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TRANSCRIPT
YES.
EXECUTIVE MBA
2 Introduction
5 Ivey Difference
7 How You Learn
9 Who You Learn With
11 What You Learn
13 Why It Matters
15 Where You’ll Go
You’ve worked hard to get to this stage in your
career. You’re ready for the next chapter to begin.
Everything you’ve been working for comes down
to your willingness to say yes.
Yes You Can
Ivey EMBA
Toll Free: 1.800.342.1857
Local: 519.661.3383
www.iveyemba.ca
YES, YOU ARE READY. NOW IS THE TIME.YOU CAN TAKE YOUR CAREER TOTHE NEXT LEVEL.YOU CAN BECOME THE LEADER YOU WANT TO BE.YES, YOU CAN DO THIS. IT’S TIME TO SAY YESTO YOUR FUTURE.
“YES, THIS EXPERIENCE HAS COUNTLESS BENEFITS. MY APPROACH TO WORK IS COMPLETELY DIFFERENT.You’re able to break through barriers and engage with a level of transparency that is
unparalleled. My role requires me to constantly navigate between thinking strategically
and broadly, and then narrowing in on execution. Ivey gave me the tools and insight to
look at every process for efficiency, to be inclusive of alternate viewpoints and, at the
same time, always focus on the ROI. It’s made a significant difference in how I engage
with others and the positive outcomes I achieve.”
Pamela Schott, EMBA ’14
Vice President, Sourcing and Supplier Governance, BMO Financial Group
IVEY EXECUTIVE MBA | 3IVEY EXECUTIVE MBA | 3
THERE IS AN IVEY DIFFERENCE.AND IT GOES WELL BEYOND THE CURRICULUM.
YES,
IVEY EXECUTIVE MBA | 5IVEY EXECUTIVE MBA | 5
HOW YOU LEARN
Ivey Case-Method Learning is not about textbooks and lectures; it’s about you being an active
part of your EMBA experience. And that means learning by doing.
WHO YOU LEARN WITH
We surround you with the best and brightest classmates, and our Case-Method Learning provides
the right environment for you to benefit from their diverse perspectives and experiences.
WHAT YOU LEARN
Our Cross-Enterprise Leadership approach is another core tenet of our program, one that enhances
your ability to always see the bigger picture and prepares you for exceptional career success.
WHY IT MATTERS
Knowing how and when to apply business concepts is only the first step. Build your confidence
to make sound decisions and drive clear action plans that your team can really get behind.
That’s how you get results.
WHERE YOU’LL GO
The Ivey experience doesn’t end with graduation. With access to over 25,000 graduates in more
than 100 countries, you’ll benefit from your Ivey MBA for the rest of your career.
Ivey Executive MBA graduates describe their 15 months in the program as challenging, rewarding,
energizing, and transformational. It’s an experience that shapes the way you approach challenges
and the way you see opportunities. From day one in the program, you begin to build your leadership
capabilities and capacity in ways that will propel your career to new heights. We call it the Ivey
Difference. Our graduates know what it means, and on the following pages they’ll tell you themselves.
Something happens during the Ivey Executive MBA Program that goes beyond the acquisition of information and knowledge. That’s because, at Ivey, we believe how you learn, and who you learn with, is foundational to what you learn.
The Ivey Difference
I TRANSFORMED MY APPROACH TO CHALLENGES THROUGH IVEY’S HANDS-ON METHODOLOGY.
From the early days of the program, every case—every class—broadened my
perspective and allowed me to think more innovatively—particularly in areas outside
my typical responsibility and comfort zone. Ivey helped me develop a much more
systematic approach to handling business problems. You learn from the program
material and case studies, but you are also developing the skill of thinking on your
feet and defending your point of view.”
Charaka Kithulegoda, EMBA ’14
Chief Information Officer, Tangerine
“YES,
IVEY EXECUTIVE MBA | 7
This Is Not About Textbooks and Lectures
Ivey is committed to Case-Method Learning. It’s not just teaching; it’s a powerful decision-
making approach that becomes ingrained into how you operate. By actually working through
problems, in tight-knit groups, you’ll develop a new way of thinking that becomes integral to
everything you do from this point forward. You’ll walk away with the ability to capitalize on the
opportunities that result from being able to see the “big picture.”
Real-World Learning
Each class is a journey through a complex, multi-disciplined business challenge. You know from
experience that you are rarely confronted with business issues that fit into tidy functional boxes.
With Case-Method Learning you’ll improve your confidence and ability to turn options into
decisions, knowledge into action, and ideas into change.
Class preparation starts when you read the case and prepare an individual assessment and
action plan of what you would do as the leader dealing with the business challenge presented.
From there, you test your ideas with your learning team, and new ideas and strategies will
emerge. The Ivey classroom is the final step, opening up the debate to the diverse perspectives
and experiences of the entire class.
And as you’ll see next, when it comes to Case-Method Learning, it only gets better with the right
people in your class.
Ivey Case-Method Learning. It’s simply better to learn by doing. No matter how engaging a faculty member may be, you can’t be lectured into becoming a great decision-maker. You must develop into one.
