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- Executive Development Program (EDPx)
Currículum
- 11 Sections
- 123 Lessons
- 10 semanas
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- S0. The Manager's portfolioObjectives: -Obtain a frame of reference that suits your professional reality. -Equip yourself with tools that will save you time.8
- 1.1M.0 Welcome video by Clara Lapiedra, CEO of Aula Magna Business School
- 1.2M.0 Welcome video by Anna N Schlegel, Chair of Aula Magna International Board
- 1.3M.0 Executive Development Program – Syllabus
- 1.4M.0 Aula Magna Business School methodology & the case method
- 1.5Sheryl Sandberg Gives UC Berkeley Commencement Keynote Speech
- 1.6The Importance of Communication – Prof. Katharine D’Amico (ESADE Bus. School)
- 1.7Women’s vs Men’s linguistic styles – Prof. Katharine D’Amico (ESADE Bus. School)
- 1.8Supplementary material
- S0. Push PlanDesigned to guide you in your personal and professional development. Participants become aware of their competency profile and establish an action plan to develop their potential for management responsibilities. Personal coaching sessions available.11
- 2.1M.0 PUSH Presentation – Clara Lapiedra, Founder & CEO Aula Magna Business School
- 2.2P.0 Purpose & Unique Skills Hacking plan
- 2.31.1 Self-assessment
- 2.4M.0 Part 1. Goals
- 2.51.3 The «Desired» Me
- 2.62.1 Action Plan
- 2.7M.0 Part 2. Obstacles
- 2.8M.0 Part 2. Required resources
- 2.9M.0 Part 2. Available resources
- 2.102.5 Objectives
- 2.113.1 Close
- S1. Leadership & CommunicationObjectives: Learn the fundamentals of personal branding and visibility management for professional women. Take action in managing your own personal brand and visibility as a professional woman. Analyze and understand diverse examples of personal branding and visibility for successful professional women. Learn to generate visibility for yourself through high-impact public speaking.13
- 3.1M1. Presentation – Chelsea Couture
- 3.2m1. The Striking Question
- 3.3M1.1 Lead your leadership
- 3.4S1.1 Lead your leadership
- 3.5M1.2 Personal power & influence
- 3.6S1.2 Personal power & influence
- 3.7M1.3 Networking
- 3.8S1.3 Networking
- 3.9M1.4 Inclusive Leadership
- 3.10S1.4 Inclusive Leadership
- 3.11M1. Case Study Introduction
- 3.12P1. Case Study – Speeches from Female Political Leaders
- 3.13Leadership & Communication Test45 Minutes10 Questions
- S2. Negotiation SkillsObjetives: -Create your negotiator mindset to ensure better agreements. -Optimize interpersonal relations by identifying other peoples' needs.11
- 4.1S2. Presentation – Joanna Gamper
- 4.2S2. The Striking Question
- 4.3M2.1 Chapter 1
- 4.4S2.1 Negotiation Techniques
- 4.5M2.2 Chapter 2
- 4.6S2.2 Preparing for the Negotiation Process
- 4.7M2. Case Study Introduction
- 4.8P2. Negotiation Case Study
- 4.9S2. Case Study Resolution
- 4.10Additional resources
- 4.11Negotiation Skills Test10 Questions
- S3. Talent ManagementObjectives: Discover your sixth sense for identifying internal talent, placing it where it can best add value, and finding talent in the market. Lead through talent development. Make decisions that include talent KPIs. Create within your team a happy, high-performance work environment. Place human capital on the same level as financial capital. Have a clear Talent Agenda.15
- 5.1M3. Presentation – Montse Salvany
- 5.2M3. The Striking Question
- 5.3M3.0. Talent Management Structure
- 5.4M3.1. Planning & Mapping
- 5.5S3.1 Planning & Mapping
- 5.6M3.2. Attracting & Hiring Talent
- 5.7S3.2 Attracting & Hiring Talent
- 5.8M3.3. Deploy & Develop
- 5.9S3.3 Deploy & Develop
- 5.10M3.4. Keep & Care
- 5.11S3.4 Keep & Care
- 5.12M3. Case Study Introduction
- 5.13P3. Case Study – Netflix
- 5.14M3. Case Study Resolution
- 5.15Talent Management Test10 Questions
- S4. Digital transformationObjectives: Understand the business environments in which we operate, as well as their specific characteristics, in order to better understand our clients (B2B vs. B2C). Discover the main pillars of innovation that we must consider before starting any innovation process, as well as the different types and the most commonly used methodologies that distinguish a traditional continuous improvement process from an innovative one. Understand how, through innovation and data management, we can transform the business model into a more profitable and competitive one in the market, always placing the client at the center of every decision.11
