workshops and activities designed to equip future responsible leaders with the strategic tools, self-awareness, and influence skills required for career acceleration and growth in a dynamic and competitive environment. The module aims to engage students in a structured process of career discovery, mentoring, critical personal reflections, brand articulation and provides the opportunity to use our global MBA Alumni network for career leverage. Through guided exploration of individual strengths, values, and leadership identity, students will develop a clear, actionable roadmap aligned with their long-term career aspirations. The module integrates executive-level career coaching strategy, industry mentor, recruiter feedback, and a range of practical techniques for navigating organisational politics, securing high-impact roles, and positioning yourself for future leadership opportunities.

This module equips students with the strategic vision, leadership skills, and change management frameworks needed to drive impactful; and sustainable change in a dynamic business environment. The module focuses on the transformational aspect of change with emphasis on how leaders can inspire innovation, reshape organisational culture and navigate complex disruptions to create a sustainable competitive advantage. Strategic change management is fundamental to the success and survival of an organisation. Understanding the opportunities and challenges presented is a crucial skill for all leaders in an increasingly complex and unpredictable world. This module is designed to help students learn about strategic change management and how to implement it more effectively within organisations. We will explore the nature of change, internal and external influencing factors, and different kinds of resistance. The class will also dive deeper into the complexity surrounding change, including evaluating a range of approaches and change theories, the role of power and politics, and the importance of leadership in initiating and guiding change. Students will be expected to reflect on their experiences (both positive and negative) to aid in the learning process, create meaningful outcomes and support individual development.

This module provides the human resource management (HRM), organizational behaviour (OB) and leadership elements of the MBA programme. The module will cover the fundamentals of HRM theory and practice and leadership theory and practice, hence the module supports the MBA programme¿s aim of changing the way managers and leaders think ¿through the interplay of theory and practice'. The inputs from guest speakers the module will enable students to engage with industry practitioners. The module will forge interdisciplinary connections to areas such as business strategy through its emphasis on strategic human resource management (SHRM) and leadership by top management teams (TMTs). The module will offer a behavioural science perspective on key organizational issues such as vision, ethics, responsibility and sustainability. The focus will be on cultivating an adaptable and agile mindset that will support students in leading and managing people and organisations in a dynamic and rapidly changing business world in ways that create value for stakeholders.

This module explores the use of financial information in strategic decision-making.  Appropriate use of financial information is critical to successful decision-making by managers, investors and other stakeholders.   In this module, students will explore the 'language' of business by focusing on the dimension that is common to all operations in an organisation, their contribution to adding strategic value.  Students will also learn how to analyse the current situation and performance of an organisation and understand, evaluate, select and apply financial based models to support managerial decision-making in the context of strategic corporate aims, including sustainability. 

To be competitive in today’s increasingly difficult and digital markets it is vital for companies to identify markets opportunities and challenges and react accordingly. Companies that aim to remain or enhance their competitiveness need to find ways to offer superior value to customers. This is where Marketing plays a vital role. The module contains following main areas within Marketing: Marketing is a function within the company and one session is aimed to define and locate Marketing within the organisation and discuss the common misconceptions about Marketing from other actors within the organisation. Further Marketing and the Marketing Strategy needs to align with the Corporate Strategy, therefore part of a session is devoted to Marketing strategy. To develop and implement a Marketing strategy companies need knowledge about the market. This will be covered by first explaining its roots in microeconomics and then explaining and discussing ways to gather and analyse data. To support decision making in Marketing and deliver superior value knowledge about the two main actors is vital: customers and competitors. (understanding markets, market research, data-driven Marketing and consumer behaviour) Based on this market knowledge companies can design and implemented offerings that have the potential to create superior customer value. Decisions on the Marketing instruments are the second core are within Marketing. The decision that have to be made are: 1) create a value proposition for a product or service and the brand around it, 2) determine an appropriate price or pricing model, 3) manage the communication to shape the brand, 4) select the sales channels and manage the sales process, 5) create a suitable environment at the customer contact points, 6) manage customer contact employees and 6) the processes and customer experience so that they add to creating superior value. (Marketing instruments) The third core area of Marketing adds a time dimension to the above Marketing instruments, which is to create, maintain and enhance profitable relationships to customers. (Relationship Marketing) Marketing is more and more under scrutiny to prove that above activities are effective and generate a return on investment. Therefore, one session within the module is devoted to presenting instruments to monitor and assess the success of Marketing activities. (Marketing Metrics) Some contexts require the adaptation of Marketing activities. Many Marketing activities need adaptation if the target is not a consumer, but an organisation, e.g. a business or the government. The adaptation of Marketing towards B2B and non-profit settings will be blended into the other sessions