THE IVEY DIFFERENCE
How You LearnOVERVIEW
• Four consecutive days once a month (Thursday through Sunday)
• 15-month program (three five-month terms)
• One-week International Trip
DATES• Two start dates each year:
February and September• A break in classes in the
summer months
FACILITIES• Classes held at Ivey’s
state-of-the-art Tangerine Leadership Centre in downtown Toronto
• All accommodations, meals, and other amenities are of the highest quality, providing an effective and efficient learning environment that respects your experience
Ivey very deliberately brings together business professionals with varied backgrounds
and experiences. And it’s this variety that helps give different perspectives to every
case. That’s a big part of why I chose Ivey—because I liked the focus on group work
and case-based learning. The fact is, collaboration is key in today’s business world,
so it’s invaluable that people in your group have different backgrounds. And we all work
together, and learn together, to apply our knowledge and skill-sets to real-world cases.”
Mike Pownall, EMBA ’15
President, McKee-Pownall Equine Services
GROUP WORK IS ESSENTIAL WITH COLLABORATION BEING SO KEY IN TODAY’S BUSINESS WORLD.
“YES,
IVEY EXECUTIVE MBA | 9
Ivey Executive MBA Participants
Ivey’s reputation for excellence attracts top-quality applicants from a wide variety of professions,
industries, and roles. From those applicants, we carefully select only those who are the right fit for
Ivey and who will complement and enhance the learning of fellow classmates. And yet, for all their
diversity, Ivey EMBA participants have a lot in common. Everyone has something substantial to
offer, and all are eager to bring their unique experience to class and to their classmates.
Ivey Executive MBA Faculty
Ivey EMBA professors also contribute their valuable experience from outside the classroom.
Through their research, case writing, and consulting assignments, they have a keen understanding
of the pressures and challenges facing organizations in Canada and around the world, and in
many instances are actively involved with them. Time after time, the professor facilitating your
class will have first-hand knowledge about the case at hand, resulting in a deeper and more
relevant learning experience. At the same time, Ivey professors are very accessible—not only
during your time at Ivey, but also afterward on an informal basis.
Inside an Ivey Executive MBA classroom, three powerful factors combine to create an exceptionally positive learning environment. We start with high-calibre participants with years of business experience. We set them up in a dynamic team structure. Then we facilitate their learning with the expertise of a world-class faculty.
Who You Learn WithSURROUND YOURSELF WITH EXCELLENCE
• On average, Ivey EMBA participants have 15 years of work experience
• 22% of students have 20 or more years of experience
• 25% are Vice-President/President
• 22% have been educated internationally
• Average age is 38
THE IVEY DIFFERENCE
Ivey has definitely broadened my perspective. It built on my existing knowledge of
development, architecture, urban design, and engineering and then added the key
business concepts of finance, strategy, and leadership at an executive level.
Because of Ivey, I look at challenges differently now. I’ve developed new skill sets
and new methods of assessing situations and, ultimately, I’ve learned how to come
to better decisions. I have a wider perspective and I’m equipped with knowledge and
tools that I didn’t have before.”
Agnieszka Wloch, EMBA ’14
Vice President, Development, Minto Group Inc.
IT’S A NEW METHOD OF ASSESSING SITUATIONS, BUT YOU MAKE BETTER DECISIONS.
“YES,
IVEY EXECUTIVE MBA | 11
Practical Learning with Real-World Relevance
During the Ivey Executive MBA, you will build greater expertise in all functional areas, from
accounting to marketing, but with a Cross-Enterprise Leadership perspective. More importantly,
though, Ivey’s Case-Method Learning and highly relevant projects develop your judgment,
confidence, and effectiveness in knowing when and how to apply your newly gained knowledge
and abilities. In fact, many Ivey Executive MBA students apply this new thinking for immediate
and substantive results at their current companies.
Projects with Immediate Impact
By design, the project work combines your academic and professional life and encourages you
to identify and examine challenges within your own organization as part of your course projects.
This allows you to customize your Executive MBA learning experience, which in turn will help you
bring immediate benefits back to your organization.
The International Field Study Trip
In the Ivey EMBA you’ll gain a new understanding of how roles and industries intersect and relate
to one another. With a broader strategic perspective, new knowledge, and sharpened skills, you
get a chance to apply your learning in a global context with the international field study trip.
Choose from multiple international locations and spend one week on a project with members
of your own class and professionals from other top global EMBA programs. This is not industrial
tourism; it is an experience designed to expose you to the business practice and context of
an unfamiliar global environment.
The principles of Cross-Enterprise Leadership will help you understand that relationships and interconnections are just as important as the function of any individual business unit. In turn, you will be better equipped to succeed in your organization because you will look at your role in the context of the whole. You’ll understand how you can contribute to total organizational performance.
What You LearnPROGRAM CURRICULUM
For a more extensive outline of the curriculum, refer to page 2 on the ‘No Question’ side of the brochure.
