Executive Master Business & Leadership for Engineers ema BEL

Executive Master Business & Leadership for Engineers ema BEL

Contact: Heike Viellieber Assistenz ZU Executive Education Phone: +49 7541 6009 1506 Fax: +49 7541 6009 1399 Email: heike.viellieber@zu.de zu.de/executive-education We are constantly on the lookout for engineers who combine technical expertise with sound business knowledge and leadership skills. This program prepares engineers with exactly the right mix of knowledge and skills for international leadership positions. Dr. Harald Naunheimer, Leader Research & Development, ZF Friedrichshafen AG

Added Value Strenghten your Impact as an Engineer Added Value for Participants and their Companies Strong engineering is the powerhouse of technology-driven companies. Engineers in leadership positions can be a huge asset for companies in innovative markets. Their technical expertise and problem-solving skills enable them to create new business opportunities. Leadership success in the international business arena, however, requires more than engineering power alone. In order to qualify for leadership positions, engineers also need business know-how, legal insights and people skills. How to lead innovation interculturally and internationally? How to design international strategies and processes? How to improve social and financial results? How to become a service pioneer? How to develop new business models? How to manage international projects? How to benefit from diversity in teams? How to deal with power and politics? How to turn sustainability issues into opportunities? We have designed the executive master program Business & Leadership for Engineers for engineers who want to strengthen their leadership impact in an international business context. The design offers the latest insights into international leadership and innovation management and is based on the needs of key players in the field. Actionable Business Knowledge The program provides actionable business knowledge for engineering professionals, encompassing business strategy, structure, finance, accounting, and law. This knowledge provides participants with the sound basis for managing a business unit, department or project. Development in Four Leadership Domains Participants strengthen their leadership competence in four domains: Leadership of self and others Responsibility for social results Responsibility for financial results Leading innovation & change Two Innovation Tracks Driving innovation is a key dimension of the program. Depending on their interest, participants can choose between two innovation tracks: Service pioneering Business model innovation International Winter Academy Participants acquire knowledge and skills for driving sustainable value creation in the global arena. They analyze trends, learn to adapt existing success strategies to various cultures, and to create new ones. The learning journey to a global technology hub is one of the highlights of the program. All strands of learning will come together in this intensive twoweek endeavour. The location will be decided together with the participants. Brazil, Japan, Singapore or the US are potential candidates. Project Work and Skills Development Application of knowledge and transfer to practice are central to the program. Throughout their studies, participants will work on a business project and apply the knowledge gained. Furthermore, participants will strengthen their leadership and business skills on an ongoing basis. These include, for instance, social skills, reflexivity, and networking capabilities. Guided by trainers and coaches, using personalized and experience-based learning formats, participants will extend their ability to effectively lead international projects and drive innovation. Nowadays we can send a message around the world in one-seventh of a second, but it takes years to drive an idea through a quarter-inch of human skull. Charles F. Kettering

Program Key Facts 21 Month 1 16 17 15 18 Modules 10 +11 International Academy 14 19 Module 12 The Future of International Business and Leadership Module 9 Diversity and Transcultural Management 13 20 Master Thesis Master Thesis International Dimension Module 1 Making Sense of Strategic Management Project Work and Skills Development Innovation Tracks Strategy and Organization Modules 7 + 8 Track 1: Service Pioneering Track 2: Business Model Innovation 2 Module 2 Making Sense of Organizational Structure and Dynamics Leadership Domains Module 6 The Engineer as Innovator and Change Agent 9 3 Module 3 The Engineer as Reflective Leader Module 4 The Socially Responsible Engineer Module 5 The Financially Responsible Engineer 8 4 7 5 6 Target group Engineers (f/m) aspiring international leadership or project management positions Admission requirements Bachelor degree in engineering or equivalent Minimally 12 months of relevant professional experience Existing employment English language proficiency (ZU test) Successful participation in the ZU selection procedure Application Anytime at zu.de/en/bel Written application and personal interview The program at a glance Part-time program Two years: 60 teaching days in Friedrichshafen and Berlin International learning journey to a global technology hub in Brazil, Japan, Singapore or the US Degree: Master of Arts Qualification for a PhD Classroom: 15 to 25 participants Program fees: 24,900 Development partners Credit Points Modules 1 12 48 CP Project Work 16 CP Master Thesis 26 CP 12 11 10 Each module has 5 days Mon Tue Wed Module Project work on Tuesday and Thursday evenings total 90 CP Thr 1 CP = 25 study hours, 30% contact hours, 70% self study Each module ends with an examination Fri Month

