Strategic management is the analysis and resulting decisions and actions undertaken by managers in order to respond to their organization’s external and internal environment while achieving the organization’s mission, vision, goals and objectives. The ultimate purpose of the decisions and actions is to create “sustainable” competitive advantages (SCA). Yet many regard today’s global business environment as more challenging than in the past due to its volatility, uncertainty, complexity, and ambiguity (VUCA). As such most business executives agree it is difficult to sustain advantages over competitors for long periods of time. Nevertheless, business executives still strive to maintain advantages
for as long as possible by capitalizing on strengths and opportunities and eliminating or minimizing weaknesses and threats.

This course aims to equip you with strategic skills that you can apply right away in your current (or aspirational) organization. Specifically, we will engage with both theoretical concepts and practical tools to analyze problems and identify impactful solutions that drive sustainable competitive advantage.

To accomplish these goals, you will:

• develop an analytic toolkit of concepts, frameworks, and techniques you can use for identifying, assessing, and understanding competitive and corporate strategies.
• build a portfolio of strategic assessments, which can be applied to any organization.
• understand and apply the integrative, multifunctional perspective of the strategist.

This course provides senior executives with a rigorous, practice-oriented framework for developing and executing effective marketing strategies. Emphasizing customer value creation as the foundation of competitive advantage, the course explores how firms can deeply understand customer needs, shape compelling value propositions, and design strategies that sustain long-term profitability. Participants will analyze marketplace competition, assess strategic positioning options, and learn how to integrate strategy with the tactical levers of product, pricing, distribution, and communication. Through cases, simulations, and real-world applications, executives will build the capability to align marketing decisions with broader business objectives and drive growth in dynamic, competitive environments.

In today’s environment, brands no longer compete only on products or communications.
They compete on meaning (clear, distinctive positioning), systems (consistent execution, increasingly AI-driven, and legitimacy (credibility under societal scrutiny).

This course is designed to help executives understand:

• Why most brands fail to be iconic
• How some brands become iconic
• How brands scale without losing meaning
• How brands survive in an era of AI and social scrutiny

The goal of this course is to explore how to encourage meaningful innovation and launch transformative products which drive your company’s success and sustainability. Core topics include productive idea generation, hypothesis driven innovation, making strategic technology decisions, sustaining entrepreneurial performance over time and persuasively pitching your ideas.

In today’s highly competitive world, every organization must focus on developing innovations and launching their ideas. Processes for idea generation, entrepreneurial thinking, and platform development have been applied to existing organizations in many "non-business" contexts as managers look to succeed in today’s dynamic and complex environment. This recognizes the basic management paradox organizations face in their need for continuity versus a constant demand for innovation.

To do this we workshop your ABP using a variety of innovation processes and techniques:

• Methods to identify new product and venture opportunities
• Processes that drive innovation: Opportunity identification, Design thinking, Lean startup
• Planning to Pitch, Launch and Learn
• Launching and sustaining entrepreneurial performance over time

Innovation processes are increasingly recognized as essential to the long-term viability of existing organizations. Organizations must be innovative to compete and survive amidst increased globalization and tremendous market and technological change. Corporate innovation centers around people within established corporations identifying, evaluating, and exploiting opportunities for new products, services, and business models. The Corporate Innovation course explores the practices and challenges when established companies initiate major product, service, or business model innovations. The course reviews how companies can rely on strategic innovation to reinvigorate and renew themselves, their markets, or their industries.

Our mission is to empower future business leaders to create a positive social impact on a global scale through excellence in teaching, research, and programs. By fostering a diverse and inclusive learning environment, we aim to equip our graduates with the skills, knowledge, and network to drive meaningful change in organizations and communities around the world. The course contributes to the mission by helping you:

Act in a socially responsible manner in business dealings.

• You will be able to recognize an issue that has ethical and corporate social responsibility implications.
• You will be able to systematically analyze ethical and social responsibility issues using the appropriate frameworks.
• You will be able to propose alternatives and defend a socially responsible solution.

Demonstrate leadership capability in a global organization.

