This class provides an overview, and discusses the details of, different alternative asset classes. Presented in this class will be different types of alternative assets, such as Private Equity, Venture Capital, Real Estate, Infrastructure and Private Debt, as well as their strategies, actors and structures applied. A general overview will include fundraising, typical transactions valuation, value creation, exit strategies and tax structuring, followed by individual, in-depth lectures on different asset classes. Practitioners such as fund managers, lawyers and auditors will be participating in the class and give a first-hand insight into their activity. The class targets financial sector professionals in Luxembourg with an aim to develop an understanding of alternative assets and Private Equity, in particular, but it can as well provide a sound basis for anyone who aims to start a career in Private Equity and alternative asset classes.
This class aims to provide students with a better understanding of trending digital technologies and how they can best to be integrated into existing businesses. The first part of the class provides an overview of new technologies; how they work and the tools that can be used by non-experts. Three major themes will be covered: Data Analytics, Artificial Intelligence and Blockchain. During the second part of the class, we will evaluate two to three traditional companies from different sectors and present their activities. The aim is to adopt digital technologies that will enable them to substantially transform and benefit their businesses. Benefits may be realised all along the value chain and can range from simple cost and efficiency savings to the creation of new sources of revenues due to a reassessment of the existing business model. You will be equipped with analysis and innovation management tools for the digital transformation of business.
In the recent year the use of data and insights based on data is touching any business, even the most traditional ones. As a business owner, entrepreneur or just manager in a company aiming to exploit the potential of data, it is required to transition to a more data-analytics thinking mindset. Far from being required to become a data scientist, with deep technical knowledge, this course intends to set up the basis to become data-analytics oriented, which requires basic understanding of data mining and modeling techniques and the quality and usability of data models, knowing how to define a successful data-science strategy within your business, being able to set up a reliable data science process management and your first data-science team. Moreover this course would like to help the student identify the value of data and its potential monetization strategies, by exploring some real use-cases from the market.
The class aims at providing a hands-on introduction to blockchain, distributed ledger and crypto-currencies. It will address three major topics: Use cases for blockchain technologies in supply chain management and payment systems, as well as tokenization of assets. Secondly, the class will detail how blockchain technology is implemented using different programming frameworks (Ethereum and Hyperledger). The third topic is the design of payment architectures based on blockchain. The class will focus on the Interledger protocol developed by Ripple as a key element to achieve global interoperability.
This two-credit class aims to provide students with a better understanding of what Innovation Management is about. It will guide students through the entire innovation process, from invention disclosure up to successful commercial transformation. Strategies covered will include open innovation, co-development, as well as protecting and licensing of intellectual property. During the class , students will be divided into groups to simulate an Innovation Camp. The teams will receive group assignments to perform typical corporate innovation management tasks. Experiences, questions and obstacles will be discussed throughout the class, guided by the practical experience of the two professors. The curriculum will provide a theoretical background when needed, but will focus on offering the tools and techniques commonly used by professional practitioners.
CEOs often say that people are their company’s most important asset, and that it is the strength of their work force that will carry the company through tough times. On the other hand, executives are taught that “cash is king”, especially in a business downturn. So what should business leaders do in the face of the current economic crisis? Should they focus on maintaining cash or people? This class will present the role of modern People Management, and will explore how to organize people strategically across the value chain. Specifically, the following aspects will be covered: Background and origins of Human Resource Management (HRM), maps and models of HRM, measuring the impact of HRM, organizational structures (HR in small vs. large orgs), talent management, performance measurement, and reward systems, among others topics.
This one-credit class aims to sharpen your knowledge of international business leadership. Skills that make a player successful in his domestic market may be the very reason for failure when approaching international clients. Success in global markets today is mainly about cross-cultural skills, true flexibility and personal capacity to navigate the complexities of multidimensional foreign markets. Adapting your knowledge to quickly understand a multicultural situation will make the difference abroad, sometimes even more than your value proposition. In order to make those leadership competences a natural reflex, we will together gain new perspectives and expertise, benchmarking your individual management style against practical business cases from around the world.
This class provides participants with an introduction to Luxembourg labor law by exploring the current challenges facing the world of employment, such as work life balance, the use of IT at work, the supervision of employees, and the future of the employment relationship. The class will offer students the opportunity to discuss these topics in depth using relevant articles and case studies. During the last class there will be oral group presentations based on labor law cases for which students will be graded.
This class examines the strategies and techniques for successfully introducing and managing change in organizations. The curriculum explores power, influence, leadership, motivation, and communication in the change process, as well as organization development, organizational learning and innovation management. Student teams develop a framework for recognizing factors that influence change and a process map to manage change effectively.
“In business as in life, you don’t get what you deserve, you get what you negotiate” - Chester L. Karrass. You negotiate every day. Your negotiation skills determine what time you go for lunch with colleagues, when to have a department meeting, your salary and compensation, your portfolio of responsibilities, the terms of an acquisition or the strategy of your company. How other people feel when negotiating with you also has a significant impact on the quality of your future relationships. In summary, your negotiation skills are a key factor for individual and organizational success. This class is designed for managers who have the analytical skills to discover optimal solutions to business challenges who seek to further develop their negotiation skills to get these solutions better accepted and implemented.