THE IVEY DIFFERENCE
One of the great aspects of the Ivey program is that it yields results that are
immediate, and also long-term. Because the Ivey program is case-based, I could
immediately apply classroom concepts and classroom lessons to many scenarios
in my working life. I’ve found that the greatest value is the connection I’ve made
with classmates and with their extended networks. The sheer scale and reach
of the Ivey network is incredible. And being afforded access to this exclusive
network is invaluable.”
Dr. Tom Chan, EMBA ’15
Chief of Staff, The Scarborough Hospital
FOR ME, ACHIEVING AN IVEY MBA WAS THE BEST WAY TO OPEN DOORS.
“YES,
IVEY EXECUTIVE MBA | 13
1. Embrace Complexity
Complexity increases exponentially as you
take on more strategic roles. Case-Method
Learning requires you to develop your judgment
of when to apply knowledge. Cases contain
real information about real challenges—
sometimes too much, sometimes too little—
pushing you to uncover the critical details and
move on to actionable solutions.
2. Drive Strategic Action
Case-Method Learning demands a bias for
action. Every class revolves around the question,
“What would you do if faced with this challenge?”
You learn to make and defend decisions under
pressure with often incomplete or ambiguous
information. You will gain the confidence to make
strategic decisions in the face of uncertainty and
lead execution plans that drive results.
3. Communicate Persuasively
In a learning environment that draws so
much from the experience in the classroom,
contributing to the discussion is expected;
more importantly, you need to be able to
express your perspective clearly and back
it up confidently with sound analysis.
4. Leverage Team Talent
Execution of great ideas requires assigning
the right tasks to the right people at the right
time. Leadership demands that you move
beyond what you can achieve as an individual
performer to mobilizing, coaching, and
motivating the talent around you—in some
cases, teams around the globe.
5. Manage Priorities
Time is one thing that we never seem to have
enough of. Adding the Ivey EMBA to your
schedule may not seem like a solution, but
alumni consistently tell us that the experience
made them significantly better at managing
the demands of multiple tasks and conflicting
priorities—both personal and professional.
With every learning experience in the Ivey EMBA, you gain more than just new knowledge. The learning environment draws on the vast experience of your classmates and pushes you to develop and practise the capabilities that are essential to your career success. Think of it as gaining several years of practical business experience in just 15 months. We call these capabilities Ivey Leadership Essentials —and they are at the core of everything we do.
Why It Matters
5.
4.3.
2.
1.
IVEY LEADERSHIP ESSENTIALS
The five things every leader needs to do well.
THE IVEY DIFFERENCE
From day one, you’re in it together. You learn as much from each other as you do
from the faculty and the course material. The interactive nature of the program
enables you to get to know your classmates on a whole new level. You form deep
relationships that are not easily broken. That’s why the Ivey Network is for life. You
continue to learn from the friends you’ve made and the additional connections you
make through the Network. One of the biggest strengths of the program is the people.”
Heather Haslam, EMBA ’14
Director, Mid/Large Marketing, Bell Canada
YOU WILL MAKE GREAT CONNECTIONS, IN ALMOST EVERY INDUSTRY AND PROFESSION.
“YES,
IVEY EXECUTIVE MBA | 15
The Network
As an Ivey EMBA graduate, you’ll have access to one of the most prestigious alumni networks
in Canada and the world. Ivey grads know that you chose Ivey because you value what makes
it different from a traditional business school. That shared connection says a lot about you and
the network you will join.
Enhancing Your Career
The reasons for pursuing an EMBA are many, but career enhancement is one of the most common
goals among candidates. That’s why Ivey has developed a comprehensive program that provides
participants with a wide range of career enhancement services, including online resources, career
workshops and seminars, and one-on-one coaching, all based on the four key principles of
successful career management:
1. Self-assessment to understand your unique value proposition and build your “brand.”
2. Research and targeting to identify opportunities that match your ideal work preferences.
3. Creating a career management strategy to market yourself internally and/or externally.
4. Executing a realistic career plan based on networking and effective search techniques.
Beyond the quantifiable measures of success is the intangible value of the Ivey Experience. Upon completion of the Ivey Executive MBA Program, you won’t just walk away with a better understanding of business; you’ll emerge fully prepared to inspire, motivate, and succeed.
Where You’ll GoPOWER IN NUMBERS
• Over 25,000 Ivey alumni lead organizations in more than 100 countries
• Nearly 1 in 2 of all Ivey alumni holds a title of Director or higher
• The Ivey Ring: Ivey grads receive a ring from an alumnus symbolizing their pledge to act ethically in their careers
THE IVEY DIFFERENCE
NO LOOKING BACK.THIS IS WHENYOU BECOMETHE LEADERYOU’VE ALWAYSASPIRED TO BE.YOU’VE STUDIEDEVERY ANGLE.YOU’VE ASKED THERIGHT QUESTIONS,AND THE ANSWERIS IVEY. ARE YOUREADY?
YES, YOU ARE READY TO ADVANCE YOUR CAREER. YOU’VE THOUGHT LONG AND HARD AND NOW IS THE TIME FOR YOU TO ACT. IVEY IS THE ANSWER TO GET YOU THERE. IS THERE ANY DOUBT LEFT?
