See the business world from all angles through our astonishing choice of more than 70 electives. Complete a minimum of 10 and a maximum of 12 and study the subjects that will prepare you for your dream job.

Electives allow you to network with, and learn from, students across our School community and around the world. They are available to students from all London Business School degree programmes and to visiting international exchange students. Imagine sitting next to a successful senior manager or entrepreneur from our Sloan programme, or a finance specialist from our Master in Finance degree. The cross-generational learning is unmatched.

If you have a job offer – or a completion date in mind – electives can be scheduled in intensive block weeks or spread across a term on weekdays, evenings and weekends to fit in with your schedule.


Business Project

Apply the knowledge you have acquired in the classroom and gain valuable business experience by undertaking a business project – a consultancy exercise delivered for a client organisation. This option can be taken during your second year. Project themes are extremely wide ranging, cutting across many business functions and industries. Past project sponsors have ranged from global corporations to NGOs, all with a significant, tangible business problem to be analysed and evaluated.

Select a subject area below to see current electives, but don’t let these groups restrict your choices.You can select electives from several different subject areas. Please note that the elective portfolio changes from year to year. These are the courses on offer to the current class.


  • Advanced Financial Statement Analysis
    Faculty: Eli Amir

    Cover the fundamentals of financial analysis, evaluate the quality of financial information and use the information to reveal the economics of firms.
  • Corporate Communication and Investor Relations

    Faculty: Irem Tuna

    Develop an understanding of how information is used in markets and how managers can ensure this information most accurately reflects their view of the firm.

    Financial communication is what firms use to communicate about the firm, its activities, and its priorities with various stakeholders. Discover the different communication channels managers use to inform them, the role of information intermediaries in the financial communication process and the advance of new communication channels such as social media. We will also look at regular communication channels such as earnings announcements and conference calls where investor relations and corporate communications is an important function

  • Financial Analysis of Mergers and Acquisitions

    Faculty: Eli Amir

    Enhance your ability to relate economic events to financial treatment, on this course covering methods of accounting for corporate restructurings, issues related to goodwill, acquisitions provisions and tax and financial reporting implications.

  • Financial Statement Analysis

    Faculty: Shivakumar Lakshmanan and Art Kraft

    Learn how to meaningfully interpret financial reports, construct measures of financial performance and analyse the reporting choices made by companies. 

    Financial reports are the primary means by which managers communicate company results to investors, creditors and analysts. They are used to judge company performance, assess creditworthiness, predict future financial performance, and analyse possible acquisitions and take-overs. 

  • Private Equity and Venture Capital

    Faculty: Eli Talmor and Florin Vasvari; Francesca Cornelli and Dwight Poler

    Gain a practical understanding of the forces shaping the fast-moving private equity industry. Develop a solid understanding of the concepts, techniques, instruments and institutions involved in private equity investment. Address the various segments of private equity, including new venture finance, corporate venture capital and buyouts. Focus on technology sector and turnarounds - segments which comprise the majority of private equity investing.

    Get a taste of the different stages of investment in a venture firm: from initial entry to exit strategy through our five theme structure: venture capital contracts, valuation, deal processing and dynamics, the structure of the private equity market and harvesting.

    Complete this elective with a comprehensive private equity toolkit and the skills to drive organisational growth.

  • Securities Analysis and Financial Modelling

    Faculty: Lakshmanan Shivakumar and Scott Richardson

    Planning a career in investment banking, consulting, equity research, credit analysis or fund management? This course is particularly appropriate for you and focuses on the tools and techniques of securities analysis and the development of a framework for making investment decisions.

    Learn about fundamental analysis ("bottoms up", firm-level, business and financial analysis) and develop financial models for determining the intrinsic value of a firm's stock.

    Your organisation’s financial statements provide the main source of information for analysis. Develop the analytical framework necessary to understand your business performance and financial structure, and learn how to produce a full financial model of your company.

    The framework can also be used by investors and outside analysts to appraise and value companies, as well as covering alternative methods of appraisal and valuation. 

  • Systematic Investing

    Faculty: Scott Richardson

    Gain an understanding of the valuation of securities that embed credit risk. With a focus on experiential learning, this course looks at corporate bonds, credit default swaps, credit indices, asset backed securities, emerging hard currency bonds and capital structure.

    Develop a sound knowledge of securities trading conventions, the determinants of the returns of these securities, the role of fundamental analysis and structural models in identifying mispriced credit securities and how risk and transaction costs affect your ability to build a portfolio of credit instruments.


  • Banking and Monetary Policy in the Global Economy

    Faculty: Richard Portes, Lucrezia Reichlin and Frederic Malherbe

    Learn how money and credit are created in modern financial systems, focusing on the key role of banks. Explore how financial development will affect businesses around the world and provide insights on current approaches to financial regulation.

  • Behavioural Economics and Decision Making

    Faculty: David Faro and Emre Ozdenoren

    Enable yourself to address systemic errors in management and consumer decisions, through an understanding of the reasons behind them. 