• You will be able to manage stakeholders with diverse cultural backgrounds.
• You will be able to motivate employees to deliver superior performance.

To achieve the course goals, we will cover a broad range of topics, including power, political behavior, social networks, leadership, corporate philanthropy, and crisis management. The course will feature discussions of real-life cases related to these topics, complemented by traditional lectures. This approach will help you develop a comprehensive understanding of organization management, including how to be an effective manager within your organization and how senior executives can manage their companies to contribute to social welfare. By the end of the course, you will be equipped to diagnose problems in organization management and design effective managerial interventions to address these issues.

Managerial accounting, together with financial accounting, covers some of the most fundamental and essential materials in any business school curriculum. Accounting is the “language of business” and thus essential for virtually all business and personal transactions.

When making everyday management decisions (i.e., planning, formulating and implementing strategies, and evaluating performances, etc.), managers produce and use various kinds of financial and non-financial information. In this course, we will study how they do (and should do) that in a variety of decision-making contexts. We will also study how managers use accounting and non-accounting information to motivate and evaluate their personnel, i.e., for the purpose of control.

Although based on economic common sense, management accounting principles are often counterintuitive, and it is easy to get them wrong, as we’ll see. Getting them wrong could have disastrous consequences for you and your company. Getting them right will boost your productivity and effectiveness, and give you an advantage over your competitors.

Topics to be covered include cost concepts, cost flow, determination of the costs of products and services, Cost-Volume-Profit (CVP) analysis, the concept of relevant cost and revenue, cost allocation, decentralization and responsibility accounting, and performance evaluation.

Simply speaking, accounting is much like playing golf or tennis. While it may be enjoyable to watch someone else play the game, there is no way to learn how to play the game unless you do it yourself and actively participate in the entire learning process. This means that you need to do readings before and after class, participate in class discussion, and work on problems and cases to strengthen your understanding.

Remember that you have invested a huge amount of financial and non-financial resources in this program. A small amount of your incremental investment will give you a large return.

This is an introductory course in financial accounting designed for users of accounting information. Financial accounting focuses on the process by which firms report economic information to users outside the firm (e.g., stockholders, potential investors, creditors, regulatory agencies, etc.). Although some discussion of detailed accounting rules is necessary to learn how financial statements are prepared, this course will concentrate on general concepts and emphasize applications and analysis. With the knowledge gained in this course, you should be better able to read and analyze financial statements at a level expected of executive MBAs.

This course is beneficial to anyone who can benefit from understanding the sales function. It is especially relevant for students engaging with sales (e.g., purchasing, product development,human resources, training & development, management, talent acquisition) or working in thecommercial organization (e.g., sales leaders, sales managers, salespeople, sales enablement, sales operations, and marketing managers).

This course focuses on the key processes of effective organizational change. After taking this course, you will be able to successfully apply evidence-based frameworks and tools to bring about planned change in organizations. Activities that will help you achieve the learning outcomes of this course include guided self-study, lectures, the analysis and discussion of business cases in teams and the larger classroom, and a simulation.

This course is designed for organizational leaders—particularly executives in Korean business settings—who are responsible for navigating high-stakes decisions that often involve ethical dilemmas, reputational consequences, and complex stakeholder expectations. Participants will strengthen their capacity for sound, responsible decision-making by examining how both individual cognition and organizational culture shape our ability to reason through difficult situations.

The course is grounded in applied business ethics and behavioral science rather than abstract philosophical theory, though key ethical concepts and traditions—including some drawn from both Western and Confucian perspectives—will be explored where relevant. Emphasis will be placed on real-world business cases, culturally resonant leadership challenges, and discussion-based activities that engage the Korean executive context, including hierarchical decision-making structures, face-saving dynamics, and the balancing of collectivist cultural norms with global ethical expectations.

Topics will include System 1 vs. System 2 thinking, cognitive biases, ethical blind spots, heuristics, framing, and the mental shortcuts that can either help or hinder effective decision-making. We will explore how intuition and emotional reasoning interact with rational analysis, and how organizational environments can promote or undermine ethical awareness. Participants will be encouraged to reflect on their own decision-making patterns, as well as those common within Korean corporate culture, to identify potential vulnerabilities and growth areas.