NO LOOKING BACK. THIS IS WHEN YOU BECOME THE LEADER YOU’VE ALWAYS ASPIRED TO BE. YOU’VE STUDIED EVERY ANGLE. YOU’VE ASKED THE RIGHT QUESTIONS,AND THE ANSWER IS IVEY. ARE YOU READY?
NO.
EXECUTIVE MBA
2 The Class Experience
3 Curriculum Structure
4 Module Themes
7 Courses
11 Making It Possible
12 Selecting for Success
13 Application Process
14 Explore Your Options
15 Recent Class Profile
The following pages outline everything you need
to know about making the Ivey Executive MBA
program a reality. And if there’s something we’ve
overlooked, please don’t hesitate to reach out to
us with questions.
No Question
Ivey EMBA
Toll Free: 1.800.342.1857
Local: 519.661.3383
www.iveyemba.ca
NO DOUBT. AND NO MORE WAITING FOR YOUR NEXT CHAPTER TO BEGIN. YOU’VE PLANNED, AND YOU’VE PREPARED. YOU ARE READY. NOTHING IS GOING TO HOLD YOU BACK.NO DELAYING. THIS IS IT. THIS IS YOUR TIME.
2 | IVEY EXECUTIVE MBA
A class experience with no boundaries. From the first day, you’ll begin to build your leadership capabilities and capacity to propel your career to new heights.
NO TIME TO WASTE. HERE’S HOW OUR CURRICULUM WILL HELP SHAPE YOUR FUTURE.
Something happens during the Ivey Executive MBA Program that goes beyond the acquisition
of information and knowledge. You discover a new excitement for learning. Ivey Executive MBA
graduates describe their 15 months in the program as challenging, rewarding, energizing, and
transformational. It’s an experience that shapes the way you approach challenges and the way
you see opportunities.
IVEY EXECUTIVE MBA | 3
Curriculum StructureThe EMBA curriculum consists of 16 courses and covers 15 module themes, each tackling a
Cross-Enterprise Leadership challenge. Module themes are designed around relevant business
topics and may change to reflect issues facing business at that time.
Faculty members coordinate their materials and approaches around each of these module themes,
which allows for team teaching opportunities and ensures the delivery of an integrated curriculum.
The careful sequencing of the individual classes, courses, and module themes is designed so
that they build on one another throughout the program’s three terms to provide you with a
powerful and practical learning experience.
MODULE THEMES COURSES
Decision-Making
Accountability
High-Performance
Innovation and Entrepreneurship
Governance
Thinking Strategically and Leading Change
Unlocking Organizational Value
Managing Complex Processes
Integrating Across the Enterprise
Balancing Stakeholder Interests
Crossing Borders
International Investments
Collaborative Strategies
Looking Ahead Globally
International Field Study Trip
Leading
Competing with Analytics
Information Systems
Winning through Marketing Management
Management Accounting and Control
Operations
Sustainability
Entrepreneurship
Managing Financial Resources
Strategic Analysis and Action
Leading Action and Change
Global Environment of Business
International Strategic Financial Planning
Global Marketing Planning
Global Strategy
Executive Client Field Project
NOTIME TO WASTE.HERE’S HOWOUR CURRICULUMWILL HELP SHAPEYOUR FUTURE.
THE CLASS EXPERIENCE
4 | IVEY EXECUTIVE MBA
Decision-Making
Decision-making is both an action and a
process. Specifically, the term “decision” often
causes us to focus on the outcome or result
without focusing enough attention on the
process. Research on the decision-making
process, at the individual and organization
level, tells us that different approaches lead to
different outcomes—some more effective than
others. Being mindful of the capacities and
limitations governing our decision-making
allows us to become more mindful and
effective leaders. This module will explore
various aspects of decision-making from
multiple angles. It will also introduce you to
Ivey Case-Method Learning, which is
experiential in its focus on decision-making.
Our case discussions will place you in the
shoes of the decision-makers, allowing you to
develop a set of skills to effectively analyze
issues, develop strategies, and execute plans
successfully.
Accountability
The word accountable is a term that implies
responsibility for actions and performance:
of one’s own, one’s group, or even those of the
organization as a whole. When we say, “What
are you accountable for?” we are saying, “For
what and to whom must you answer?” The
word accountable is employed widely in many
contexts—business, government, law, morality,
and politics—with similar but varying meanings.
High-Performance
In this module, we will examine several
approaches to creating, sustaining, and finding
a high-performance organization. We will
also consider the elements that contribute to
sustaining a high-performance culture. These
elements include high-performing people within
the organization, as well as effective decision-
making at all levels, and a thorough assessment
of the success of those decisions.
Innovation and Entrepreneurship
In this module, we will examine the various
facets of innovation and entrepreneurism.
Where do new ideas for businesses come
from? How does the firm adopt new business
concepts or compete against innovators?
How does one assess the competitive impact
or market potential of something new? What
should be in a new venture plan? Where does
one look for financial and other resources?
What does it take to be an entrepreneur?
