Master of Science in Business Analysis & Consulting Programa

Build, deploy and develop your analysis skills for consulting.

  • Format

    2 semestres + prácticas profesionales

  • Languages

    Inglés

  • Location

    PARIS

  • Fees

    16.500€

  • Intake

    septiembre

  • Credits

    90 ECTS

Acreditaciones

Programa

La maestría MSc in Business Analysis and Consulting está desarrollada para dar a los participantes todas las habilidades de gestión y comunicación necesarias para comprender cómo se puede lograr un desempeño sostenible y cómo se puede implementar el cambio en una empresa.

El programa se ofrece a tiempo completo y consta de 2 semestres consecutivos de clases (septiembre a mayo) seguidos de una experiencia profesional (a partir de junio). El plan de estudios cuenta con clases fundamentales y electivas; la estructura se basa en una combinación de teoría y práctica.

Durante la maestría, los estudiantes deberán aplicar los conceptos, modelos y teorías cubiertos, en estudios de casos (business cases). En consecuencia, cada clase los ayudará a desarrollar aún más sus habilidades de comunicación y la capacidad de trabajo de su equipo.

Contenido del programa

ECTS

Consulting

16

Consulting Tools

4

This course introduces students to consulting tools and methods, presenting consulting project activities and real-life examples using business cases.

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

Assess the values of the organization in which they work.

Breakdown complex organizational problems using the appropriate methodology.

Propose creative solutions within an organization.

Organize change management processes.

Employ state-of-the-art management techniques.

Be a reference point for expertise-related questions and ambiguities.

Understand the nature and rigour of management consulting.

Manage the client relationships and effectively address problem situations with diverse executive types.

Demonstrate effective knowledge of the code of ethics in management consulting.

Communication Skills

2

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

Identify the need for change and to implement the change

Lead a project successfully

Understand differences in communication based on MBTI – and ability to adapt communication accordingly

To have built a toolkit of phrases in communicating:
– in a meeting negotiating
– managing conflict
– legal terminology relating to contracts

Understand not only the language but the importance of using the correct form i.e. ‘diplomatic’ language

Learn how to express themselves and how to interact in a meeting

See personal progress

Ethics and CSR

3

Understand the global context of business, key issues for business activity, as well as business’ social and environmental impact;

Develop a strategic, proactive vision that reflects social and environmental concerns while emphasizing competitive advantage, corporate value creation, innovation, and leadership;

Apply theory to practice by emphasizing how global businesses can potentially contribute to the creation of positive social change and to the development of a sustainable future.

In this perspective, the course could be structured around the following sequences:

Defining CSR and stakeholder management;

Designing and implementing a CSR strategy;

Communicating CSR through reporting and advertising;

Implementing CSR through responsible leadership;

Coping with ethical dilemmas in CSR.

Business Process Modeling

4

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

Communicate effectively in English to explain a business model.

Breakdown complex organizational problems using the appropriate methodology; specifically, use BPMN and UML to model business processes.

Use metaphors to describe creative approaches to business problems.

Convey powerful messages using contemporary presentation techniques; specifically, present, explain, and discuss a business model.

.Determine problem areas in a process and design solutions for those problem areas.

Employ state-of-the-art management techniques (BPMN and UML).

Demonstrate an expertise on key concepts, techniques and trends in their professional field ;Specifically modelling, troubleshooting, improving, and redesigning business processes.

Be a reference point for expertise-related questions and ambiguities about business processes.

Managing and Leading the Professional Service Firm

2

At the end of the course, the student should have a critical understanding of the most important business drivers in a knowledge based organisation:

understanding the underlying economics and building the right profitability metrics and key performance indicators;

finding the appropriate leverage model;

building, nurturing and overcoming challenges of managing multi-disciplinary expert teams;

understanding the complexities of managing individual technical experts towards a common goal, and successfully collaborate within a intercultural team, including the impact of constructive personal feedback and guidance;

defining the best remuneration and incentive models for private partnerships (lock-step, merit based, adhoc or sustained performance, etc.), and how to appraise the performance of a team;

assess the values of the organization in which they work;

measuring the importance of building trust with clients and understand that a quality product does not automatically equate with a quality service;

applying these concepts to professional services firms (audit, consulting, financial advisors, M&A firms, law, tax, architects, etc.) by breaking down complex organizational problems through the appropriate methodology;

proposing creative solutions within an organization;

organizing change management processes.

Quantitative Methods

10

Statistics for Consulting

6

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

Breakdown a complex problem into smaller parts, especially when the problem is non trivial.

Formulate appropriate solution to solve each part of the complex problem: being able to select the relevant tools, select the right data, avoid mispresentation…

Cross check data, identify outliers and solve missing data problems.