The overarching goal of the course is to promote heightened self-awareness—an essential but often underdeveloped leadership skill—and to cultivate the discipline required for more deliberate and rigorous decision-making that results in fewer regrets. As with the practice of law or medicine, the practice of decision making is not a one-time achievement but a career-long process of refinement born of experience and reflection. Leaders who master this practice are better positioned to make clear, defensible decisions that uphold personal integrity, protect organizational reputation, and build long-term trust among stakeholders.

By the end of this course, participants will be better equipped to lead with discernment, communicate decisions with transparency, and confidently manage the tensions between competing values and conflicting responsibilities in both domestic and global contexts.

This course explores the communication strategies necessary to better articulate with influence and create meaningful impact with those we lead, mentor, and serve. Participants will examine the intersection of executive presence, insightful audience analysis, and the demonstration of competence and confidence required in high-stakes communication settings. This active course emphasizes crafting clear, persuasive messages that inspire action through strategic influence and compelling storytelling via narratives. Participants will also explore how artificial intelligence, among other tools, can serve as a thought partner in the communication process, enhancing message development, audience insight, and effectiveness in an increasingly complex leadership environment.

High-impact leadership has become a foundational capability in a world marked by rapid change, global interdependence, and heightened expectations for ethical and adaptive leadership. Modern leaders must demonstrate self-awareness, emotional intelligence, cultural insight, and the ability to inspire others toward meaningful and sustained performance.

This course develops the theoretical grounding and applied skills required to lead with influence, authenticity, and impact. Through the exploration of four essential pillars—The Leader Within, The Leader’s Insight, The Leader’s Impact, and The Leader’s Approach—participants learn to recognize the inner drivers of leadership, understand human and organizational dynamics, and translate vision into purposeful action.

Leveraging research, reflective practice, experiential activities, and real-world cases, students will cultivate the mindset, behaviors, and strategies that define exceptional leadership. The course prepares emerging and established leaders to navigate complex environments, empower teams, and drive transformative outcomes in diverse, evolving organizational contexts.

This course introduces fundamental concepts in macroeconomics and international economics that are essential for understanding today’s global economic and business environment. It equips students with the analytical tools needed to interpret current economic events and evaluate policy decisions from a business perspective.

The course explores the core issues that shape economists’ understanding of the global economy, including:

• What determines long-term economic growth and causes fluctuations in economic output
• The role of central banks and monetary policy in the global economy
• The economic forces that drive financial markets and financial crises, and their impact on the world economy
• The factors influencing international trade and the sources of global trade conflicts

In addition, the course examines the roles of governments, central banks, and financial institutions, while exploring investment decisions, strategic business issues, and the key challenges facing the global economy today.

Learning is delivered through a combination of lectures, practical exercises, case analyses, and student-led discussions based on assigned readings and real-world business cases.

As a sequel to Business Strategy and Corporate Strategy, this course introduces the fundamental concepts of Social Value and Creating Shared Value (CSV), along with a range of strategic tools and frameworks for developing and implementing social value strategies.

The CSV approach views social issues not as a social obligation or the cost of doing business, but as a source of business opportunity and sustainable competitive advantage. As a strategy-focused course, it emphasizes integrating social purpose into a company’s core competitive strategy. Through case studies of organizations of various sizes—particularly multinational corporations—students will explore how businesses can achieve large-scale social impact while simultaneously strengthening their competitive position.

This course requires students to integrate the concepts, knowledge, and skills acquired in previous functional, business strategy, and corporate strategy courses. Participants will also apply these capabilities creatively to analyze how shared value strategies can generate meaningful benefits for both businesses and society.

The most common forms of capital for most corporations are debt and equity. This course will focus on how debt and equity instruments are evaluated by capital market participants and investors, and the role of financial markets in setting asset prices. Topics covered in the course include bond valuation, credit and interest rate risk management, raising and valuing equity for new and established ventures, and portfolio risk and return. The course will be presented through lectures, hands-on exercises, and case discussions.