Governance
All organizations require oversight and
stewardship, which is to say something above
and beyond leadership. This oversight and
stewardship may be provided inside the
organization (e.g., by a board of directors)
or a group outside the organization (e.g., a
regulatory body). In either case, we refer to
this as governance. Governance includes
setting expectations, policies, standards, and
ways to verify that these are met. Increasingly,
it has become a complicated topic because it
requires a broad and deep understanding of
the business, of risks, of environmental trends,
and of societal expectations. Accountability is
a related concept, which includes responsibility
and liability, both legally and morally. This
module examines these processes and
provides tools to effect such accountability
creatively and successfully.
Module ThemesOVERVIEW
Module themes are designed around relevant business topics and may change to reflect issues facing business at that time. Faculty members coordinate their materials and approaches around each of these module themes, which allows for team teaching opportunities and ensures the delivery of an integrated curriculum.
IVEY EXECUTIVE MBA | 5
CURRICULUM | MODULE THEMES
Thinking Strategically and Leading Change
This module will provide guidance for
management decisions through organizational
strategy. Specifically, participants will be
challenged to develop internal coherence among
the elements of an organization’s environment,
strategy, resources and capabilities, design,
and stakeholder/management preferences.
Additionally, we will focus on how managers
can implement change from the top and the
middle of an organization. This entails
overcoming resistance to change, building
support for change through influencing
people, and executing strategies to mobilize
change through vision and persuasion.
Unlocking Organizational Value
This module is designed to help participants
identify sources of value hidden within
the organization that can be driven from
the bottom-up as well as the top-down.
We will first focus attention on forecasting
organizational performance both quantitatively
and qualitatively. Second, we will identify
internal and external constraints that keep
organizations from unlocking and distributing
organizational value. Lastly, we will examine
how organizations achieve customer value
through operational excellence.
Managing Complex Processes
This module will highlight the effective
management of processes, which generally
constitutes the sequence of activities that
transforms inputs into outputs and is critical
to the creation of organizational value.
Participants will be exposed to a number
of complexities—whether systems-based,
people-based, or project-based—that
complicate process design and delivery
and necessitate managerial trade-offs. We
will then focus on critically evaluating the
issues and challenges associated with these
process complexities and generating
approaches and responses to managing
them. Lastly, we will examine the improvement
of complex processes and how process
innovation is vital to the long-term survival
of the organization.
Integrating Across the Enterprise
This module will examine why it is critical from
an organizational value perspective to integrate
data, information, and knowledge and business
processes within and across functional areas
and across the borders of the organization
(i.e., to customers, suppliers, and other trading
partners). Participants will explore the
challenges and hurdles, and mechanisms and
approaches, for achieving integration using
information technology. For example, we will
examine how important electronic markets
are to the future of business. As another
illustration of the value of integration, we will
explore how operations impact financing
requirements, which entails reviewing how
scarce financial resources are allocated within
the organization.
Balancing Stakeholder Interests
This module continues our focus on
organizational value creation and distribution
to stakeholders. Participants will be challenged
to recognize why organizations must meet
the legitimate needs and wishes of the
stakeholders on which they depend and the
negative consequences of not doing so. For
most organizations, resources, broadly defined,
are always limited and must be allocated with
great care and sound judgment. In several case
situations, participants will be encouraged to
define who the critical stakeholders are, what
they want and need, and what the organization
can do to meet these critical requirements.
Crossing Borders
This module introduces the four courses
of term three. The Global Environment of
Business begins with an overview of
macroeconomic forces. We will examine
specific country experiences to illustrate the
challenges and opportunities created by these
forces. International Strategic Financial Planning
focuses on risk management, the derivative
securities market, foreign exchange hedging,
and convertible bonds. Global Strategy analyzes
the globalization process, export licensing, joint
ventures, mergers and acquisitions, and wholly
owned subsidiaries. Global Marketing Planning
discusses global strategic marketing planning
and the assessment of market opportunities.
These courses will lay the foundation for the
remaining module themes.
International Investments
This module will focus on the assessment of
international projects, including joint ventures,
acquisitions, mergers, or expansions. The
assessments will include the economic and
political considerations of doing business in
foreign countries. The determination of market
entry strategies and issues of international
considerations in market planning will be
considered. From the financial perspective,
the methods and implementation of valuation
techniques in the context of multi-currency
business situations will be developed.
International Investments will build on the
initial frameworks introduced in the initial
modules of the International Strategic Financial
Planning and Global Environment of Business
and will introduce the basic elements of the
Global Marketing Planning course.
Collaborative Strategies
This module focuses on alternative co-operative
strategies such as alliances, joint ventures, and
mergers and acquisitions. It discusses why
and how collaborative strategies change the
structure of companies and industries alike.
It also provides a structured and disciplined
approach to the key issues involved in creating
and executing collaborative strategies, as well
as practical guidance to the key steps in the
inter-organizational collaboration process.
As organizations look to create and maintain a
competitive edge in a business climate where
the abilities to adapt and respond are critical
to survival, managers rethink traditional
organizational boundaries and business models.