- 6.1S4. Presentation – Nivedita Aggarwal
- 6.2S4. The Striking Question
- 6.3S4.1 Starting with your digital transformation
- 6.4S4.1 Starting With Your Digital Transformation
- 6.5M4.2 Looking beyond technology
- 6.6S4.2 Looking Beyond Technology
- 6.7M4.3 Metrics & KPIs for measuring success
- 6.8S4.3 Metrics and KPIs for Measuring Success
- 6.9S4. Case Study Introduction
- 6.10S4. Case Study – Lego
- 6.11Digital Transformation Test10 Questions
- S5. Customer CentricityObjectives: Provide a global overview of the digital transformation process from a business perspective. Highlight women leaders in digital transformation. Digital transformation can also be written in the feminine. Be able to assess an organization’s level of digital transformation, set an achievable goal, and plan a strategy to reach it. Understand the importance of measurement as an integral part of the transformation process, at all times and in all aspects. Understand the three fundamental pillars to manage in the process—people, processes, and technology—and the role each plays in the success of the transformation. Overcome fear of technology and understand it from a more human perspective.10
- 7.1M5. Introduction and Chapter 1
- 7.2S5.1 The secret to success
- 7.3M5.2 Chapter 2
- 7.4S5.2 Understanding your customers journey
- 7.5M5.3 Chapter 3
- 7.6S5.3 Solving your customers business initiatives
- 7.7S5.4 Innovation in Customer Centricity – The Long Tail
- 7.8M5. Case Study Introduction
- 7.9S5. Case Study – Improving customer experience on critical communication
- 7.10Customer Centricity Test10 Questions
- S6. Project Management12
- 8.1M6. Introduction – Aimée Smith
- 8.2M6.1 Concepts
- 8.3S6.1 PM Concepts
- 8.4M6.2 Methodologies
- 8.5S6.2 PM Methodologies
- 8.6M6.3 Process Groups
- 8.7S6.3 PM Process Groups
- 8.8M6.4 Knowledge Areas
- 8.9S6.4 PM Knowledge Areas
- 8.10M6. Case Study Introduction
- 8.11P6. Case Study – AstraZeneca
- 8.12Project Management Test12 Questions
- S7. Globalization14
- 9.1M7. Introduction – Christina Olson
- 9.2Globalization Introduction
- 9.3M7. The Striking Question
- 9.4MS7.1 Globalization Overview
- 9.5S7.1 Globalization Overview
- 9.6M7.2 Internationalization and World Readiness
- 9.7S7.2 Internationalization and World Readiness
- 9.8M7.3 Localization
- 9.9S7.3 Localization
- 9.10M7.4 Go-to-Market Considerations
- 9.11S7.4 Go-to-Market Considerations
- 9.12M7. Case Study Introduction
- 9.13P7. Case Study – Recommendations for a successful global website
- 9.14Globalization Test10 Questions
- S8. Strategic approach to design thinkingObjectives: - To analyze your company and how external factors influence you. - To identify different strategic options and set strategic objectives to achieve them. - To define an implementation and monitoring plan to evaluate the strategy's results.11
- 10.1M8. Introduction – Katie Coulston
- 10.2M8. The Striking Question
- 10.3M8.1 Chapter 1
- 10.4S8.1 Strategic Approach to Design Thinking
- 10.5M8.2 Chapter 2
- 10.6S8.2 The Three E’s of Design Thinking
- 10.7M8.3 Chapter 3
- 10.8S8.3 The Design Thinking Mindset
- 10.9M8. Case Study Introduction
- 10.10P8. Case Study – Design Thinking Experience
- 10.11Strategic approach to design thinking Test10 Questions
- S9. Ethics & SustainabilityObjectives: - To become aware of the impact of our decisions. - To be able to identify ethical issues. - To be able to analyze the interests of our stakeholders. - To be able to apply a reasoning process that allows us to reach ethical decisions.16
- 11.1M9. Introduction – Clara Lapiedra
- 11.2P9. The Striking Question
- 11.3M9.1 Origins of Ethics in Philosophy
- 11.4S9.1 Origin of Ethics in Philosophy
- 11.5M9.2 The Glassbox Era & the 3 impact levels
- 11.6S9.2 The Glassbox Era & the 3 levels of Impact
- 11.7M9.3 Criteria to reason from an ethic focus
- 11.8S9.3 Ethical Reasoning’s Criteria
- 11.9S9.4 Business Field
- 11.10M9.5 Corporate Governance Policies
- 11.11S9.5 Sustainable Business & Entrepreneurship
- 11.12M9.6 International Regulations
- 11.13S9.6 International Regulations
- 11.14M9. Case Study Introduction
- 11.15P9. Case study – Coca-Cola
- 11.16Ethics & Sustainability Test10 Questions





