DAS Entrepreneurial Leadership
PeriodSeptember 2021 - June 2022
Registration deadline31 May 2021
CHF 16750.- | Individual module: CHF 1800.-
Registration fee (non-refundable): CHF 350.-
The DAS in Entrepreneurial Leadership provides people eager to boost their career with a combination of state-of-the-art tools
- to identify and take full advantage of opportunities within an existing organization or start-up (the CAS in Entrepreneurial Management)
- to maximize the engagement of their team(s) (the CAS in Responsible Leadership)
These skills enable participants to become proactive change agents in a fast changing environment.
Executives from major corporations liable to launch or manage a business unit or a company, or take over the management of a family business.
Engineers, doctors, or researchers who wish to improve their managerial skills and propel their ability to innovate.
Managers of non-profit or international organizations open to best practices that can increase the sustainability of their organization.
Anyone with a sincere interest in managerial practices that are aligned with Sustainable Development Goals (SDG).
This DAS is composed of 2 CAS:
Entrepreneurial Management (6 modules):
- Business Law & Taxation
- Digitalization & Smart Data
- Doing Business in Emerging Markets
- Identifying, Analyzing and Exploiting Opportunities
- Investment Decision Making
- PDP: Creative Problem Solving
Responsible Leadership (6 modules):
- Corporate Social Responsibility and Organizational Ethics
- Managing Stakeholders
- PDP: Change Management
- PDP: Influencing with Emotional Intelligence / Coaching
- Responsible Leadership
- Team Engagement
See “Detailed programme” tab for course descriptions
Prof. Judith SCHREMPF-STIRLING, Geneva School of Economics and Management (GSEM), University of Geneva and Dr. Raphaël COHEN, GETRATEX SA and Academic Fellow of the University of Geneva
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).
This Master class will extend and deepen the participants’ knowledge of the key features of modern business law, covering some fundamental aspects of corporate law as well as key elements of business contracts and business transactions. With regard to business contracts, the lecture will include an introduction to the general principles of contract law and dispute resolution mechanisms which apply to all types of contracts, and cover the key features of the contracts that are most frequently signed in the daily business of companies, such as sales, distribution/agency, works, mandate, brokerage, employment, license, franchising, shareholders' and financing agreements. In view of the increasing importance of competition law and intellectual property rights in business operations, the course will include a general description of these elements. The participants will also get a short overview of the key features of the most frequent business (M&A) transactions, including sales of shares or assets, mergers and quasi-mergers. With regard to corporate law, the course will give an overview of the main types of legal structures that can be used to conduct business activities and highlight the key liability aspects. The time available will not allow for an in-depth analysis of all aspects of modern business law. This Master class is therefore rather conceived as an introduction and global overview of some selected topics.
This Master class will also survey basic taxation principles (based on the Swiss tax model), including constitutional principles, overview of the main Swiss federal and cantonal taxes. The general principles of income taxation of individuals will be reviewed (unlimited versus limited taxation, determination of taxable income and wealth, distinction for tax purposes between salaried and independent activities, as well as distinction between private and professional fortune, lump sum taxation system). The general of profit taxation of legal entities will also be covered (unlimited versus limited taxation, determination of taxable profit, authority of accounts, business expenses versus non business expenses, special tax regimes such as the tax holiday and participation (holding reduction). The recent tax changes introduced by the recent Tax Reform and AVS Financing (TRAF) will also be explained. Due to the increasing importance of the dealing at arm's length concept, a particular focus will be given to the notion of constructive dividend under the Swiss Withholding Tax Act. As regards the Stamp Tax Act, the basic aspects of the issuance and transfer stamp taxes will be reviewed. Finally, the students will get an overview of the principles of international taxation, including the rules of application of double tax treaties and the methods to avoid double taxation.