    Biases in judgement can lead managers to overpay for acquisitions, persist in investing in losing projects, hire the wrong people and design products that result in customer dissatisfaction. 

    Consumers make similar errors (overpaying for warranties, buying products they do not use and not buying ones they may later wish they had).

  • Emerging Markets

    Faculty:  Elias Papaiannou and Paolo Surico

    Learn how to evaluate the risks and gains from doing business in the main emerging markets of Eastern Europe, Latin America, South East Asia and Africa using a detailed framework.

  • European Financial Markets

    Faculty: Richard Portes

    Explore the world's leading case of economic integration – The European Union. Since 1990, it has been progressing towards an integrated financial area, culminating in monetary union (EMU). Get answers to questions like:

    • How does the European Central Bank differ from the Fed?

    • Will the euro compete with the dollar as an international currency?
    • Can European capital markets challenge the US for international portfolio managers and non-European issuers?
    • Will Europe soon have serious venture capital and junk bond sectors?
    • Will the European banking sector experience a deep wave of cross-border restructurings?
    • Will European securities exchanges merge – or disappear?  


  • Global Capital Markets and Currencies

    Faculty:  Hélène Rey

    Obtain tools for assessing the impact of economic policy shocks and financial disturbances on financial markets, exchange rates, and capital flows. 

    This elective is perfect for you if you have career interests in investment analysis, asset management, capital markets, hedge funds, corporate finance and the finance/treasury function of corporates. It would also suit you if you are seeking further understanding of the international macroeconomy.

  • Incentives in Organisations

    Faculty: Madan Pillutla and Jean-Pierre Benoit

    Understand how incentive regimes affect employee productivity and organisational effectiveness through both psychology and economics.  Learn how and why individuals deviate from their usual rational responses to incentives.

    Examine subjects such as compensation, social exchanges, coordination, intrinsic and extrinsic motivation, free-riding, principal-agent models and the implications of asymmetric information and the incompleteness of contracts. 

    The course uses models developed in micro-economics and psychology. 

  • Nobel Thinking

    Faculty: Jean-Pierre Benoit, Elias Papaiannou, Paolo Surico and David P. Myatt

    This brand new elective is about big ideas. Ideas that were big enough or will be big enough to capture the ultimate reward for novel and noble thinking: the Nobel Prize.  

    Explore profound ideas and seek out the impact for business. Discover why Nobel-winning ideas are revolutionary, how they have changed the business world, and how students can refer to them in the workplace. Each session picks out a Nobel-winning topic, nominated and championed by an LBS faculty member.  We discover why the idea was revolutionary; we explore the contributions that were central to the prize award; we study the motivations of the scholars who produced them; and when appropriate, we tell the personal stories of the contributors.  

    This elective draws upon multiple faculty members from different subject areas, and comprises a portfolio of guest-led sessions.

  • Thinking Strategically

    Faculty:  Jean-Pierre Benoit

    Forecast and understand the actions of your rivals and learn to formulate a good strategic response. 

    Gain a working knowledge of the methods and results of modern game theory as applied to business strategy. 

    Focus on strategic interactions between firms (such as product positioning, R&D competition and mergers), within firms (incentive contracts and bargaining), and between buyers and sellers (including asymmetric information, market design, vertical contracting and licensing). 

  • World Economy: Problems and Prospects

    Faculty:  Lucrezia Reichlin, Elias Papioannou, Paolo Surico, Linda Yueh, Andrew Scott and Vania Stavrakeva

    Deepen your understanding of the way the global economy is evolving by considering current topical issues. 

    Gain further experience in economic analysis and develop knowledge of what the global economic environment is likely to be five years after graduating. 

    Understand the likely behaviour of financial markets and the general business background as well as the issues facing governments in their policy choices.

    If you are seeking a career in finance, international consulting or have a general interest in global issues this is the elective for you.


  • Advanced Corporate Finance

    Faculty: Rui Silva or Alexander Guembel

    Discover how to apply the theoretical concepts covered in other finance courses to real-world corporate finance problems. Through cases and discussion of topical issues learn how to fill the gap between rigorous finance theory and its application to practical problems.

  • Banks and Financial Institutions

    Faculty: Christopher Hennessy, Ralph Koijen, Stefan Lewellwn, Narayan Naik

    Financial institutions are a large part of the economy of most countries, and their behaviour has a major influence on the entire economy and all companies, individuals, and governments. 

    On this course you examine banks, insurance companies, and investment funds. 

    Topics include the role of intermediation, the role of banks in the real economy, regulation and management of banks, valuation of financial institutions, the role and conduct of insurance companies, behaviour and management of mutual funds and hedge funds.

  • Behavioural Finance

    Faculty: Samuli Knupfer

    Get a foundation in the two building blocks of behavioural finance:

    Limits to arbitrage – a response to the classic critique of behavioural finance that states irrational traders cannot have a long term impact on financial markets because rational traders will always reverse any dislocations through arbitrage.

