Master of Science in Strategy and Digital Transformation Program

Strategy and technology for an innovative future.

  • Format

    3 semesters* + internship

  • Languages

    English

  • Location

    Paris – France

  • Fees

    €17,250

  • Intake

    September

  • Credits

    120 ECTS

Accreditations

Curriculum

The MSc in Strategy and Digital Transformation is designed for students with a STEM background (Science, Technology, Engineering, Mathematics, Medical Studies) who wish to strengthen their business and management skills as well as to cultivate a better intercultural understanding of the corporate world.

The program is offered on a full-time basis and consists of 2 consecutive semesters of courses followed by a professional experience capstone project. It is entirely taught in English. As the program is already customized for STEM students, it consists of compulsory courses only.

The program combines:
> 60% of fundamental courses in finance, accounting, economics, marketing, entrepreneurship, negotiation and management;
> 25% of specialized courses in business development applied to Tech, Engineering and Manufacturing sectors: Internet of Things, Machine Learning, FinTech, Energy, Healthcare and Biotechnology;
> 15% of core courses in professional and intercultural development (ethics, leadership, intercultural management and communication).

Regarding the capstone opportunities, students may choose among the following ones:
> a four to six months in-company internship to be completed anywhere in the world with the related professional practice report;
> a thesis;
> a consulting project.

Course Content

ECTS

Analytical and Strategic Skills

12

International Business Strategy and CSR

4

At the end of the course, the student should be able to:

Understand the main strategy theories, and apply them to organizations that operate in increasingly global markets;

Answer the question: ‘What determines the success or failure of firms around the globe?;

Gain insight into the decision-making process underpinning international business strategic management;

Implement the “strategy tripod” to analyze strategy from an industry-, institution-, and resource-based view;

Identify and discuss challenges and opportunities that the globalization of markets poses to companies;

Understand the activities, goals, and responsibilities of organizations active in a global environment;

Have greater awareness about ESRS topics such as: the relevance of CSR for companies that operate in international markets, triple bottom line, stakeholder theory.

Research Methods for Business

3

The course is designed to immerse students into the principles of descriptive and inferential statistical analyzes. Through lectures, in-class exercises, and a tailored online environment, this course addresses the collection, description, analysis and summary of data, including the concepts of frequency distribution, parameter estimation, hypothesis testing, and regression analyzes. At the end of the course, the student should be able to:

Produce and interpret graphical summaries of data;

Describe basic characteristics of the data distribution;

Produce and interpret numerical summary statistics;

Understand properties of the normal curve;

Graphically and numerically describe the relations between two quantitative variables;

Interpret a correlation coefficient, r, and the coefficient of determination;

Formulate and interpret null and alternative hypotheses;

Fit simple linear regression models;

Use simple and multiple linear regression models to predict the value of one variable based on the value of (an) associated variable(s);

Fit and interpret interactions between independent variables.

Managing Consultancy

2

At the end of the course, the students should be able to:

Evaluate the tools for managing time and resources in order to lead projects effectively;

Analyse the nature and rigour of management consulting;

Synthesize multifaceted information from various sources across different functional fields (6B);

Integrate different skills and management disciplines in support of interdisciplinary responsibilities (6C);

Apply problem solving, design and other analytical skills and learn overall consulting process skills;

Propose creative solutions within an organization (3B);

Organize change management processes (3C);

Employ state-of-the-art management techniques;

Formulate strategically-appropriate solutions to complex and unfamiliar challenges in the professional field;

Apply the code of ethics in management consulting.

Business Simulation

3

This course is based on a business management simulation game that integrates the functional areas of production, marketing, logistics, finance and strategy. It increases the participants’ awareness of operating a company from a general management perspective. At the end of the course, the student should be able to:

Understand how to design and implement a strategy for different kinds of markets;

Interpret and forecast market situations and financial results and translate them into goal-oriented decisions;

Analyze problems, find solutions and take decisions in a context characterised by changes;

Recognize the interactions among the various companies and external stakeholders in a complex and interrelated environment.

In this business game, teams will develop and execute strategies for their simulated company operating in different markets with specific customer behavior, cost structures, and currency fluctuations. They will be required, in several rounds of the game, to make operational decisions and overcome various business challenges

International Management Skills

25

Global Finance

4

This course focuses on financial globalization, that is, the opening up of a country’s financial system to capital flows and financial firms from other countries. It provides the necessary background to understand the basics of global financial markets, and then presents two important but related aspects of global finance; the existing financial regulation, the two recent financial crises, the subprime and the sovereign debt crisis. It also presents possible solutions to fix global finance. At the end of the course, the student should be able to:

Understand the basics of financial markets (bonds, stocks, and derivatives markets);

Understand the foundation of Basel regulation;

Understand the subprime and the sovereign bond financial crisis;

Understand the ideas to reform global financial regulation;

Understand what can be done to fix the global financial system.

