DAS Entrepreneurial Leadership 2020

Acquire the most career-improving skills: professional agility, the ability to innovate, seize opportunities and lead motivated teams.



September 2020 - June 2021
36 ECTS credits
288 Teaching hours
2 semesters






+41 (0)22 379 81 32


University of Geneva


Early bird deadline

1 April 2020

Registration deadline

30 June 2020
Modules can be followed individually


CHF 16750.- | Individual module: CHF 1800.-

Registration fee (non-refundable): CHF 350.-

Early Bird until 1 April (tuition fee reduction of CHF 300.-)

Contribution to the SDGs

Goal 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all Goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation Goal 10: Reduce inequality within and among countries Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable Goal 12: Ensure sustainable consumption and production patterns


Innovate and increase the viability of projects in large corporations, start-ups and SMEs and non-profit organizations

  • Become an inspiring leader and implement fairness-based leadership in order to maximize the team’s commitment and performance
  • Develop your professional agility


Manager seeking to boost his career and his employability by adding business development tools and effective leadership skills
Executive from major corporations liable to launch or manage a business unit or a company, or take over the management of a family business
Engineer, doctor, or researcher who wish to improve his managerial skills and his ability to innovate


This DAS is composed of 2 CAS:

Entrepreneurial Management (6 modules):

  • Identifying, Analyzing and Exploiting Opportunities
  • Business Law & Taxation
  • Creative Problem Solving
  • Digitalization & Smart Data
  • Doing Business in Emerging Markets
  • Investment Decision Making

Responsible Leadership (6 modules):

  • Team Engagement
  • Business & Society
  • Change Management
  • Influencing with Emotional Intelligence / Coaching
  • Managing Stakeholders
  • Negotiation / Effective Communication

Course schedule


Prof. Judith SCHREMPF-STIRLING, Geneva School of Economics and Management (GSEM), University of Geneva and Dr. Raphaël COHEN, GETRATEX SA


Gloria LEONI CARLUCCIO, University of Geneva


AMBA (Association of MBAs) as part of the EMBA traditional track
Penser sa carrière après la pandémie, Dr Raphaël Cohen
The Diploma of Advanced Studies (DAS) in Entrepreneurial Leadership enables participants to improve their ability to manage a team through fair and effective leadership, namely to develop and innovate business that contributes to the evolution of the team members’ career and increases all team members’ employability. Participants obtain the DAS after completing two Certificates of Advanced Studies (CAS): the CAS in Entrepreneurial Management and the CAS in Responsible Leadership.
The CAS in Entrepreneurial Management provides innovators-to-be with the tools to identify and take full advantage of opportunities inside an existing organization or in a start-up.
The CAS in Responsible Leadership teaches future leaders the soft skill tools to maximize the commitment of their team(s).
This DAS can then lead to an Executive MBA upon completion of the 1st EMBA year (conditions apply).


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In today’s world, managers regardless of their institutional affiliation or country of operations are increasingly confronted with societal matters and global issues. Hence, today’s managers are not only required to understand the complexity of the environments and social contexts they operate in, but also to make strategic and outcome oriented decisions which demonstrate social and environmental responsibility.

After an introduction on the roles and endeavors of the main actor groups in society, the course will dive into the business case for engaging in society and in particular provide learning about corporate motivations and approaches to business engagement in society and for the environment. The course focus will lie on the different ways in which companies can and do engage socially, and how they can benefit society and the environment, including a zoom‐in on measuring, rating and reporting and Cross‐Sector‐Partnerships. The course will provide a broad range of practical company case examples of "Business & Society" engagement. Overall, angles covered will include: philanthropy and charity, values and ethics, compliance and corporate governance, corporate responsibility and sustainability, social innovation and corporate social entrepreneurship, as well as corporate global citizenship and multi‐stakeholder collaboration.


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This course will extend and deepen the participants’ knowledge of the key features of modern commercial law, such as corporations, start-ups, acquisitions, and major modern international commercial and business contracts, such as distributorship, license, merchandising, franchising, commercial agency and joint-ventures. Due to the outweighing importance of intellectual property in modern commercial contracts, as well as the increasing influence of competition/anti-trust law, the lecture will also include a general introduction to the most important intellectual property rights in modern trade (patents, trademarks and know-how), as well as a short overview of certain competition law issues linked to the modern commercial contracts. The participants will also get a short overview of public procurement, as well as an introduction to business criminality and dispute settlement. The time available will not allow for an in-depth analysis of all aspects of modern business law. This course is conceived as an introduction and global overview of some selected topics.


Today’s business environment is characterized through hyper-competitive markets that constantly challenge an organization’s functioning. Within the past 10 years, firms twice experienced conditions of turbulent market environments indicated through the bursting of the dot-com bubble in 2000-01 and the sub-prime crisis in late 2008. These economic conditions have increased the complexity of today’s business environment and unambiguously underline the importance of knowing how to deal with environmental changes, difficult business situations, and corporate growth. Managing such conditions consists of multiple organizational challenges and implies that firms must constantly adapt to evolving market environment. This course aims at developing an understanding on how to behave and manage such situations. It familiarizes participants with how to manage change under situations of corporate crisis, global competition and environmental change.