    Psychology – understand the most common kinds of errors made by decision-makers through the psychology side of this elective.

  • Capital Markets & Financing

    Faculty: Francisco Gomes or Vikrant Vig

    Gain a broad conceptual and practical platform for analysing issues in corporate finance. Examine the financing activities of firms, how firms raise capital and the implications of various financial decisions. In particular examine equity issues, dividend policy, corporate debt, and hybrid forms of financing such as convertibles and warrants. This course also provides an introduction to options. 

  • Credit Risk

    Faculty: Stephen Schaefer

    Develop an in-depth understanding of credit risk and credit derivatives, with a focus on modelling and valuation. Understand the balance between developing a conceptual framework and market understanding and insight. Learn about topics including: historical default experience and recovery rates, applications of structural models and default-intensity models of credit risk and credit spread options.

  • Derivatives

    Faculty: Georgy Chabakauri

    Become a skilled, informed user of derivatives. Acquire robust conceptual knowledge of the fundamental issues that determine the valuation and behaviour of these instruments, plus a thorough grounding in both the real-world details of the products and in the models used to analyse them. As mathematical models are central to both the existence and functioning of modern derivatives markets, the course is highly quantitative. 

  • Distressed Investing
    Faculty: Justin Bickle, Francesca Cornelli and Florin Vasvari

    Understand this innovative and influential area of corporate finance and private equity activity globally. Assess best practices in the field with reference to case studies, practical examples and lessons learnt. The course draws from the experience of principals at Oaktree Capital Management, one of the world’s premier distressed debt and restructuring firms.
  • Financial Engineering and Risk Management

    Faculty: Suleyman Basak

    Gain the necessary skills to value and hedge a wide variety of derivative contracts. Take a systematic, unified approach to the pricing of derivatives and adopt cutting-edge methods throughout. Continuous-time mathematics is used as the main tool of analysis. The course is necessarily quantitative and symbolically oriented, although practical applications are emphasised. 

  • Fixed Income Securities

    Faculty: Suleyman Basak

    Undertake a rigorous study of fixed income securities on this quantitative course, which requires some background in calculus and statistics. 

    Learn how to manage interest rate risk, how to value securities with cash flows that are sensitive to movements in interest rates and how to determine the optimal exercise policy for a variety of embedded options in fixed income securities. On the course you take the viewpoint of a bond investor or trader, but the course is equally valuable for those working in corporate finance who need to understand similar material. 

  • Hedge Funds

    Faculty: Narayan Naik

    Learn about the hedge fund industry, which has grown rapidly over the last decade and is gaining recognition as an alternative to the traditional mutual fund investment. Examine the reasons for this, the modus operandi of hedge funds, their legal, organisational and operational structures, their risk-return characteristics, their model of aligning the interests of investors and managers and the likelihood of their success in the future. 

  • International Finance

    Faculty: Christian Heyerdahl-Larsen

    Gain an integrated view of international financial markets and the management of multinational firms, with a focus on the markets for spot exchange, currency forwards, options, swaps, international bonds and international equities. Study the valuation of instruments traded in these markets.  

    Understand the application of these instruments to exchange rate and country risk, financing in international capital markets, and international capital budgeting in the presence of multiple currencies, international tax regulations and sovereign risk. 

  • Mergers, Management Buyouts and Other Corporate Reorganisations

    Faculty: Julian Franks or Stefan Lewellen

    Learn about the several forms of corporate reorganisations, including mergers and acquisitions, reorganisation through workouts and bankruptcy, divisional spin-offs and divestitures, and leveraged buyouts.  

    Examine the process of managing reorganisation, the role of the investment bank and other specialists, regulation and cross-country comparisons. The course will have a strong conceptual approach, with an emphasis on why mergers and other reorganisations take place, what their role in the economy is, and how they perform from the viewpoint of shareholders and other parties. 

    Real case studies and outside speakers will provide the applications of the course. 

  • Project and Infrastructure Finance
    Faculty: Karl Lins

    Acquire a framework for understanding the many ways in which project finance can mitigate specific risks and provide incentives, while also assessing the limitations of such structures.

  • Real Estate Finance

    Faculty: Joao Cocco

    Gain the concepts and tools you need to understand real estate markets and manage real estate assets with a focus on value creation. Most of the course will focus on commercial real estate. Topics covered include valuation and investment analysis, financing, economic, legal, political and taxation issues and recent trends and challenges. 

  • Topics in Asset Management

    Faculty: Bob Jenkins

    Take a tour of the world of investment management, learning about asset management in practice and prepare for a career in investment. 

    Find out what jobs asset managers and their advisers actually do and what the challenges are as new ideas are adapted to meet the needs of customers and clients. 

    Study the real jobs of analysts, quantitative specialists, strategists, fund managers, distributors, consultants, real-estate and hedge-fund professionals and investment advisors. 