Managers are confronted with a complex and unprecedented mix of social, environmental, and market issues and demands from a variety of stakeholders. The majority of managers believe that they are unbiased and have good intentions to respond to crises, social and environmental issues and stakeholder demands in a responsible way. However, corporate scandals of corruption, fraud, pollution, human rights violations, and customer manipulation persist. The course addresses how corporations can manage rising stakeholder expectations and how managers can engage in responsible decision making and avoid ethical blindness.
The course is divided in two parts. In the first part, we discuss corporate social responsibility and explore various responsible management and compliance tools. The first part frames the theoretical and practical debate around CSR and provides an overview of its development. We also discuss the regulatory context that shapes and constrains responsible corporate conduct. In the second part, we discuss organizational ethics and examine the role of ethics and values in management and the unconscious biases that make responsible decision making challenging. This part focuses on employee privacy and whistleblowing as these are two issues that affect employees on a daily basis.
The proliferation of digital technologies and the massive increase in the availability of data from customers, business processes, competitors, or other forms of data are challenging traditional business models across industries. New technologies and recent developments in data science provide unseen developments to improve the ability to make better informed management decisions. The ability to use data effectively to drive profitable management decisions has been a critical strategic advantage for companies as diverse as Amazon, Facebook, and Netflix or traditional business such as Caterpillar, John Deere, and Hilti. With the increasing availability of large amounts of data — i.e., “Big Data” — data-driven business innovation is becoming a critical capability for enterprises of all types and sizes.
In this course, you will learn to identify, evaluate, and capture business opportunities based on the strategic analysis of data and how to spot and develop new business models involving the smart intersection of technology and data. You will gain a solid overview of the rapid developments of how digital technology is changing the development of entirely new business models, the role of data as a strategic asset, state-of-the-art AI and machine learning techniques, how to communicate data-driven management results effectively, and to reflect on issues in building and leading data-driven management teams in your organization.
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Emerging markets are central to most companies’ strategies nowadays. Doing business in emerging markets often requires organizations 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 and operating in 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.
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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- "Maîtriser l'avant-projet pour optimiser la gestion des projets" (Focus Sur...)
This course provides participants with a solid understanding of strategic issues in corporate finance. The framework in which corporate financial decisions are made is explored in order to derive the appropriate discounting of risky cash flows. The course achieves this by imparting participants with a solid framework to understanding and analyzing of the fundamental principles and elements of accounting and financial reporting and exposing them to key strategic and financial measurement topics and issues. This allows decisions makers to make very objective strategic, operational, commercial, financial decisions.
1st part - 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.
2nd part - Communication: Communication has deeply evolved during the last 10 years. Nowadays, communication plays a central role in companies evolving in a constantly changing and challenging environment. How to stand out in this environment? How to formulate the right message, the appropriate communication strategy? How to identify target audiences and create dialogue? The new challenges of communication are complex and multiple. This module focuses on stakeholder communication and explore the following topics:
- Understanding the evolution of the communication as a key element of the corporate strategy
- Defining communication as an essential support to online and offline business
- Discovering the techniques to build an effective communication
- Determining the frontier between marketing and communication
- Understanding the importance of internal communication and the challenges related to the company's vision, mission, and values
3rd part - 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.
More than ever, organizations need to navigate through a VUCA world: an organizational environment characterized by volatility, uncertainty, complexity, and ambiguity. Whereas firms had experienced conditions of turbulence before – indicated through the bursting of the dot‐com bubble in 2000‐01 and the sub‐prime crisis in late 2008 – the 2020 COVID-19 pandemic has shown that the business world (and the world we live in) can substantially change from one day to the other. The pandemic unambiguously underlines the importance of knowing how to deal with environmental changes, difficult business situations, and corporate decline. Managing such conditions consists of multiple organizational challenges and implies that you as a business manager must constantly adapt and deal with evolving business situations. This course aims at developing an understanding on how to behave and manage such situations. It familiarizes participants with how to manage change as an individual, as part of an organization, and as a leader.
[PDP = Personal Development Program]
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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.