International Economics

3

At the end of the course, students should be able to:

Identify and explain economic concepts and theories related to the behavior of economic agents, markets, industry and firm structures, legal institutions, social norms, and government policies;

Analyze the determinants and consequences of the international integration of markets as well as the challenges and risks of international trade and investments;

Appreciate the impact of globalization on goods, labor, and financial markets.

Change Management

2

Understanding change: students will gain awareness in order to accept that change is a big challenge, at both personal and organizational level, but that it can be managed.

Diagnosing the change context: students will work together using models that allow them to detect the biggest difficulties that managers and teams face during change programs, but also lead them to understand what is the best way to act on these challenges.

Planning the change intervention: students will focus on practical actions, to help them understand that, although change is a constant challenge affecting various levels (personal, cultural, organizational), it is important to respond to it in a practical way.

Communication and change – managing resistance: In the final part of the class, students will discuss the capabilities that managers and organizations need to develop in order to become more agile and better ready to face change.

Leading and managing continuous change: what are the competences that managers need to have to lead successful change programs?

Supply Chain Management

2

The course objective is to cover the supply chain strategy and concepts and to give students a solid understanding of the analytical tools necessary to solve supply chain problems. As a result, the goals and objectives are as follows:

Describe how a company achieves strategic fit between its supply chain strategy and its competitive strategy;

Identify the major drivers of supply chain performance, understand how they are related;

Understand the trade-offs between different SC networks;

Apply concepts to improve supply chain performance;

Analyze a supply chain network, identify problems and suggest improvement solutions focusing on the key drivers of the supply chain;

Analyze global supply chain network design decisions in an uncertain environment.

International Marketing

4

This course presents an introduction to global marketing. The topics covered in class include the international marketing context, the selection process of potential international markets and alternative market entry strategies, the development of the international marketing strategy, and the standardization vs. adaptation debate when designing the international marketing mix. In addition to lectures, the course consists of (video) case studies, in which students will have to critically apply the concepts discussed in class and propose their own solutions to the various real-life problems and/or situations. Last but not least, students will be asked to work on a group project applying the concepts learned in class to a global company of their choice. An active, interactive, and critical approach is fundamental for this course. At the end of the course, the student should be able to:

Effectively search for, identify, and analyze information related to global market opportunities;

Conduct a market attractiveness analysis;

Determine appropriate market entry strategies;

Develop a global marketing strategy;

Design appropriate marketing programs for foreign markets.

Negotiation for International Managers

2

The goal of this course is to give students the tools to create/maintain fruitful international business relationships through negotiation processes aiming to reach mutually satisfying outcomes. The content of the course will be centered on the following topics: distributive and integrative negotiation settings and strategies, the influence of culture in negotiation strategy and a glimpse into complexity in international negotiations. Overall, the objective is to provide key concepts and analysis grids, to be useful in various professional settings, in particular in intercultural settings. This course will consist of a mix of theory delivered to the students and application exercises and realistic role plays. Class discussion will be based on the students’ performance in the exercises and the concepts will be illustrated by the group’s experience in negotiation. Active class discussion will enable appropriation of the concepts and to create links with the participants’ past experience

Principles of Accounting and Management Control

2

It is often stated “accounting is the language of business”. This course provides an introduction to this global language. One must understand accounting to function effectively in today’s international world. Further, one must develop an understanding of the ethical and regulatory environment of accounting to respond to diverse business decisions and situations. Although some students do specialize in accounting and other quantitative diciplines, even those that do not will find their skills strengthened by being able to work with and explain the meaning and limitations of accounting information. Objectives of the course:

Evaluate the use of accounting information for both external and internal decision making;

Understand financial statements to assess overall business performance, financial solidity and profitability;

Construct and interpret management accounting information for decision making, planning and control.

Project Management

3

The objective of the course is to introduce advanced methods of project management.

At the end of the course, students should be able to:

Understand the major approaches and related methodologies of project/group organizational design;

Understand the principles and the objectives of project management;

Master tools for managing time and resources in order to lead projects effectively in different business contexts;

Understand how to organize project teams, considering the individual and social implications of team-work.