  • Wealth Management

    Faculty: Narayan Naik and Vidur Varma

    The objectives of this programme are to recognise and navigate with confidence a broad range of conventional wealth management concepts, tools and structures.

    The elective will centre on learning outcomes in two key areas:

    • Wealth management through the lens of investment management; and
    • Wealth Management from a client’s needs perspective and delivery of investment advice

    Teaching will be led by faculty, guest lecturer and this elective will also feature several guest speakers from the industry.

MSOManagement Science and Operations

  • Advanced Business Analytics

    Faculty: Nicos Sava

    Improve your ability to build, apply and evaluate decision models, tailoring your analysis to the available time and resources. Gain an encyclopaedic range of modelling applications and generate insights in a wide range of realistic solutions. Gain the ability to recognise the key problems in a situation and carry out a cogent analysis, the skill to develop a structure for problem analysis and the mental flexibility to present your analysis and insights in a convincing, non-technical way. 

  • Data Mining for Business Intelligence

    Faculty: Tolga Tezcan and Nicos Savva

    This course covers the emerging field of business analytics (BA) or data mining. Expand and develop your tool kit analysing massive data sets. Using case studies and hands-on data sets, learn advanced data query techniques, data cleaning and organisation. Explore various machine learning techniques including supervised and unsupervised classification schemes, text classification, clustering techniques and predictive analytics. Gain hands-on experience with a variety of software tools, including Tableau and XLMiner.

  • Energy: Markets, Models & Strategies

    Faculty: Derek Bunn

    Get an introduction to the basics of power system economics, a review of the structural and strategic changes affecting the industry, investment issues and technology choice, a basic understanding of how the competitive markets for electricity, both wholesale and retail, work and how to model their price and implications.  The course focuses mainly upon electricity, but is also relevant to students wishing to be familiar with related issues affecting the oil and gas industry. 

  • Financial Analytics

    Faculty: Victor DeMiguel

    Harness the potential of business modelling in assisting management decision-making. 

    Practical computer workshops and modelling projects aim to increase capability in the use of key modelling tools such as advanced spreadsheets and intelligent systems software. Such business modelling skills are regarded as essential by the leading financial and management consultancy firms. 

  • Business Model Experiments: Ideation to Prototyping

    Faculty: Kamalini Ramdas

    Identify and develop new business models, products and services, in a multi-tiered innovation tournament context with this fast-paced, hands-on, experiential and interdisciplinary class. 

    Learn and deploy the key principles of structured innovation in any organisation, small or large, generating potential leads for both entrepreneurial ventures and corporate innovation. 

    Rather than being confined to start-ups, R&D labs or product development divisions, business model innovation can be used by managers in any business function to create radical business opportunities. 

    The business, product and service concepts developed in this class can be pursued further in other entrepreneurship electives. 

  • Managing Healthcare

    Faculty: Nicos Savva, Kamalini Ramdas, Jeremie Gallien

    Explore the challenges created by healthcare delivery systems, such as being under pressure to increase quality and wide access (due to increased demand), while simultaneously reducing cost and how they can be best managed. 

    Use this course to identify opportunities in health care for managers, entrepreneurs and policy makers. This course draws substantially from the research and consulting expertise of the team of instructors teaching it.

  • Managing Sport and Entertainment

    Faculty: Chris Voss

    Develop skills and understanding of the strategic, operational and marketing management of sport and entertainment. Enhance your strategic and operational thinking in this rapidly professionalising industry and unlock a potential source of future economic growth.

    The business, product and service concepts developed in this class can be pursued further in other entrepreneurship electives.

  • Project Management

    Faculty: Kiriakos Vlahos

    Learn frameworks, methods, techniques and tools for coping with the three principal dimensions of successful project management: time, cost and quality. 

    Gain hands-on experience with state-of-the-art software tools for project management, including time planning, resource allocation, and risk analysis, teamed with a strong emphasis on organisational and strategic issues. 

    Projects are the wave of the future in global business, and project-based organisations are increasing in areas such as consulting, information technology, product development, advertising, education, healthcare, infrastructure and engineering.

  • Supply Chain Management

    Faculty: Jérémie Gallien

    Understand how to develop and manage efficient and effective global supply chains. In today's globally competitive environment, it is no longer companies but supply chains that compete with each other.

    Leading companies such as Wal-Mart, Procter & Gamble, Dell, Amazon, Zara, GSK, IKEA, Deutsche Post/DHL, as well as highly profitable niche players, use supply chain management in their quest for global market leadership. 

    Supply chain management is a cross-functional, cross-company initiative whether working in finance, accounting, marketing, sales or operations. Introduce and familiarise yourself with the concepts and skills necessary for supply chain management as a consultant, analyst or manager. 

  • Time Series Analysis

    Faculty: Derek W. Bunn

    Extend your statistical capabilities and critical understanding in the analysis of time series of data. 

    Focus on techniques for the medium term analysis and forecasting of business variables, such as sales, costs and earnings. 

    Explore many examples from financial and commodity markets as well as several business cases. 