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The natural born creative genius is a myth. One is not born a creative or non-creative person – anyone can achieve creative excellence and use imagination as a resource for problem solving and opportunity creation. Creativity is a habit, a mindset, a skill that can be developed and fostered through the right insights and techniques. This is what you will discover in this varied training that gives particular emphasis to collaborative, joint creativity in teams.


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Smart Data tackles how enterprises such as businesses, non-profits, or governments can use data to generate novel insights about their business and to make more informed management decisions. In this course, you will learn to identify, evaluate, and capture business opportunities based on the strategic analysis of data. You will gain a solid overview of state-of-the-art analytic techniques, how to communicate data science results effectively, and reflect on issues in building and leading data-driven teams in your organization.

This module emphasizes that data-driven business is not a theoretical discipline: the frameworks and concepts we cover are only relevant to the extent that they can be used to provide manageable insights and improve the speed, reliability, and quality of your corporate decisions. The concepts learned in this class should help you identify opportunities in which data can be used strategically to improve decisions in the real-world. It should make you alert to the ways that analytics can be used — and misused — within an organization. The use of data in applied business analytics and data science is becoming an integral part of modern management — this course should provide you with a solid foundation to drive value in your organization based on data.


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Emerging markets are central to most multinational companies’ strategies nowadays. Doing business in emerging markets often requires firms to rethink in part or totally strategies and operational models. In fact, simply transferring a business model, a product or a service developed for mature markets is often a recipe for disaster. Successfully penetrating emerging markets requires a thorough understanding of factors driving these markets (demography, urbanization, institutions, etc.) as well as an approach adapted to the specificities of these markets.

The course will cover themes specific to doing business in emerging markets, including middle and bottom-of-the pyramid market segments, non-market strategies, intellectual property, frugal and reverse innovation as well as business model innovation.


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This module focusing on identifying, analyzing and exploiting opportunities addresses the following challenges:

  • Only 12% of projects are completed on time and within the budget.
  • About 30% of the projects are interrupted before completion.
  • Many innovations do not deliver the expected results.
  • Rewarding innovation or initiatives are overlooked because they are not presented well or are not well understood

The main objective of this module is to provide a toolkit of best practices for validating and seizing opportunities (from the Idea to the Opportunity Case).


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The 1st part of the course (Influencing with Emotional Intelligence) strives to help students engage more effectively in the workplace by improving their emotional intelligence. Cutting-edge research will be presented to help students better understand how emotions function and how they come to bear on managerial behavior and decision-making. While theoretical models will be presented, the emphasis in this course will be on providing the practical tools necessary to improve students' ability to influence others (clients, peers, subordinates and bosses), while managing their own emotions more effectively.

The 2nd part of the module (Coaching) is an introduction to the topic of coaching and how this skill can support you when leading and inspiring people and teams.


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The course is intended to develop a practical understanding of the complexities of making Investment Decision by applying conceptual framework to case studies.  In addition to academic cases, recent current events or landmark business investment decisions will be used to show economic trends and the wide range of considerations in realistic contexts of decision making.


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Analysis: This course aims at giving participants an overview of the specific organizational forms, tools and behavioural skills required to lead projects with a stakeholder orientation. At the end of the course, participants will understand the specificities of projects and know some tools, principles and tricks to successfully face these peculiarities. Furthermore, they will learn some frameworks to map stakeholders and foster their inclusion in projects.

Communication: This module aims to provide a structured approach to communications, so that it can be applied in any organisation, small or large. It provides a basis on which to build communications knowledge and practice, which can then be expanded through implementation in the workplace.  While everyone communicates on a daily basis, as a discipline communications requires an in-depth knowledge of the company and its strategies, an understanding of internal and external stakeholders, a grasp of processes, products and markets. The module therefore presents a methodological approach and a toolkit to plan and implement a communications strategy, whatever the size of the organisation.

Cultural Intelligence: The global economy presents many opportunities and challenges for businesses and their leaders. Senior executives need to develop a repertoire of strategic leadership capabilities to remain effective and manage stakeholders. One of the most important capabilities needed is cultural intelligence (CQ) – the ability to function effectively across a variety of cultural contexts. This course will equip participants with a working understanding of Cultural intelligence (CQ) and its relevance to their industry and organization.


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The 1st part of the module (Negotiation) provides practical tools ready for immediate professional application. It allows the distance and mastery necessary for conducting all types of negotiations, whether these are external or internal, or whether they apply to commercial, managerial or social activities. It is addressed to all those who are called on to buy, sell, solve disputes, build teams, induce change. In short, this course is meant for all those who know what they want and who give themselves the means to get it.

