This document summarizes an executive development program called "Managing for Growth" offered by the Executive School of Business at DTU Business. The 4-month intensive program is aimed at experienced managers looking to gain new management tools and frameworks. It includes 15 days of in-class lectures and an action-learning project applying the tools to a real business case. Modules will cover topics like strategy, innovation, finance, and change management. The program is taught in English and requires a minimum of 5 years of management experience.

1. Managing
for Growth
Executive Development Program for
Experienced Managers
Seeing opportunities
Rethinking the mechanics
Executing for results
Executive School of Business
DTU Business

2. Managing for Growth
Who: Experienced managers with a mini-
mum of 5 years management experience
What: 4-month intensive action-learning
program including 15 days in-class
DTU Business welcomes you to
an intensive 4-month executive
program aimed at giving you the
tools and frameworks across
management disciplines needed
to create profitable growth. With
excellent international faculty and
a focus on real-world action learn-
ing, the program is aimed at expe-
rienced managers looking for new
perspectives and a refreshed tool-
box.
Today’s managers face complex dilemmas
in their daily assignments. They are being
measured by their ability to contribute
to company innovation and growth while
simultaneously managing an organization
that is expected to become increasingly
cost-effective. They are expected to be
the executors of corporate strategy initia-
tives while managing a group of people
saturated with change. Overcoming these
dilemmas is what Managing for Growth is
all about.
We have gathered a team of international
faculty from the world’s leading business
schools and asked them to extract the
frameworks and tools from our and other
MBA programs needed to overcome these
dilemmas. The result is a very inten-
sive program, where participants will be
challenged to apply everything they learn
on a live business case.
You will work together in groups with
a specific challenge from your own or
a third-party organization. Having to
solve an actual business problem with
the tools from the program ensures that
you learn skills you can use in your daily
life as a manager. Having to solve the
challenge together with other managers
gives you new perspectives on how you
work with business challenges.
Every group will be assigned a supervisor
who will work with the group as a guide
in solving complex business challenges.
The group will hand in a report with
recommendations to the case organization.
The report will be the starting point for the
group and individual examination at the
end of the program.
The entire program is taught in English
and a professional working proficiency in
spoken and written English is required. The
program requires that participants possess
the self-managing and people-managing
skills from either experience or other train-
ing.
In addition to in-class lectures the program
requires you to set aside time for prepara-
tion and the group project.
When: 17 August – 17 December 2015
Price: DKK 49.000
ECTS points: 15
Contact: Program Director Ellen Als,
est@business.dtu.dk or tel 4525 6137
Website: www.business.dtu.dk/mfg

3. Module 1: Understanding the Industry
and Plotting the Strategy
In the module you learn to understand the forces that make up an industry, how to
position a company versus its competitors, how strategy is developed and how to identify
avenues for profitable growth.
Module 2: Turning Innovation into your
Growth Engine
You will learn how to make innovation more than a buzz-word by combining the art and
the science of innovation. You learn how to incorporate both the voice of the customer
and the voice of the company and how to give customers what they don’t know how to
ask for.
Module 3: Driving Profits through
Customer Focus
By developing the frameworks and skills to diagnose customer and corporate buying
needs, you learn to spot the opportunities for creating more value for your customer and
learn to create coherent business models and marketing plans.
Module 4: Improving Productivity and Quality
In this module you will learn how to translate corporate strategy into operations
strategy and why this is relevant whether you are a sales, support, R&D or production
manager. You will then learn how to improve day-to-day processes in your unit based on
your operations strategy.
Module 5: Financial Analytics and
Investment Decisions
Learning the essentials of finance will give you an in-depth understanding of company
balance, income and cash-flow and the economic component of projects and investment
decisions. You will learn the tools and language needed to understand and influence the
financial decisions important for your job.
Module 6: Growth is not a Solo Ride: Getting
People Onboard
In this module you learn to understand the reasons why behavioral change is so difficult.
You learn to differentiate between your managerial role as a promoter of stability and
your role as an initiator of change. With an appreciation of the complexity and ambiguity
involved in change, you will gain insight into the potential of the positive perspective and
strategies of co-creating change.
Module 7: Getting the Message Across
Being effective as a decision maker is about making good decisions as well as getting
your message across to your employees, peers and superiors. You will learn how to build
a compelling argument and how to improve your communication skills.
Applying tools and frameworks to a complex real-life case

4. Meet the
Faculty
Faculty for Managing for Growth are chosen
for their executive teaching skills, international
profile and experience in working with leaders
in the corporate world.
Tony Cram, BA, MBA, FCIM
A marketing thinker, Tony Cram focuses
on customer-based strategy and market
innovation. His particular interests
are: Understanding Customer Value,
Pricing Strategies, developing Brands
and the dynamics of long-term busi-
ness relationships. He is a fellow of
the Chartered Institute of Marketing
and is an Associate of Ashridge Business
School, where he joined the faculty in
1992. He teaches and consults inter-
nationally with experience in most Eu-
ropean Markets, Asia, North and South
America.
Darrell Mann, Inventor, Engineer,
Author of the Hands on Systematic
Innovation books
Darrell Mann is Managing Director of Sys-
tematic Innovation Ltd, a 40-person com-
pany offering a range of systematic in-
novation products and services to clients
around the world. He has also been run-
ning the Systematic Innovation network
since 2002. The network has offices and
affiliates in 20 countries.
Professor Hamish Scott
Hamish Scott is Visiting Professor at
DTU Business. He is a specialist in busi-
ness growth, organizational strategy
and change. He advises on processes for
strategy formulation and implementa-
tion, and has worked with management
teams to support the development and
execution of new direction. Hamish has
worked in China, India, North America and
most of Central, Western and Eastern-
Europe and Scandinavia. Recent
clients include financial services pro-
viders, leaders in the manufacturing,
utility and construction sectors, media
and marketing services groups and a
major airline. Hamish holds fractional
Strategy Director positions in the manu-
facturing and infrastructure sectors.
Professor Dennis Vink
Dennis Vink is Professor of Finance and
Investment at Nyenrode and Visiting
Professor of Moscow State University.
He was voted Professor of the Year in
the Executive MBA in 2009, a program
jointly organized with Kellogg School
of Management. His teaching and
executive development interests revolve
around corporate finance, structured
finance, and investment management.
Professor Michael Lewis
Michael Lewis is Professor of Operations
and Supply Management and Head of
the Information, Decisions and Opera-
tions Group at Bath School of Manage-
ment. His expertise covers a range of
public and private sector operations and
purchasing/supply management themes
Barry Stainthorp
Barry Stainthorp has delivered training
andconsultancyservicesallovertheworld
– in Europe, Asia, the Middle East, Africa
and the Americas. This global reach sees
Barry delivering high quality training
in sectors as diverse as entertainment,
sales, finance, science and medicine.
Barry loves interactive training. He is
especially sought after for his work on
Communication, whether developing
corporate literature, dealing with the
media in live or pre-recorded situations,
creating and delivering high quality
presentations, or handling face-to-face
interactions.
Professor Stephan Schubert
Adjunct Professor of Strategy at INSEAD,
faculty member at Ashridge Business
School and Visiting Professor at DTU
Business. Stephan Schubert has a deep
interest in strategic issues, ranging from
decision-making processes to business
modeling, strategic leadership and
organisational transformation. He pays
particular attention to the role of men-
tal frameworks, biases and hidden
agendas in strategy development.
Stephan has worked on client assign-
ments in over 25 countries, from Chile to
China, and has gained extensive experi-
ence in a wide range of industries.
Executive School of Business
DTU Business