    If you were comfortable with the pre-programme or first term statistics course, you will be able to move onto this material without difficulty, despite various advanced regression-based methods being reviewed.


  • Advanced Marketing Strategy

    Faculty: Puneet Manchanda or Rob Waiser 

    Develop a comprehensive understanding of how marketing strategies can be developed and executed in dynamic and competitive global marketing environments.  

    During this integrative course you bring together the marketing activities of creating, capturing and sustaining customer value in a variety of marketing contexts. 

    Gain exposure to the most recent theories and methods, analytical techniques and current best practices for developing marketing strategies. 

    The course is run as a block week and focuses on the interaction between the process of formulating, implementing and controlling marketing strategies and the various stages of the product life cycle. 

  • Brand Management

    Faculty:  Simona Botti

    Take one of the most applied and advanced brand management courses available anywhere in the world – a vital topic for any MBA. 

    Rather than focusing on academic theory, take an extremely managerial viewpoint. Explore all dimensions of brand management, from defining brands, brand building strategies, brand architecture and extension issues to brand repositioning. 

    The course focus ranges from small start-up brands, consumer brands, service brands and B2B brands. 

    The course is run as an intensive block week course, and includes a variety of teaching methods including guest speakers who are senior branding experts currently engaged in branding issues. 

  • Creativity in Business

    Faculty:  Richard Hytner

    Develop an organisation or brand purpose, reawakening your own creativity and that of your team. This course will allow you to pursue new ideas and fresh, surprising insights capable of transforming and organising a business or brand.

    Assess the resilience of your organisation’s story, and reimagine it to make it better.


  • Customer and Marketing Analytics

    Faculty: Bruce Hardie

    Familiarise yourself with the main analytical methods that are fundamental to marketing decision making, and to high-level marketing and strategy consulting engagements.

    Marketing professionals and consultants must be able to evaluate the impact and value of past marketing activities. To assist them, researchers and analysts have developed and implemented a wide variety of analysis and planning tools. Learn about their development and use without getting bogged down in the technical detail and gain first-hand experience as an end-user modeller.

  • Going to Market: Managing the Channel and Sales Force

    Faculty:  Anja Lambrecht 

    Learn the fundamentals of how to successfully design, manage and evaluate a company's channel and sales force strategy and tactics. 

    Go-to-market decisions both affect and can only be taken in light of the overall marketing strategy, therefore we discuss the interaction of channel and sales force decisions with other marketing variables, such as branding, pricing, product characteristics or the product lifecycle.

  • Managing and Marketing Innovation

    Faculty: Rajesh Chandy

    Embark on this decision focused and process orientated course to cover topics such as: identifying, initiating and responding to breakthroughs, disruptors and radical innovations; organising for innovation; internalising external sources of innovation and entering new markets and ensuring product take-off.

    It provides concepts, cognition and context to making strategic decisions on innovation.

  • Pricing Strategy and Tactics

    Faculty: Oded Koenigsberg

    Equip yourself with the fundamental tools and conceptual frameworks needed for making profitable pricing decisions across diverse industries. 

    Taking the perspective of the marketing manager, explore both the strategic and tactical dimensions that underlie the process of price management and gain a grasp of useful theories and practical approaches for solving pricing problems. 

    While the emphasis is on pricing, this is not independent of other marketing decisions, so an important challenge in this course is to consider pricing decisions in the context of other marketing activities, as well as marketing strategy.

  • Social Media and Internet Marketing

    Faculty: Lil Mohan

    Examine the process of developing, implementing, and analysing strategies for successful marketing of a variety of existing and potential products and services using electronic media.  

    Besides well-established internet marketing tools such as e-mail, search engines and display advertising, a substantial part of this course is dedicated to understanding social media, analysing successful social media strategies, and tracking their effectiveness.

    The course offers hands-on experience with some popular – as well as emerging – techniques, unique to electronic media. Special attention is given to metrics appropriate for the new media.

Organisational BehaviourOrganisational Behaviour

  • Building Relationships
    Focus on how you take perspective of others, reading emotions and connecting with them to build successful relationships. Get better at dealing with people who are different to us personally and culturally, and learn how to manage conflict and difficult conversations.
  • Businesses and Careers of the Future: Securing Success in a World of Rapid Change

    Faculty: Lynda Gratton

    Explore how work will change and the way in which we need to prepare for these changes. Work is, and always has been, one of the most defining aspects of our lives. 

    Work matters - to us as individuals, to our family and friends and also to the communities and societies in which we live. 

    What we are now facing is a substantial schism with the past, which is so great that the world will change - possibly unrecognisably - over the next two decades. 

    Gain a deep understanding of the structural changes we are facing, with an opportunity to understand how the most valuable careers can be shaped. 

  • Inter-Personal Dynamics
    Faculty: Richard Jolly

    Develop your ability to build more effective relationships at work using evidence-based skills.
  • Leading Teams and Organisations

    Faculty: Michael Parke

    Learn how to lead effectively in a wide variety of situations by gaining an understanding of the general principles and processes of effective leadership. 