Managing People

3

This course will give a global view on human resources management with a chosen focus on how to build engaging organizations and foster engaged people and teams, rather than describing process-only policies. The course will use a combination of lecture, discussion, individual work and team workshops.

At the end of the course, students should be able to:

Outline the interactions between human capital management and organizational performance in a multicultural environment;

Understand the key differences between satisfaction, motivation and employee engagement;

Demonstrate basic knowledge on what is driving team performance and behaviour, and what characterizes an engaging leader;

Discuss how HR and CSR can monitor organizational engagement and improve the employee experience at work.

Technology Management

14

Digital Transformation

2

Digital transformations are pervasive, and yet, difficult to fully understand and plan. This course provides a framework to assess their impact, design a digital transformation strategy, design digital products and services that benefit the ecosystem, and carry out projects in an increasingly international environment with remote teams and cultural issues to address.

Course objectives:

  • Provide basic understanding of what digital transformations are,
  • Make students design a digital transformation strategy for a specific company,
  • Have students experience the benefits of a Design Thinking approach to produce better digital solutions
  • Have students learn by doing: structure and present digital transformation strategy and project on business cases, and experience how to coordinate efforts using remote collaboration tools,
  • Provide insights on human and cultural issues affecting digital transformation projects.


Content to be covered within the course:

Impact of Digital Business Transformations on user experience, processes, collaboration and innovation

Zooms on specific sectors (retail, transportation, banking, manufacturing, …) and geographies (US, specific countries within Europe, Africa, Asia)

Business model canvas adapted to digital transformations and analytical instruments in use within Wavestone consulting company to plan the digital transformation and decide of strategic options

Design Thinking methodology and techniques applied to a common business case and possibly a common emerging technology such as chatbots, artificial intelligence, or robots.

International project management tools & techniques for remote teams

Testimonies from large French and international companies undergoing digital transformation

Legal aspects of innovation and digitization

2

The course focuses on several legal tools for protecting intangibles, in particular intellectual property rights. More precisely it aims at explaining which different forms of protection may apply on an intangible, what are the related advantages and costs, so that the owner can think strategically.

Lean Entrepreneurship

2

Classes begin with an introduction to theory about the following topics, with discussion of real-life cases. They continue with a practical application on an entrepreneurial project of the student’s choice. Work is in teams.

  • Introduction to entrepreneurship under conditions of uncertainty: effectuation principles and lean startup.
  • Ideation.
  • Entrepreneurial team formation.
  • Business model canvas.
  • Value proposition design.
  • Advanced issues in business modeling (hybrid models, innovating, etc.).


At the end of the course, the students should be able to:

Explain the principles of effectuation and lean startup.

Apply some ideation techniques.

Understand the development of entrepreneurial teams.

Describe the components and functioning of a business model.

Develop a value proposition.

Evaluate a business model.

Big Data Analytics

2

At the end of this course, the students should be able to approach large-scale data science problems with creativity and initiative.

Innovation in regulated industries

2

The course will focus on innovative strategy and new business models in regulated industries (e.g., energy, healthcare, biotechnology).

Emerging technologies (blockchain, AI) for business

2

Understand the implications and opportunities of Artificial intelligence, augmented and virtual reality for business strategy, as well as the economic, ethical and societal issues they raise.

FinTech

2

This course focuses on the emergence of new business models in various areas of banking, insurance and wealth management. It also addresses the underlying technologies.

Professional and Intercultural Development

9

Intercultural Management

2

Intercultural management is a multidisciplinary approach to the communicating and understanding problems encountered in interactions between individuals and society/organizations as well as individuals/ organizations interacting with global communities. The ability to understand and communicate appropriately is a crucial competence in all intercultural interactions. In this course, an examination is made of theories and research advanced by behavioral sciences in relation to the understanding of cross-cultural communication. The main aim is to fully explore cultural factors and their impacts on global managerial practice. Furthermore, this course aims to provide students with strategy, awareness and observation skills needed to succeed in any cross-cultural interaction and negotiation worldwide. This course complements other management and marketing disciplines in developing cross-cultural management skills and knowledge essential for graduates entering managerial careers in increasingly globalised economies around the world.