[PDP = Personal Development Program]
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The 1st part of the course focuses on the importance of using Emotional Intelligence (EI) for increasing the performance in leadership positions. Any leader influences the team, but a good leader is only the one who leads with emotions, that is the one who can use their emotional intelligence (EI) to better understand and manage their collaborators and their work. There is increasing awareness that EI is the key competence for current leadership roles. In this module, we will develop an original way of thinking about emotions, discuss concrete examples, and introduce strategies to understand and manage other people’s emotions - strategies that can be readily used in daily managerial job.
- On peut étudier les émotions comme on étudie la mémoire (M Magazine, Jul 2019)
- L'empathie au bureau, ça se mesure (Le Temps, Jan 2019)
- Are you emotionally fit for that job? A Swiss test can tell (Swissinfo.ch, Mar 2020)
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The 2nd part of the module is an introduction to the topic of coaching and how this skill can support you when leading and inspiring people and teams. In today’s organizations, leadership has many different facets: anyone can lead at any hierarchical level. Organizational success is built around highly empowered teams and driven by a new model of leadership. Leaders as well as organizations need to move away from command, control and the traditional leadership models that have worked in the past (Deloitte, 2016). To support you in tackling these challenges, our course helps you to develop a collaborative leadership approach based on coaching skills.
[PDP = Personal Development Program]
Tough competition and high-performance pressures are pervasive features of the business and professional environment. Whereas some people regard such conditions primarily as drivers for hard work and innovation, others regard them as drivers of moral transgressions and personal resentment; and both sides have a point. Therefore, to minimize the negative and maximize the positive consequences of the contemporary business environment, there are increasing calls for responsible leaders.
However, what distinguishes responsible from irresponsible leaders, and how do responsible leaders actually manage to overcome the adverse effects of a tough business environment? Instead of providing broad-brushed and prefabricated answers to such intricate questions, this course offers a platform for reflection about the practical challenges that employees and managers face in their professional life. Each session of the course centers around a hands-on case study, involves interactive class discussions, and is enriched with key insights from different academic disciplines, like management, psychology, and ethics. As such, the course will help and guide participants in finding their own answers to what leading responsibly means at their workplace.
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?
This thought-provoking module addresses key leadership and governance factors for obtaining “psychological ownership” and engagement. Participants benefit from the real-life experience of a seasoned entrepreneur who has learned the hard way what it takes to have followers as well as the difference between a manager and leader.
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- "Compétences managériales et taux d'engagement sont liés" (HR Today, Jan. 2021)
- "Les collaborateurs ne sont pas des ressources humaines" (PME Magazine, Dec. 2017)
- "L'émergence du management bienveillant et équitable" (HR Today, Oct. 2017)
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.
In case this program is part of the EMBA specialization, participants receive instead the Master of Business Administration (MBA) Degree.
- Bachelor Degree or equivalent (i.e., BAC+3)
- at least 3 years of managerial experience
- English proficiency required (both written and spoken)
Prof. Judith SCHREMPF-STIRLING, GSEM, UNIGE Prof. Marcelo OLARREAGA, GSEM, UNIGE Dr. Raphael COHEN, Getratex SA
Number of participants
DAS (Diploma of Advanced Studies - 12 modules): CHF 16'750
Individual module : CHF 1'800
Handling fees: CHF 350
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 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.).
>> LINK TO COURSE SCHEDULE: CLICK HERE <<
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.
Martin ANDERSON, Partner at Bär & Karrer AG, Geneva
Raphaël H COHEN, Getratex SA, Geneva
Martin EPPLER, Professor, University of St Gallen
Philippe FOULQUIER, Professor, EDHEC Business School
Christian HILDEBRAND, Professor, University of St Gallen
Marc LAPERROUZA, Professor, University of Lausanne
Marcello MORTILLARO, Swiss Center for Affective Science, University of Geneva
Thierry PICQ, Professor, EM Lyon Business School
Achim SCHMITT, Professor Associé, Ecole hôtelière de Lausanne
Maria SCHMITT, Executive Coach and Corporate Talent Development
Judith SCHREMPF-STIRLING, Associate Professor, University of Geneva