The 2nd part of the module (Effective Communication) concerns Public speaking. The mere thought of it can set hearts pounding! And yet, being able to communicate one’s ideas in public is an important and sought-after skill. Communicating effectively is not only a matter of having good ideas but also having the ability to engage people. Business managers, senior executives and entrepreneurs are called on regularly to make presentations to colleagues, clients and the general public. The goal of this course is to familiarize the students with key public speaking.


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This module focusing on Engaging Through Caring and Fair Leadership addresses the following challenges:

  • 65% of employees say they would take a new boss over a pay raise. This is the proof of a serious leadership problem
  • Many new employees start their job with a high level of motivation. It usually does not take too long for their motivation to significantly drop. What should it take to keep them motivated?
  • According to a study by Price Waterhouse Coopers, employees who are engaged in their work provide up to 35% increased productivity and profitability. How can we reach such a level of commitment and motivation in order to achieve excellence?
  • Using power and traditional authority to manage teams cannot deliver such results, particularly with Generation Y employee who want to be lead and inspired rather than being managed. What is expected of today’s and tomorrow’s leaders?
  • In a highly competitive environment where business models are being challenged and where everything moves very fast managing with systems and process prevents organizations from being agile enough to cope or even anticipate. What kind of leadership can maximize agility?


Each course is subject to an assessment that may include one or more of the following: Individual in-class exam | Take-home assignment, individual or group | Presentation in class, individual or group

Pedagogical method

The program encourages lively interaction between students and professors and stimulates the sharing of knowledge through group work. The students’ learning experience is enhanced by corporate work projects, in-class discussions, and presentations that build on their previous experience.

Diploma awarded

Upon successful completion of the 12 modules in Entrepreneurial Leadership, participants receive a Diploma of Advanced Studies.
In case this program is part of the EMBA specialization, participants receive instead the Master of Business Administration (MBA) Degree.

Admission criteria

  • Bachelor Degree or equivalent (i.e., BAC+3)
  • at least 3 years of managerial experience
  • English proficiency required (both written and spoken)

Steering committee

Dr. Raphael COHEN, Getratex SA

Number of participants

Max. 35 students per group; GSEM Executive reserves the right not to open a program due to an insufficient number of participants.

Detailed fees

DAS (Diploma of Advanced Studies - 12 modules): CHF 16'750*

Individual module : CHF 1'800

Handling fees: CHF 350

*Early Bird for applications received until 1 April (tuition fee reduction of CHF 300).


Refund policy

In case of withdrawal from the program, the tuition fees are still due. However, refunds may apply as follows:
- 90% of the tuition fee for cancellations made at least 30 days prior to the first day of class.
- 50% of the tuition fee for cancellations made after the 30 day deadline but before the first day of class.
- After the first day of class, the tuition fee will not be reimbursed.
- There is no reimbursement of any kind in case of course failure or expulsion from the program.
- The registration fee is non-refundable.

Handling Fees:
- Handling fees are nonrefundable and nondeductible.
- These fees do not apply to isolated module(s).
- If a program is canceled, the handlig fees are reimbursed.


The modules are generally scheduled twice a month, Friday (2.15 pm - 9 pm) & Saturday (8.15 am - 1 pm). Some modules are organized on 3 consecutive full days (9 am - 6 pm). Presence/participation in all the courses is mandatory. For each teaching hour, you should count 1 to 2 hours for reading, preparation, case study, and assessment work.


The normal duration to complete the DAS is one year; a fee will apply in case of a further extension (two years max.).



The teaching team is made up of faculty from Geneva University, guest faculty from other institutions and professionals with hands-on entrepreneurial experience. The variety of origins of the professors and their combined experience as executives or in start-ups guarantee delivery of a highly concrete approach to the learning content while ensuring that all the necessary theoretical bases required are in place.


Danièle CASTLE, Genevensis, Sàrl, Geneva

Raphaël H COHEN, Getratex SA, Geneva

Giuseppe CONTI, Conti Advanced Business Learning (CABL)

Martin EPPLER, Professor, University of St Gallen

Christian HILDEBRAND, Professor, University of St Gallen

Marc LAPERROUZA, Professor, University of Lausanne

Marcello MORTILLARO, Swiss Center for Affective Science, University of Geneva

Achim SCHMITT, Professor Associé, Ecole hôtelière de Lausanne

Maria SCHMITT, Leadership Development & Executive Coach, World Economic Forum

Judith SCHREMPF-STIRLING, Associate Professor, University of Geneva

John ZIMMER, Professional Speaker, Presentation Skills Trainer & Coach

Testimonial DAS - Brunhilde Weber
Testimonial DAS - Beyazit Guzelyagdoken

Contribution to the SDGs

Goal 4: Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all Goal 8: Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all Goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation Goal 10: Reduce inequality within and among countries Goal 11: Make cities and human settlements inclusive, safe, resilient and sustainable Goal 12: Ensure sustainable consumption and production patterns

Les termes utilisés pour désigner des personnes sont pris au sens générique; ils ont à la fois la valeur d'un masculin et d'un féminin.