Business, Ethics & Managerial Behavior

3

In a complex and fast moving environment challenges like globalization, diversity, competition, and sustainability require organizations and their constituents to continuously adapt, innovate, and engage in long-term improvement processes. Organizations, on the one hand, need to broaden their traditional view of business. They are required to adopt long-term perspectives, combine profitability with sustainability, behave ethically, while all the while managing various stakeholders’ expectations. Future managers, project managers, team members, on the other hand, need to embody ethical values and practices in their day-to-day (managerial) behavior in order for them, and their organization, to attain an ethical and sustainable competitive advantage. At the end of the course, students should be able to:

Understand different environmental changes that require integrating ethics in business practices;

Develope responsible managerial practices to manage change and sustainability;

Use ethical theories, develop a stakeholder approach, and apply methodologies to solve business ethical dilemmas;

Appreciate the value added of behaving ethically (AACSB);

Identify personal strengths and weaknesses with regards to speaking in public.

Authentic Leadership

2

The aim of this class is to develop leadership potential. Through a series of lectures and exercises this class develops leadership knowledge, skills, and attitudes in four important leadership domains: task-oriented, relation-oriented, change-oriented, and ethics-oriented leadership. At the end of the course, the student should be able to list the major theoretical approaches to leadership classified under the following headings: task-, relationship-, change-, and ethics-oriented leadership. The students should also be able to apply the leadership skills and competencies under these topics in a leadership setting. Finally, the students should embody the core values, attitudes and identities associated with authentic leadership. The student should be able to present their own plan as a leader, acknowledging their strengths and weaknesses to do so and present this plan in front of class.

Career Program

2

At the end of the course, students should be able to:

Build a professional career plan;

Identify personal skills and acculumated experiences (e.g., Master experience);

Adapt professional tools (e.g., CV, LinkedIn) to the local market;

Develop an accurate representation of their professional profile;

Use personal networking to better identify professional opportunities;

Gain insight into techniques and tools to find a job or an internship in France or abroad;

Build self-awareness of personal vocations and interests.

Hands-on Experience

30

3 choices : Internship or work experience, thesis, or consulting project

4-6 month internship or work experience, thesis, or consulting project anywhere in the world.

French language classes

French language lessons

French language lessons for all levels are included in the program for international students. French is the mandatory choice for all non-French speaking students.

*Please note that courses are subject to change; please check with the recruiter if you have any questions.

Zoom on… The program, from the course developer

“My experience in developing programs for students with a STEM background has taught me that these students are not afraid of complexity and that they enjoy delving deep into technical issues. However, the complex situations that companies/organizations face today require people with a global vision, who can analyze a problem from many angles and perspectives. This is why it is so important that a “tech” approach and a business approach go hand-in-hand.

This need for such a dual approach was reinforced again and again when I spoke to executives and HR representatives from top international and French firms, all of whom highlighted the need to further develop the soft skills and business acumen of these students. Our program, therefore, caters to students with a STEM background who want more. We are here to help you build on your technical strengths and open new paths for your future. In the heart of La Défense in Paris, Europe’s largest business district, we will provide you with a comprehensive and multidisciplinary approach to business and management in an international context. This will include, among other things, cutting-edge technology management courses. We are also putting a strong focus on professional and intercultural development, as it is key to crafting changemakers for a better society, which is at the heart of IÉSEG’s vision.”

Dr. Cyrine BEN-HAFAïEDH, Academic Director

Workshops and Corporate Events

Alongside the courses, the program includes various workshops and corporate events to further develop your personal and professional skills. These cover a range of topics, such as conflict management in cross-cultural environments and intercultural communication.
Our Career Program helps participants to establish their professional career plan by working on their skills, personal strengths, and using networking tools to be prepared to meet recruiters’ expectations internationally.

Discover the Career Program

Internship

The MSc in Strategy and Digital Transformation internship can be undertaken in France or abroad, and covers between 4 to 6 months.
Our Corporate Relations department organizes regular meetings to inform students on available internship-research tools.
Students have access to IÉSEG platform to browse offers for internships, as well as IÉSEG Alumni Network.
A professional counsellor supports students in their career search and helps them prepare for the labor market. He/she offers assistance with revising students’ resumes and cover letters and helps them prepare for their job interviews.psum

IÉSEG key institutional partners

IÉSEG has a team dedicated to developing relationships with private corporations in a wide range of sectors and industries. We have notably developed institutional partnerships with the following companies that are particularly looking for engineer-manager profiles:

  • DHL
  • Keolis
  • Saint Gobain
  • Accenture
  • Cap Gemini
  • IBM
  • Oracle
  • Cerba
  • Sanofi
  • Michelin
  • Air Liquide

Local contact

Find here your dedicated contact in your region

General contact

Mrs. Élise LANCELOT