Emerging models emphasize co-operative
strategies and relationship-based organizational
structures that are highly flexible and capable
of responding to rapid and sometimes radical
changes in the marketplace and technology.
Looking Ahead Globally
Throughout our program we examine many
factors that affect our lives and our organizations.
In this module, we bring together various views
on what the future might be like. What should
we be expecting? And what might those trends
mean for us and for our organizations?
Vigilant leaders are continually looking ahead,
considering predictions and possibilities.
For example, what’s coming in information
technology, in education, in work life, in family
life? Where will the centre of economic and
social activity be? What lies ahead for our
environment? Where will the world’s economic
hot spots be?
International Field Study Trip
This trip presents a rare opportunity for you
to immerse yourself in the cultural, political,
and economic realities of one of the world’s
economic hot spots.
6 | IVEY EXECUTIVE MBA
Leading
This course will help you develop a fuller
assessment of your own personal leadership,
as well as a plan for how you can leverage
your strengths and develop your weaknesses
to lead people more effectively. The course
covers many aspects of personal leadership,
including career-path development, the role
of mentors, effective coaching and direction,
developing commitment in others, and the
best use of teams in business settings.
Several methods will be used to address
these topic areas, including personality/style
assessment tools, business cases, videos,
and experiential workshops.
Competing with Analytics
This course will improve your understanding
of managerial decision-making by focusing
on how you approach complex situations
and emerge with effective decisions. You
will learn the use of analytical methods to
structure complex decisions, analyze and
compare alternatives, and arrive at a plan
of action. Topics such as coping with the
uncertain future, the analysis of complex
data, and solving simultaneous problems will
be covered in the context of a variety of real
management problems, including bidding,
procurement, supply chain, and pricing. The
focus of the course is on how the appropriate
use of analytics can create a competitive
advantage for the organization.
Information Systems
This course deals with the principles and
practices of developing and managing
information systems (IS). It is designed to
improve your understanding of information
technologies (IT), how they influence
organizational performance, and the
management issues that surround their
adoption and use. The purpose of this course
is not to make you an IT expert, but rather to
develop your ability to participate in and lead
IS decision-making. At the end of the course,
you will have an improved capacity to analyze
business problems and identify appropriate
IT-based solutions; participate in the evaluation,
design, selection, and implementation of
information systems; evaluate the contribution
of IS toward meeting an organization’s goals;
understand the critical issues facing the IS
function and the role of the general manager
in addressing these issues; and communicate
effectively with IT specialists.
Winning through Marketing Management
This course puts you in the marketing
manager’s chair. It exposes you to decisions
such as positioning and creating customer
value. You’ll explore the concepts and tools
used to make these decisions, such as market
segmentation, competitive analysis, and the
lifetime value of a customer. Winning in markets
is at the core of business success. Winning
means attracting, growing, and retaining
customers, beating competition, and making
money. This is done in a context of dynamic
changes related to economic and other
dimensions of the situation.
Management Accounting and Control
This course will allow participants to be
informed users of accounting information that
is strategic and that supports and enhances
the direction of the organization. This course
emphasizes the use of accounting data from
the perspective of managerial decision-making.
The manager’s use of accounting output
will be focused upon financial accounting
(understanding the role of external financial
reporting as a scorecard of managerial
performance), cost accounting (what a product
or service costs and how that information
can be used for effective decision-making),
strategic cost management (the use of
accounting information for value chain analysis
and assessment of opportunities), and
management control (evaluation of strategy
and planning).
IVEY EXECUTIVE MBA | 7
CURRICULUM | COURSES
CoursesOVERVIEW
The careful sequencing of the individual classes, courses, and module themes is designed so that they build on one another throughout the program’s three terms to provide you with a powerful and practical learning experience.
8 | IVEY EXECUTIVE MBA
Operations
This course examines the principles underlying
the management of operations systems, which
comprise processes that change or transform
inputs into outputs. Topics discussed include
process design and execution, lean operations,
quality management, supply management, and
project management. Our coverage of these
topics is intended to develop an understanding
and appreciation of the tactical and strategic
value in building world-class operations.
Sustainability
Focused at the intersection of markets
and society, we’ll examine how social and
environmental factors are reshaping the
competitive landscape of business. We’ll also
explore how organizations can rethink their
strategies to attain and sustain a competitive
advantage as more stringent demands are
placed on the role of business in society. The
course maps out the complex and evolving
interactions between business and society
along the value chain; deepens the notions
of value creation, value capture, and value
distribution central to strategy; explores
market dynamics with and without profit
motives; and unpacks promising sources
of disruptive innovation.
Entrepreneurship
Students will experience the entrepreneurial
process through class activities and cases.
Initially, we will focus on opportunity recognition,
the creation or identification of new ideas,
and the determination of whether these ideas
provide business opportunities. We will
then explore a wide range of issues that
entrepreneurs often face in the processes
of new venture creation and growth.
Managing Financial Resources
This course will enable you to recognize
corporate financial problems and opportunities,
communicate effectively with finance
professionals, and participate fully in the
financially driven decision-making process.
The first part of the course is concerned with
learning about a corporation from analysis of
its financial statements to forecasting financial
performance using pro forma statements.