    Covering a broad range of leadership situations, you gain critical leadership attributes underpinned with a robust understanding of group processes and the ways in which team members influence one another. 

    Topics covered include understanding more about the nature of leadership, learning what separates successful business executives from their less successful counterparts and learning how to develop confidence as a leader.

  • Managing Change

    Faculty: Raina Brands

    Build your understanding of change management and your ability to implement it successfully. 

    Change management is an increasingly fundamental part of business and a crucial skill for managers, whether the company is large or small, local or transnational. 

    Gain the skills to plan for and cope with change and its implications. 

    Coming up with the right strategy is only a small part of organisational success.  

    You need to be able to cope with the hardest challenge: getting key stakeholders and people throughout the organisation not just to implement the strategy, but to own it. 

  • Negotiation and Bargaining

    Faculty: Ena Inesi, Gillian Ku, Niro Sivanathan, Thomas Mussweiler, Selin Kesebir or Lisa Shu, Yoonjin Choi

    Gain a broad understanding of the central concepts in negotiation and develop strategies for analysing and preparing for negotiations. 

    Practise negotiation skills, receive feedback on individual negotiation problems and improve your ability to analyse the behaviour and motives of individuals, groups and organisations in competitive situations. 

    This course is suitable for anyone who communicates in their daily interactions with other people. It is also useful if you have interests in brand management, real estate, consulting, entrepreneurship or mergers and acquisitions.

  • Paths to Power

    Faculty: Richard Jolly

    See the world differently and equip yourself with the ability to recognise and know how to cope with difficult situations that may be encountered in a position of power. 

    Power has been called the "organisation's last dirty secret," and remains a topic that makes some people uncomfortable, but is a reality in much of organisational and social life. 

    Leadership involves building and using influence. Strategy implementation and organisational change both require mastery of influence skills.  

    Topics covered include: 'The paths to power: Finding your way and preparing yourself', 'Building your path to power: Creating a domain' and 'Falling off the path: What's different when you have power and how power is lost'. 

  • Personal Impact and Communication

    Analyse how to make a powerful impact, in written communication, one-to-one and in public speaking.

    Analyse how to make a powerful impact, in written communication, one-to-one and in public speaking.

  • Self Awareness

    Accurately assess and regulate yourself. Learn to pay attention to your thoughts, feelings, sensations and impulses. We’ll explore what identity is and what it means to be authentic, closing the course with intensive feedback on how others perceive us.

Strategy and EntrepreneurshipStrategy and Entrepreneurship 

  • Achieving Strategic Agility

    Learn how to craft strategy when the future is uncertain, fast-changing and unknowable to meet the need for strategic agility to adapt quickly in the face of ever changing market conditions. 

    Discover how to structure companies to be more agile and engage and motivate employees across an organisation to help identify and act on opportunities.

  • Advanced Competitive Strategy

    Build a rigorous, analytical, and quantitatively grounded understanding of strategic management by learning strategy from the perspective of a strategist as an integrator on this course. 

    An integrator has a good understanding of the different functions in an organisation, how they relate together, and how to effect changes in the organisation that tighten both internal and external consistency.

    This course builds on the foundation you built in your strategy core course - internal and external consistency in choices inherent in a firm’s business model is at the heart of competitive advantage.

  • Corporate Strategy

    Gain insight into the nature of corporate – as opposed to business – strategy. Many companies are not single businesses but 'groups', comprising a portfolio of more or less separate business units and one or more levels of 'corporate' management. 

    Also learn how to assess corporate strategies and develop superior ones. If you intend to become a strategy consultant or investment banker or to work in – and eventually lead, multi-business groups – this course is particularly useful.

  • Entrepreneurship in Emerging Markets

    Equip yourself to deal effectively with the issues you are likely to face in entrepreneurial ventures in emerging markets. 

    Subjects covered include managing in times of rapid demographic and socio-economic change, innovating in emerging markets, managing in ethically corrupt environments, dealing with multinationals, building winning businesses in resource constrained environments, understanding consumers in emerging markets and what to do when the family calls and asks you to come home and save the family business.

  • Entrepreneurship Summer School

    Work on your own or in pairs on an entrepreneurial opportunity, with a skilled mentor to guide you. Learn the entrepreneurial way of life, gain self-awareness of entrepreneurial visions and identify what is necessary to pursue them. Develop and apply the skills required to contribute to successful entrepreneurial practice, and build a network of key contacts.


    Please visit the Entrepreneurship Summer School web pages for more information.
  • Family Business: A Guide for Owners, Managers and Advisors

    Family firms make up around 70% of businesses worldwide and account for a substantial proportion of GDP. Many of the world’s leading corporations originated as family firms, and retain cultural distinctiveness as a result. In some parts of the world, such as South Asia and the Far East, family firms occupy the commanding heights of the economy. Yet they are neglected in the management literature, and often treated as if they were a relic of the past. However, as the current financial crisis is illustrating, with their long time scales, adaptive cultures, and vision-led leadership many are much better fitted to survive the downturn in good shape than many PLCs.