There is a global movement within the private sector to address the triple bottom line: People, Planet, Profit. This new model, called Impact Economics, is driving the growth of new business, leveraging market forces to drive social innovation and positive change. Harnessing the power of entrepreneurship to address societal problems has created a new breed of change-makers: social entrepreneurs. Using the mindset of entrepreneurial thinking to tackle problems as opportunities, these mission-driven entrepreneurs are creating a global buzz through their inspirational stories. The development of social ventures has created international attention and evolved into cross-sector collaboration with companies, investors and an engaged public sector. They have stimulated new forms of financing, such as venture philanthropy and impact investing, seeking financial returns alongside measurable social or environmental returns. Students in the class will learn about the key trends in the Impact Economy and specifically how social entrepreneurs are actively designing and co-creating solutions for the most pervasive societal failures. We will explore how financing and support structures have developed alongside these innovative and impactful structures.
Organizational psychology is the application of psychological theories to work environments aiming to improve organizational outcomes such as performance, satisfaction, health and well-being. This class will explore human behavior in the workplace, including potential “spillover” effects on/from other life domains such as family and friends. The class modules introduce psychological concepts driving human behavior and their organizational applications for you to become a more effective leader for your Self and others.
You will learn a project management approach which links with the Project Management Framework, Processes and Knowledge Areas as used in the PMBOK Guide of the Project Management Institute. We look at the soft skills needed to manage a project, focusing on potential obstacles, thus enabling participants to avoid, anticipate or manage these. The approach is pragmatic, all concepts will be systematically translated into concrete applications and integrated in participants’ professional context. A wide variety of didactical tools will be used, respecting David Kolb’s experiential learning cycle. The class will culminate in a final assignment and possible application for the CAPM® Certificate exam.
The supply chain management module addresses opportunities and operations for ensuring alignment of the Supply Chain with business strategy for faster and more flexible product development. The impacts extend to other key processes, such as manufacturing, quality assurance, delivery, servicing and continuous improvement. We will dive deeper into some SCM concepts and practices and also explore areas around SCM transformation and digitization for delivering more value across the value chains.
Turnaround management can be defined as a process dedicated to corporate renewal. It uses analysis and planning to save troubled companies and returns them to solvency, by identifying the reasons for failing performance, and rectifying them.
Students will become familiar with financial risk assessment and management, and the regulations applicable for financial institutions. They will learn how important market participants, such as banks, insurance companies, pension funds, mutual and hedge funds, are looking at risk measurement and management. Various risk types are covered, including market risk (interest rate risk, currency risk, etc.), credit risk, operational risk, and systemic risk, and risk management strategies and instruments are analysed. Recent risk management topics, such as counterparty credit risk for derivatives, central clearing and collateralization will also be covered. International regulations (Basel I-III) are studied in their historical development, as well their most recent modifications aiming to prevent further financial crises. The rapidly growing relevance of Environmental, Social and Governance (ESG) related risk factors for the assessment of investment opportunities will be laid out, including the latest developments in this dynamically evolving area. Throughout the class, case studies will put the theory learned into practice.
The objective and purpose of this class is to provide an in-depth discussion of modern developments in behavioral finance. Both theory and empirical evidence will be discussed. We will review the decision-making process along with the different biases and paradoxes that go with it, learn about the major theories (Prospect Theory and SP/A Theory), study the formation and burst process of speculative bubbles, and introduce the so-called Behavioral Portfolio Theory (BPT).
Corporate Finance expands upon the principles and techniques of financial management to apply the concepts of the maximization of firm value, the time value of money, marginal cash flow analysis and risk. It will also cover a range of financial management decisions including financial forecasting, valuation, capital budgeting, the determination of the costs of capital, optimal capital structure, distribution decisions, mergers & acquisitions, and project financing. The class engages students to actively apply concepts and techniques relating to the above areas through the extensive use of case studies. Students will be designing financial models in Excel to analyze problems and will be asked to explain their results and decisions during class discussion. Both quantitative and qualitative strategic considerations will also be debated. The importance of looking beyond the numbers will be emphasized throughout the class. Special attention will be payed to the identification of key value drivers, justifying and questioning assumptions, conducting sensitivity analysis, and doing what managers do: making, explaining, and defending decisions.
The complexity of the global financial system makes understanding risk management essential for anyone working or planning to work in the financial sector. As the real economy is also exposed to financial risk, risk management has become more important to non-financial corporates and institutions This class will cover credit risk topics, including credit risk rating, credit risk measurement and credit risk mitigation techniques. It will cover both single-name credit and multi-name credit. Throughout the class , case studies will put the theory learned into practice.
The idea behind this class is to convey some simple decision rules for investing money in the short-term while keeping an eye on the long-term objective of a portfolio. We will examine under which conditions a sequence of short-term decisions may lead to the satisfaction of a long-term investment objectives, such as retirement. We will rely upon samples of readable texts from well-known, short-term market viewers such as editorials from the Financial Times presentations from well-known market strategists. We will also look into long-term issues, such as financial planning for retirement purposes in light of the behaviour of stock and bond markets over a 20-year period.
The objective and purpose of this class is to provide an in-depth discussion of the modern development in investments and portfolio management. Both theory and empirical evidence will be discussed. We will also learn insights from the latest findings in behavioral finance and how to incorporate them in the management of a portfolio.
The aim of this class is to introduce students to various digital channels, their advantages and ways of integration, including inbound, outbound, social media and mobile marketing. The application of the knowledge, skills and competences acquired will help future managers in creating digital marketing plans to manage digital marketing performance efficiently.
This class is designed as an introduction to the rapidly evolving world of Digital Marketing. Changes in consumer and buyer behavior, key technologies, opportunities and problems as well as tactics associated with incorporating digital into a firm’s marketing strategy are examined. Throughout the class , students will explore digital marketing capabilities, processes and tools from a hands-on perspective.