We then focus on major financial decisions:
determining the optimum capital structure,
measuring and managing financial risk, and
planning long-term access to capital for the
organization in both debt and equity markets.
Lastly, we examine methods of corporate
valuation and explore opportunities to enhance
shareholder wealth through corporate mergers
and acquisitions.
Strategic Analysis and Action
This course will enhance your capacity to do
the job of a general manager/cross-enterprise
leader who leads a multi-functional group and
is responsible for its strategic performance.
The materials encompass a wide range of
industries and issues, yet they are integrated
through their emphasis on key general
management tasks. These tasks include
assessing the business’s performance and
forecasting its prospects as it is currently being
run; identifying the important opportunities
and challenges facing the business and setting
a course of action for dealing with them;
defining capabilities essential for the business’s
development and acting to build/acquire them;
and implementing changes in the way that a
business is being run or being operated.
Leading Action and Change
This course is intended to help you become
a more effective leader of action and change;
to increase your understanding of the nature
of organizational change (through conceptual
frameworks, readings, and discussions); to
hone your skills in dealing with change (through
observation, analysis, and experimentation);
and to enhance your sensitivity to the
contribution and consequences of the human
element as related to action and change.
Topics such as designing for change and
ongoing innovation; mobilizing change through
vision and persuasion; overcoming resistance
to change; building support for change through
influence; and implementing change from the
top and the middle will be explored.
IVEY EXECUTIVE MBA | 9
Global Environment of Business
This course demonstrates the relationships
among the major environmental forces,
examines the ways in which they differ among
nations and over time, and analyzes how they
may impact corporate strategies. The course
addresses the following five sets of
environmental forces:
1. Industry Structure: responses to strategies
of customers, suppliers, and competitors,
dependence of profitability on unique
value-added attributes, and the shift of
certain activities to low-wage countries;
2. Macroeconomic variables: income levels
and growth rates, foreign exchange rates,
inflation rates, interest rates, and
unemployment rates;
3. Political variables: regulations, financial
incentives, taxation, foreign investment
restrictions, and international trade and
investment agreements;
4. Societal variables: labour and environmental
practices, ethics, corporate social
responsibility, Boards of Directors, and
demographics;
5. Technological variables: technological
infrastructure and the pace and direction
of technological changes, including in
particular the Internet and e-business.
International Strategic Financial Planning
In this course, you will focus on the issues
raised by financial transactions that relate
to advanced topics in corporate finance and
financial markets. The materials build on
concepts learned in the initial finance course,
with enhancements to recognize more complex
instruments and approaches integrating
finance with strategy, with particular attention
to international transactions. In particular, the
course will be considering the following issues:
understanding risk management and hedging,
the nature of derivative securities markets,
merger and acquisition valuations and tactics,
and alternate sources of funds such as
convertibles and high-yield debt.
Global Marketing Planning
This course will enhance your ability to analyze
market opportunities and threats, assess
internal capabilities, make tough choices, and
develop strategic market plans that will help
your organization win market leadership in the
global marketplace. Topics such as market
opportunity assessment, global branding,
entering foreign markets, competing with local
incumbents, and organizing the marketing
team and its activities across national borders
will be treated within the context of strategic
marketing planning. Our focus will be on the
process to develop such marketing plans, the
content of powerful marketing plans, and the
execution of those plans.
Global Strategy
This course will focus on how organizations
become international and then exploit their
international scope. You will begin with an
analysis of alternative modes of entry into
foreign markets ranging from exporting to
different forms of direct investment. Then you
will explore some of the challenges inherent in
coordinating strategies between headquarters
and operating companies, as well as
implementing organizational processes to
support successful implementation of those
strategies. Finally, you will analyze some of the
unique key success factors for international
alliances and cross-border mergers and
acquisitions. As you develop your own model
of how to approach international management
problems, you will integrate the ethical and
social responsibility considerations inherent
in playing on a global field.
Executive Client Field Project
This is a group project, conducted in self-
selected teams for the duration of the program.
A senior executive client must be obtained
in either a profit-oriented or non-profit
organization of appropriate size and complexity.
CURRICULUM | COURSES
I always thought that change was never easy, but this time I was wrong. Whether
it was a staff member, a faculty member, or a fellow classmate, someone was by my
side through every step of the process. If you had any questions, it didn’t take long
to get answers. It’s like a path has already been laid for your success and all you have
to do is follow it.”
Deidre L. Henne, EMBA ’09
Assistant Vice-President (Administration) & Chief Financial Officer,
McMaster University
DOUBTS WERE LEFT IN MY MIND. THIS WAS CLEARLY THE PROGRAM FOR ME.
“NO
IVEY EXECUTIVE MBA | 11
Supporting Your Learning
Our professors are full-time members of our faculty who stay in constant contact with the
business world through their own consulting, research, and personal businesses. In class, the
professor orchestrates and facilitates class discussions, ensuring that all angles of a business
case are probed. Outside of class, professors are available and ready to help you gain further
insight into an issue you are facing at work, or to coach you as you improve your effectiveness
as a leader.