    Yet, we also know that family firms are vulnerable to challenges and conflicts they seem unique to them. It is probably true that the firms that can face up to and master these challenges emerge as “annealed” (the process by which heating metal permanently raises its strength and resilience). So the question is what do family firms have to do to capture their unique benefits and master their special challenges.

    This will be an intensely practical course, but founded on a solid knowledge base, making extensive use of mini cases and guest speakers.

  • Financing the Entrepreneurial Business

    Explore the issues and practices of financing entrepreneurial businesses, including start-ups, emerging growth companies, management buy-outs and buy-ins. 

    The course covers raising finance, pricing and structuring financings, and exiting from the points of view of the entrepreneur and the investor. 

    This elective is perfect if you want to start, buy or run your own businesses, work in the venture capital industry, provide financial or consulting services to entrepreneurial companies or learn about personal investing in privately-held companies.

  • Growing Social Enterprises

    The course sets out to explore what is unique about social enterprises. This new organizational form holds the promise of tackling some of society’s thorniest problems that traditional businesses have ignored in more efficient ways than traditional charities. For investors, it represents an evolution in corporate philanthropy as the original intent to contribute to society is fused with an investment approach to capital allocation. As a result, substantial amounts are directed toward the nascent market in social impact investing. Are the conditions present for this market to grow systematically or is this a passing fad? Are the entrepreneurial and management skills necessary to start and manage social enterprises different from those required for either traditional businesses or charities? What options are available to social businesses when their self-interest conflicts with their pursuit of social impact?

    This course aims to provide students with the analytical frameworks and tools for creating, managing, or investing in business ventures that tackle social issues. It will establish a solid understanding of the context in which social enterprises thrive and will debate topics that are relevant to investors, entrepreneurs, and managers in this field. The increased interest in this area has brought about new legal forms, specialist fund providers, and intricate assessment criteria. It has highlighted the importance of scaling up as an issue that is crucial to investors and challenging to stakeholders and managers. In this context organizational governance plays a vital role to resolve tensions that arise between social and private ends and to preserve the identity of a social enterprise.

  • Global Strategy

    National borders matter for how firms develop and conduct their strategy. The point of departure for Global Strategy is that differences exist between countries and that these differences have implications for how firms strategize when they operate across borders.

    Learn to identify these differences, how to measure them, and what they mean for fundamental decisions such as entering new markets and designing the global footprint of a firm's operations. Gain familiarity with some major public databases (e.g. POLYCON, Economic Freedom of the World Index, CAGE).

    This course is relevant for anyone who intends to pursue a managerial career in a multinational corporation as well as anyone who will have to assess the strategies of multinational corporations in consulting and finance.

  • Luxury Strategy

    Focusing on some of the most compelling strategy questions facing the luxury sector, and yet highly applicable in other competitive and increasingly commoditised sectors.

    How can business leaders nurture creativity and channel it towards business goals? To what extent can they integrate technology across consumer touch-points, whether digital or not? How can they tap into non-customer demand without undermining exclusivity? And, how can they learn to cope with-and respond effectively-to environmental changes?

  • Managing Corporate Turnarounds

    Explore the management issues that arise when a financially-distressed firm needs a radical change to ensure its survival. 

    Explore the strategies and actions necessary to achieve significant performance improvement within a 12 to 18 month timeframe.  

    This course has a strong emphasis on the practical aspects of implementation. The focus is on financially distressed companies but the principles apply to any situation where rapid performance improvement is required.

  • Managing a Digital Organisation
  • Managing the Growing Business

    Examine a range of entrepreneurial businesses and gain the ability to recognise the patterns in business models and management processes.

    Learn how to manage the risks and convert opportunities on this integrative course that concentrates on the general management challenges facing founders or managers in entrepreneurial businesses. 

  • Mergers, Acquisitions and Alliances

    Analyse the strengths and weaknesses of mergers, acquisitions and alliances as strategic vehicles. 

    Conduct a deep analysis of how firms can best manage these processes as part of a larger strategic agenda.

    Globalisation, deregulation, and technological progress have increased the rate of change and competitive intensity. 

    Many firms now need to rely on mergers, acquisitions or alliances to be successful. 

    This course draws upon leading practice and the most recent research to analyse MAAs along a series of important dimensions related to this interplay. 

  • New Technology Ventures

    Explore how entrepreneurs identify and analyse the feasibility of innovative technical ideas, turn them into products and services and take them to market. 

    Where do sources of technological opportunities originate? How are innovations incubated? What do patterns of technological change suggest? Why and how does the culture of innovation matter? How do you protect intellectual property? How do you finance for new technology ventures?

    In exploring these issues and others, you become acquainted with leading technologies from various sectors.