Modules Module 1 Making Sense of Strategic Management Module 2 Making Sense of Organizational Structure and Dynamics Module 3 The Engineer as Reflective Leader Modules 7 & 8 Track 1: Service Pioneering Modules 7 & 8 Track 2: Business Model Innovation Module 9 Diversity and Transcultural Management Introduction: setup and framing of the program Economic and societal change Strategic management International strategy Results from strategy research Conditions of financial and social effectiveness Organization theory Formal and informal organization Power and politics in organizations Change and stability in organizations Theory and practice of organizational dynamics Changing conceptions of leadership Conflicting leadership demands Fear, power, and influence Value-based leadership and sense making Leading people Reflecting leadership practice: Leading self and others From production to service society Service innovation Business model structuring for services Law and regulations Financial management of services Development and pricing of services Process management of services Service marketing and sales Methods of business model innovation Value chains and target markets Trend research Intellectual property rights & open innovation Cooperation, alliances, and networks Financial management Evaluation of business models Making sense of culture Social identity Diversity in organizations and teams Conflict management Transcultural management Leadership of international teams Global leadership Module 4 The Socially Responsible Engineer Module 5 The Financially Responsible Engineer Module 6 The Engineer as Innovator and Change Agent Modules 10 & 11 International Winter Academy Module 12 The Future of International Business and Leadership Interdependence: business and society Ethics and integrity CSR und sustainability in different business functions Law and regulations Reflecting leadership practice: dealing with conflicting stakeholder demands Financial management and capital markets Investment appraisal Strategic controlling Finance and control in project management Sustainability controlling Reflecting leadership practice: Financial responsibility in relation to other responsibility domains Forms of innovation Ambidexterity: exploration and exploitation Developing an innovative culture Change and resistance Leadership of change Reflecting leadership practice: Leading innovation and change Essentials of globalization International strategy and structure Global ethics Social, structural, and technological dimensions of global innovation International project management Synopsis: Sustainable leadership in an international context Open space for ideas of participants

Locations Berlin Friedrichshafen Silicon Valley Tokyo Singapore São Paulo Zeppelin University (ZU) is a state-recognized and privately funded university. Bridging the fields of business, culture, and politics, Zeppelin University offers interdisciplinary study programs for creative decision makers aiming for societal impact. Since its founding, Zeppelin University has focused on research in socially relevant fields. The question, as the guiding principle of academic curiosity, redraws boundaries between research, consultancy, and teaching. We use the term glocalization to describe our international attitude: on Lake Constance, yet at home all over the world. All our programs have international learning journeys. On this map, you can see the options for the International Winter Academy of the executive master Business & Leadership for Engineers ema BEL. Zeppelin University Professional School (ZUPS) provides post-experience programs for professionals from business, government, and civil society. Its portfolio comprises specialized part-time executive master programs, taylor-made leadership and organizational development trajectories, as well as short courses. Rather than selling certainty, these programs encourage participants to examine uncertainty. Together with academic experts and practitioners, participants face the tough yet exciting questions of our times and engage in the process of co-creating knowledge. A variety of teaching methods stimulates self-organization, partnership, and interactive learning. Impressions from our lake campus

zu.de/en/bel Media Offerings News portal zu-daily.de ZU on itunes U Audio- and video podcasts zuonitunesu.de ZU App Calendar of events and podcasts in the appstore zu.de/veranstaltungen Philosophy, technology and social sciences need to meet more frequently. They should find a common language. Eberhard von Kuenheim, top manager auf Platform for intermediate questions Subscribe now! zu.de/auf Imprint: Zeppelin University gemeinnützige GmbH Am Seemooser Horn 20, 88045 Friedrichshafen Editor: Dr. Ursula Glunk, ZU Art Director: Philipp N. Hertel, ZU Fine-Drawing: Ulrike von Dewitz Picture Credits: S. 1 CC BY-SA 2.0 Victor Camilo, S. 3 CC BY-SA 2.0 pixlars, S. 6 CC BY-SA 2.0 will668 Date: 03/2014