Strategic thinking, and ability to do effective strategy formulation and execution are key to businesses across industries. The need for and benefit of these skills is no longer limited to elite staff groups or top executives. Increasingly, companies expect their product managers, senior business analysts and mid-level executives in diverse functions to possess the ability to understand strategic contexts, and think and act strategically. Therefore, this course will focus on the craft, the opportunities and the challenges of developing strategies in these roles. As we do so, the most basic strategic question is: How do we best position and compete among significant uncertainty and ambiguity to maximize value created and profits made in a sustainable way? This is a particular relevant question in Africa and other emerging economies. This course provides students a combination of analytical and engagement tools for strategy projects for internal or external executive clients. Among the analytical skills are methodologies and frameworks for product, firm, industry and market analysis. Among the softer engagement skills are diagnostic skills. Seminal cases and contemporary contexts are used to apply tools and concepts in strategic management. Participants will acquire a critical understanding of strategy formulation, how the field of strategy is scoped, and its implications for managerial practice. Frameworks for analyses will help participants formulate successful business unit or corporate strategy aimed at establishing sustainable competitive positions.

This module builds on Sustainable Strategies for International Business (MANM428), complementing contextualised learning about organisations with an inward, micro perspective of organisational management. This module completes that process of integrative understanding by further reflecting on the fundamental questions: How do organisations work at the micro level? What internal processes promote the development of a successful and viable business? The module will also focus externally and discuss the impacts that process decisions have more broadly on the social, industrial and natural environment. In this module we will integrate theory and practice across a range of disciplines including, operations management, ethical decision making and sustainable supply chain management. This module has an applied focus as we consider the various ways in which organisational practices are informed by scientific knowledge and of how retail, service and industrial organisations' objectives are met. This module considers real examples of the management of operations, ethical decision making and sustainable supply chain to create a responsible, responsive and agile business.

This module introduces MBA students to the core principles, tools, and applications of Artificial Intelligence (AI) and Decision Intelligence and their role in digital transformation and reshaping business strategy. It explores how organisations create value, drive innovation, and build competitive advantage through AI- and data-driven business models, strategies, decision-making, and operational excellence. The module examines the transformative impact of AI and data across three levels: at the macro level, influencing labour markets and industry dynamics; at the micro level, shaping firm strategy, innovation, performance, and process optimisation; and at the individual level, informing managerial judgment and decision-making. Students will also gain practical experience in applying descriptive analytics, data visualisation and storytelling, and decision-making and basic optimisation tools using relevant software packages. The module equips future business leaders with the understanding of the evolving business landscape shaped by AI and data and the knowledge and confidence to translate data into actionable insight and turn insight into impact within digitally enabled, data-driven organisations.

The Global Impact Residency is an immersive project designed to expose students to business ecosystems where social and environmental impact are central to strategy. Through a blend of faculty-led fieldwork, leadership dialogue, and consulting engagement, students will work directly with mission-driven enterprises, including B Corporations, social enterprises, and purpose-led innovators across a selected global location. This project partners MBA candidates with business leaders and communities to explore how purposeful business models thrive in diverse cultural and economic contexts. The initiative aligns with experiential learning principles, allowing executives-in-training to engage in strategic consulting, operational improvements, and sustainability-driven innovation. The module aims to develop the practical skills required to tackle specific problems within a social enterprise locally or internationally. Working individually or in teams, students will design, test and present viable social enterprise models that balance impact and financial sustainability. Through this hands-on experience, students will refine their problem-solving, leadership and stakeholder engagement skills while applying ethical and sustainable business principles. By the end of this module, they will gain an in-depth understanding of social enterprises, impact-driven business models, and the challenges of scaling socially focused enterprises. The module includes a final presentation/pitch deck to the client and/or industry experts who will offer valuable feedback and potential implementation opportunities.

Our career growth accelerator module is a series of mandatory workshops and activities designed to equip future responsible leaders with the strategic tools, self-awareness, and influence skills required for career acceleration and growth in a dynamic and competitive environment. The module aims to engage students in a structured process of career discovery, mentoring, critical personal reflections, brand articulation and provides the opportunity to use our global MBA Alumni network for career leverage. Through guided exploration of individual strengths, values, and leadership identity, students will develop a clear, actionable roadmap aligned with their long-term career aspirations. The module integrates executive-level career coaching strategy, industry mentor, recruiter feedback, and a range of practical techniques for navigating organisational politics, securing high-impact roles, and positioning yourself for future leadership opportunities.