Managing the Details
In addition to faculty support, each Executive MBA class is assigned a Program Manager. Your
Program Manager is always available to answer questions and to ensure that all the program
details are taken care of so that you can focus on your learning experience.
Involving Your Partner in a Meaningful Way
We understand your partner plays an important role in supporting you, which is why we’ve
created a special Partners’ Orientation Program to connect your partner to the experience
as soon as the program begins.
Our commitment to your success begins the moment we meet—whether by phone, by email, or in person at an Ivey Information Session. The Executive MBA Program team is available to support you on your Ivey journey, from the application right through to graduation and beyond.
Making It PossibleONE-ON-ONE
You’ll work with a senior member of the Executive MBA recruitment team who will guide you throughout the admissions process. Our experienced team will work with you directly to help you make the case to your sponsoring organization, select the right references, and fill out your evaluation form.
THE EXPERIENCE
12 | IVEY EXECUTIVE MBA
Assessment is based on the following factors:
Work experience: We look for evidence of leadership, innovation, energy, and commitment over
an extended period of time.
Previous academic experience: Most, but not all, candidates have a university degree.
References: We ask for two references from individuals who can verify your work experience
and know your ability and character.
Score on the Graduate Management Admission Test (if applicable): Exemptions are
granted based on prior academic experience in combination with work experience. Please ask
us for more information.
Each of these factors is important, but none is considered in isolation. Ask us if you’re curious
about eligibility. You can expect our personal attention.
Ivey Executive MBA candidates come from a broad array of industries, roles, and backgrounds. Age, experience, education, career, and professions are instrumental only inasmuch as they will contribute to Ivey’s dynamic educational experience. Dentists, engineers, journalists, and administrators are as common as marketing professionals, executives, and senior managers.
Selecting for Success
IVEY EXECUTIVE MBA | 13
Work with Us to Ensure a Successful Application
Your Admissions Counsellor will continue to work with you to ensure all of the elements of your
submission are completed and submitted on time in a way that is as convenient to you as possible.
Preparing for the GMAT Test
There are many services that can help you prepare for the GMAT test. We will help you find the
one that’s best suited for you. That said, we look at much more than just a GMAT score, and
many applicants are GMAT exempt due to academic background and work experience. Please
ask us about a GMAT exemption.
Finance Options
Ivey has partnered with several major Canadian banks to offer flexible financing options, including
preferred loan programs at excellent rates. For those individuals incurring major travel costs,
there is a travel bursary available.
Support from Your Employer
Once you’ve decided to pursue an Ivey Executive MBA, the next step is to talk to your organization
about sponsorship. Most senior executives are pleased to see high-potential individuals like you
further develop their abilities.
Our brochure “Corporate Sponsorship” will provide your employer with additional information
about the benefits of supporting you in this endeavour. Please contact us to help build your case
for support and obtain a copy of the Corporate Sponsorship brochure.
Application Process
14 | IVEY EXECUTIVE MBA
Receive a Quick Assessment
Send us your resumé so we can give you an early indication of whether Ivey is the right program
for you or if you qualify for a GMAT exemption.
Attend an Information Session
We invite you to attend one of our scheduled Information Sessions to learn more. Dates and
locations are posted on our website.
Book a One-on-One Discussion
Schedule a conversation with us at a time that fits your schedule. Get a personalized perspective
on the compatibility of your goals and experience with the Ivey EMBA Program.
Experience the Ivey Classroom
Experience the EMBA class dynamics first-hand by visiting an actual class. Interacting with the
current class and faculty members will give you insights about balancing career, family, and studies.
Prepare Your Submission
You’ll receive personal attention from an Admissions Counsellor throughout the process.
That support includes advice on completing your application and making the case to your
sponsoring organization.
We know this isn’t an easy decision. If you have questions about Executive MBA programs in general, please ask us.
NO QUESTION. WE HAVE ANSWERS.
Explore Your OptionsAPPLY NOW
Admission decisions are made on an ongoing basis, and we continue to consider participants until classes are full. To apply, go to www.iveyemba.ca and click on “Get Started.”
Call Us 1.800.342.1857
Visit Us www.iveyemba.ca
Email Us [email protected]
IVEY EXECUTIVE MBA | 15
GRADUATES SINCE 1991
2,896Participants by Title
CLASS SIZE INTAKES PER YEAR (FEBRUARY OR SEPTEMBER)
55 2
32% Sr. Manager/
Manager
21% Director
19% VP/C-Suite/
Owner/President
28% Other
Diversity – Gender
71%Male
29%Female
PER CENTBORN OUTSIDE
OF CANADA
33
Participants by Industry
RECENT CLASS PROFILE
Financial Services 20%Manufacturing 11%Computer Technology 9%Health Services 7%Retail Trade 7%Business Services 6%Education 4%Holding/Investments 4%Media/Entertainment 4%Mining 4%Construction 2%Insurance 2%Non-Profit Organizations 2%Public Sector 2%Wholesale Trade 2%Legal Services 1%Real Estate 1%Utilities 1%Other 11%