  • New Venture Development

    Get an overview of the process and challenges associated with starting an entirely new business, the skills required to prepare a persuasive business plan, approach prospective investors and launch your venture.  

    Gain a clear understanding of how to assess an entrepreneurial opportunity, the resources needed to start a new business and the costs and challenges involved. 

    Give an entrepreneurial bias to your career using this course as a springboard. 

    A number of graduates who have taken the New Venture Development course and gone on to set up their own business or pursued careers in venture capital.

  • Pathways to start up success

    If you have fancied yourself as an entrepreneur or intend to work in the venture capital industry or in professional businesses supporting entrepreneurial firms this is the perfect entry level entrepreneurship course for you. 

    You explore the many dimensions of entrepreneurship and new venture creation and growth, including: conceptualising, developing and managing successful new ventures. 

    The emphasis in this course is on applying and synthesising concepts and techniques from the functional areas of accounting, finance, managerial economics, marketing, operations management, and organisation behaviour in the context of new venture development.  

  • Building your Career Strategy

    Students choose to invest the time and money in graduate business school education in large part to accelerate and advance their careers. This may be even more the case with programmes designed for executives. This course is specifically focused on helping you achieve this objective. The times when careers evolved within a single firm, career ladders were clearly laid out for you and the road to the top was straightforward are long gone. Linear career paths are a thing of the past. Today’s executives can expect to move jobs multiple times over the course of their careers: changing roles within firms, moving across organizations and industries, becoming entrepreneurs or starting on a completely new career path. This opens up many opportunities, but it also creates uncertainty and requires that executives think strategically about how to take charge of their own career. In this course, you will be encouraged to think of your career as a company, and of yourself as the chairman or CEO of your “personal enterprise.” The course will provide you with knowledge and tools to help you do this most effectively.

    This course’s approach to strategic career management has two crucial elements. First, we will take a long-term perspective. This course is not only about the next step in your journey, but it is aimed to equip you with skills and tools that will serve you for the rest of your career. Second, unlike other courses focused on developing leadership or career skills, we will spend less time discussing how to analyse yourself (i.e. your personality, strengths, weaknesses, etc.) and more time discussing how understanding and managing your context helps you succeed. While technical and personality skills are crucial at the beginning of one’s career, progression as an executive increasingly depends on developing a robust network of key relationships that allow you to access opportunities, become a better leader and prepare for career transitions.

  • Strategy for MiFs

    Focus on and explore business-unit level strategic concepts and frameworks that are relevant for professionals in any industry, including finance, investment management and financial services.

    Learn about a wide variety of concepts, tools and frameworks that will enable you to understand the environment that a company finds itself in, the resources it needs to obtain, and the organisation it needs to build to establish a sustainable competitive advantage. In this sense, you will investigate how to develop and implement a consistent and coherent strategy in today’s dynamic and competitive business world.

    Explore more advanced and contemporary issues in the domain of corporate social responsibility and sustainability, technological innovation, and organisational ambidexterity, adaptation and agility in the longer term. Concluding with an innovative in-class strategic simulation that focuses on strategy implementation.

  • Strategic Innovation

    Develop an understanding of how a company can discover a new business model and how it can successfully migrate from its current position to the new. 

    Explore why established companies find it so difficult to innovate strategically and what they can do to improve the odds of success. 

    Gain an understanding of the circumstances where it makes sense for established companies to strategically innovate. 

  • Strategy Lab

    On this experiential learning based course you work in teams (of 4-5 students) to research and provide solutions to real and “live” business problems. 

    These problems will come from clients of the consulting firm A.T. Kearney who will be responsible for sourcing the live business problems from their existing client pool. 

    A.T. Kearney has been successfully running a similar course since 2008, in several business schools, such as: Chicago Booth, Carnegie Mellon, Michigan, McMaster, Northwestern (Kellogg) and INSEAD. 

    A.T. Kearney has been specifically briefed so that all the business challenges sourced for our course are “strategy” challenges.

  • Strategies for Growth

    Get answers to the question that keeps most top executives awake at night: "where should tomorrow's growth come from?"

    Learn how to create the growing firm, and how growth strategies are not always 'designed' by managers but emerge from within an organisation. 

    Analyse how effective managers organise their companies to achieve continuous, organic growth. 

    Examine the firm's formal strategic choices, its internal organisational environment, the process of growth, and the role of historical accident and the background and personality of the managers involved. 

    You will learn how, as a manager, you can shape your organisation to deliberately manage and control the growth process of the firm. 

University College London electives  

Founded in 1826, University College London (UCL) is one of the foremost universities in Europe with more than 3,800 academic and research staff in 72 departments dedicated to research and teaching of the highest standards.

UCL has the highest number of professors of any university in the UK, with more than 600 established and personal chairs, as well as the highest number of female professors.

Nobel Prizes have been awarded to 18 academics and graduates.

As a London Business School student, you can take one or more UCL electives, and learn with researchers and postgraduate students working in a variety of technology domains.


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