Effective negotiation is the art and science of reaching agreements between two or more independent parties. This course aims to help participants understand the behaviors of individuals, groups, and organizations in competitive situations, while improving their effectiveness across a wide range of negotiation contexts.

A core premise of the course is that although managers require strong analytical skills to identify optimal solutions, successful implementation depends on effective negotiation skills. The ability to communicate, persuade, build consensus, and manage conflicting interests is essential for turning sound analysis into actionable outcomes.

The course emphasizes experiential learning to develop practical negotiation capabilities while introducing analytical frameworks for understanding negotiation processes. Through negotiation exercises, simulations, and role-playing activities, participants will explore various negotiation scenarios, evaluate different approaches, and strengthen their ability to negotiate effectively in real-world business situations.

This course focuses on identifying and evaluating strategic opportunities in the global marketplace. A key challenge in international business is developing the global mindset and skill set required to understand diverse business environments and create value across geographic, cultural, and institutional boundaries.

Global opportunities are often characterized by high levels of uncertainty and involve entering new markets or developing new products and services. These conditions present unique strategic and organizational challenges, including attracting and retaining talented professionals, managing complex strategic processes, and adapting business models to local market conditions.

Because successful global business leaders are opportunity-driven, they frequently engage in arbitrage—transferring ideas, business models, or innovations from one context and adapting them to another. This requires a distinct set of managerial capabilities beyond those needed for managing within a single country.

Throughout the course, participants take on the role of global business leaders and develop practical skills for operating across international markets. Each session introduces strategic frameworks and decision-making tools that can be applied to a wide range of global business opportunities. By the end of the course, students will have a solid understanding of the key metrics, strategic decisions, trade-offs, theories, and challenges that define international business.

For modern organizations, it has become virtually impossible to separate business strategy from the technology infrastructure that supports innovation and operations. This course explores Digital Transformation, examining how technology influences and enhances an organization’s strategy, internal operations, innovation capabilities, and stakeholder management.

The course begins by introducing the fundamental concepts of Digital Transformation before examining how organizations manage technology through effective IT leadership and organizational structures. It then addresses key challenges facing modern businesses, including cybersecurity threats and technology-related risks.

Building on this foundation, the course explores emerging technologies and their role in driving innovation, with particular emphasis on Data, Analytics, and Artificial Intelligence (AI) as critical sources of competitive advantage in today's business environment.

The course concludes by examining Organizational Agility and the organizational infrastructure required to develop, implement, and scale innovative ideas, products, and services. By the end of the course, participants will understand how digital technologies can be strategically leveraged to create sustainable value and strengthen organizational competitiveness.

This course covers the fundamentals of AI technologies used in business applications. Assuming no prior experience, participants will explore the major components of today's AI landscape, from traditional machine learning to multimodal large language models (LLMs) and agentic AI systems. Beyond establishing a practical understanding of AI capabilities and limitations, the course examines governance, risk, implementation challenges, and the organizational considerations involved in deploying AI at scale.

This course equips business leaders with the knowledge and practical tools needed to understand, strategize, and effectively lead the adoption of Generative AI within their organizations.

Participants will explore the foundational concepts of Generative AI, including foundation models, prompt engineering, embeddings, retrieval-augmented generation (RAG), AI agents, as well as the ethical considerations and risks associated with AI technologies.

The course also examines practical applications of Generative AI across a variety of industries and explores strategies for leveraging AI as a source of competitive advantage. Through real-world case studies, interactive demonstrations, and actionable business frameworks, participants will gain insights into AI-driven business models, AI governance, ethical challenges, and the evolving nature of work in an AI-enabled business environment.

This course equips business leaders with the frameworks needed to navigate and compete in an AI-driven landscape. Through case discussions and real-world analysis,  participants examine how AI reshapes industries, organizational structures, and competitive dynamics - developing the judgment to lead AI initiatives effectively.