The TRIUM Executive MBA program is divided into six modules over a 16 month period. This executive-friendly format reduces the absence from the office to only 10 weeks. Between modules, students learning complete approximately 15-20 hours of work per week via distance learning.

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SEPTEMBERMODULE I: LSE (LONDON)

Global Context of Business

Module 1 begins in London with an intense series of courses that examine the many aspects of globalization. The curriculum focuses on the broad international context to which senior executives need to be sensitive when making global business decisions. Special emphasis is given to in-depth critical analysis of the interaction between economics and socio-politics, setting the tone for program's global reach and its strategic perspective.

THE POLITICAL ECONOMY

represents the crux of the London module by identifying the central aspects and causes of globalization. The module provides an understanding of the contemporary debate over the significance of globalization and evaluates the key drivers of technological change and risk in the global economy.

Current problems in international economic cooperation are examined, while exploring developments in regional economic and political integration. Participants begin to understand and develop the implications of many conflicting pressures for global business strategies. The core sociopolitical approaches and concepts explored during the London module prepare participants for the complex and rigorous curriculum of the subsequent modules. back to top

JanuaryMODULE II: NYU STERN (NEW YORK)

Global Strategies and Finance

Module II relates the broad economic and political themes developed during the London module to business, corporate, and financial strategy. Macro issues presented during Module I are translated into concerns of executives who develop strategy for corporate enterprises with an emphasis on real-world solutions.

Competitive Strategy

covers practical techniques for analyzing how firms exist to create and capture wealth above the firm's cost of capital. Participant evaluate alternate strategic issues and plans as well as learn to anticipate the consequences of specific decisions.

Foundations of Finance

is an introduction to investments, financial markets, market institutions, securities, valuation, portfolio theory, and portfolio management.

Financial Reporting and Analysis

moves beyond the basics of accounting and examines how accounting and information can be most productively used by managers with international responsibilities.

Corporate Finance

addresses some of the key issues facing financial managers in their quest to create shareholder value by building up a complex analytical framework for valuing both individual projects and companies as a whole. The notion of optimal capital structure is introduced, along with the attendant concepts of the cost of debt, the cost of equity, and the weighted-average cost of capital. Considerations such as the impact of dividend policy are also covered.back to top

AprilModule III: Rotating Module (China)

Operations Management, Entrepreneurship, and Corporate Governance

Module III, the first rotating module, is held in an emerging market where the study of corporate governance flows naturally from the study of corporate finance in New York. Participants gain an understanding of governance norms that often differ from those of the U.S. and Europe. The foundations of business and corporate strategies introduced in New York module are further developed in an in-depth examination of operations and supply chain management.

Operations Management

provides a framework for the analysis of many critical facets including production, distribution systems, logistic network design, outsourcing and information systems. While examining the link between operations and business strategy, participants address the managerial challenges of coordinating and optimizing the overall system in a global context.

Entrepreneurship

covers critical issues affecting individual start-up firms and large organizations. Topics covered include: identifying new business opportunities, defining the value proposition, assessing the viability of a new venture, and developing and managing growth.

Corporate Governance

builds upon a theoretical framework drawn from economics, finance, and law to examine key concepts and issues related to corporate governance. Issues due to the separation of ownership and control, property rights, the role of the board of directors and of other governance mechanisms are all addressed. back to top

JulyModule IV: HEC (Paris)

Marketing, Strategy Implementation and Control

Module IV contributes to building an articulated approach to organizational and operational issues. Courses are supplemented by special events and guest speakers who provide insights into European legal and cultural environments.

Marketing - Managing Customer Value

evaluates major marketing concepts, analytical frameworks and methodologies required to go to market. Strategy targeting, positioning and implementation are all key topics.

Mergers, Acquisitions, and Alliances

provides participants with real-world understanding of analytical and practical insights in identifying the strategic objectives of international mergers, acquisitions, and alliances.

Creating and Appropriating B2B Value

aims to help participants learn to understand the mechanisms that firms may use to create, sell, and appropriate value - the cornerstone of any B2B strategy.

Corporate Strategy

explores value-based management, strategic cost analysis, budgeting, control and reporting systems from business-unit level to multi-products and multi-countries. back to top

OctoberModule V: Rotating Module (India)

Competing and Thriving in the 21st Century

Module V, the second rotating module, explores the challenges and rewards of operating in emerging markets. The module covers the perspective of "challenger" companies emerging from rapidly developing economies as well as the perspective of "incumbent" firms working to adapt to a changing set of opportunities and challenges. All coursework is supplemented with company visits and guest speakers.

Managing Technology and Innovation

focuses on understanding the strategic capabilities of advanced digital technologies and the options they generate.

New Global Challengers

highlights the next wave of globalization and how it will impact the way businesses compete in the 21st century. Serving as a template for this course are major companies emerging from rapidly developing economies that are starting to have a dramatic impact on the competitive landscape of the global marketplace.

Negotiation Analysis

reviews negotiation analysis and practice with insights from economics, psychology, and decision sciences. Simulations, case studies and group discussion are employed to highlight practical applications of the issues discussed. By the end of the course, participants have a conceptual framework that helps them turn their own negotiating experience into expertise. back to top

JanuaryModule VI: NYU Stern (New York)

The Challenges of Leadership

Module VI leverages and builds on materials studied throughout the program in order to address the challenges of leadership and management in a rapidly changing and risky world. Student term projects, the capstone of the TRIUM Global EMBA program, are presented at the end of this final module.

Corporate Financial Restructuring and Bankruptcy

explores the issues that arise when firms encounter financial distress. It is devoted to different approaches and theoretical models.

Professional Responsibility

evaluates market failures, examining the role of ethical norms in resolving issues in managerial life and establishing standards of professional responsibility.

Managing Risk

provides analytical frameworks and techniques to understand and measure different types of risk with an emphasis on modern instruments that mitigate financial risk.

Leadership

builds on personal experiences, exploring themes such as the sources of power, alternative leadership styles and the ways in which power can be lost.

Presentation of Strategic Team Project

is fully worked-out strategic corporate initiative in which self-formed groups, during the 16-month program, collaborate on a pertinent global issue and develop a business venture. Participants present their business plans to a board of directors made up of faculty, academic directors and alumni for assessment and critique.back to top

Class of 2010 Module Dates

2008	September 7-19	Module I - London
2009	January 4 - 16	Module II - New York
	April 3 - 10	Module III - Rotating Emerging Market Current Site: Shanghai, China
	June 28 - July 10	Module IV - Paris
	October 2 - 9	Module V - Rotating Emerging Market Current Site: India
2010	January 3 - 15	Module VI - New York

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Class of 2011 Module Dates

2009	September 6 - 18	Module I - London
2010	January 3 - 15	Module II - New York
	April 9 - 16	Module III -Rotating Emerging Market Current Site: Shanghai, China
	June 27 - July 9	Module IV - Paris
	October 1 - 8	Module V - Rotating Emerging Market Current Site: India
2011	January 9 - 21	Module VI - New York

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Class of 2012 Module Dates

2010	September 5 - 17	Module I - London
2011	January 9 - 21	Module II - New York
	April 8 - 15	Module III - Rotating Emerging Market Current Site: Shanghai, China
	June 26 - July 8	Module IV - Paris
	October 7 - 14	Module V - Rotating Emerging Market Current Site: India
2012	January 8- 20	Module VI - New York

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