Collect relevant data using surveys and sampling methods.

Understand the importance of wording and variable description.

Propose creative solutions given the understanding of the data.

Master basic tools: correlation, box plot, distributions, payoff tables…

Select the relevant method: Baye’s analysis, confidence intervals, parametric and non parametric tests… and be able to check assumptions (normality…).

Master expect knowledge tools and understand the new trends in analysis.

Analyze numerical and especially categorical data.

Demonstrate expertise in advanced tools and methods: SPC/SQC, Acceptance Sampling, Capability, Control charts, Decision Rules.

Link statistics with management methods and quality tools such as the six-Sigma.

Formulate, model and solve optimization problems.

Be open to new developments in their field of competence and be a reference point for those developments.

Master a professional software.

Benchmarking and Performance Analysis

4

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

Measure and explain producer performances.

Define and measure efficiency and productivity.

Apply microeconomic analysis to decision methods of businesses or other management units.

Bridge economic theory and management in practice.

Use quantitative techniques such as index numbers, productivity accounting, price recoveries.

Apply benchmarking and performance analysis to real managerial data.

Develop a research project within a multi-cultural student group.

Present results orally to a committee composed of academic and professional members.

Management

19

Managing People and Teams

2

At the end of the course, the student 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.

Economics of Firm Strategy

2

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

Exploit the basic tools of microeconomic analysis (concepts, models, decision making,?) in order to better understand decision making managers face.

Understand and predict how the evolution of the economic environment may lead to changes in strategic decision making.

Prescribe efficient solutions to problems related to economic uncertainty.

Elaborate innovative solutions to issues related to markets’ evolutions and innovations.

Project Management

4

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

Breakdown complex organizational problems using the appropriate methodology.

Organize change management processes. Appraise the performance of a team.

Demonstrate an expertise on key concepts, techniques and trends in their professional field.

Formulate strategically-appropriate solutions to complex and unfamiliar challenges in their professional field.

Effectively apply in-depth specialized knowledge to take advantage of contemporary opportunities in their professional field.

Understand the key performance indicators for measuring project progress.

Utilize basic tools and commercial packages in project management.

Identify and manage the resources, risks, and uncertainties in projects.

International Business Strategy

3

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

Understand the general principles of strategy formulation understand the general principles of strategy formulation and international business strategy;

develop the competences to apply the basic frameworks to make effectual business decisions – understand how to integrate in an intercultural environment;

leverage international business information to formulate solutions in complex and unfamiliar situations;

develop sustainable strategic solutions for companies;

apply in-depth knwoledge to leverage opportunities in the professional field – define failure and success factors of international business strategy;

understand the role of different stakeholders for strategic challenges;

understand different internationalization strategies – understand how the environment affects strategy.

Change Management

3

The objective of this course is to make students knowledgeable about issues and opportunities in change management, and to give them instruments to analyze the obstacles, and how to overcome them, in order to act as change agents in their future company.The first part of the course is focused on understanding where resistance to change might come from, and how to diagnose problems that organizations might face when implementing new technologies or other type of change interventions. The second part of the course focuses on solution and best practices in change interventions.

Supply chain Management and Performance

4

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 the 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 network.

Apply the concepts to improve supply chain performance.

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

Model a simple supply chain network as a Mixed integer programming problem and solve it.

Use efficiently decision trees to compute the NPV of different supply chain network alternatives.

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

To present and demonstrate their understanding of the material, students will have to present their work effectively in English. Students will also have to demonstrate their capability in composing constructive feedback.

Generating Business Value with IT

2

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

Identify, measure, and evaluate a company’s digital strategy as it relates to the relationships between value drivers, value levers, and digital technologies.

Develop hands-on experience with understanding and using key digital technologies that drive digital strategy.

Demonstrate effective visualization and data analytics skills.

Analyze and solve business case situations related to digital technology problems.

Career Program

2

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.

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

Build a professional career plan;

Identify personal skills and accumulated 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.

Learn more about the Career Program

Audit & Finance

9

Financial Reporting Analysis

3

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

acquire an advanced knowledge of how to interpret and analyze financial statement;

demonstrate an expertise on key concepts, techniques and trends in their professional field;

understand the application of this expertise for making effectual decisions as accountants, equity analysts, lenders, investment bankers, boards of directors, or external consultants charged with monitoring or advising on corporate performance and the behavior of management;

deliver an effective oral presentation of important course concepts applied to a real life company;

successfully collaborate within an intercultural team on any professional project involving technical skills acquired during the course;

communicate effectively in English any aspect of the expertise thus acquired.

Management Accounting

3

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

Identify the purpose of a business (its missions) and discuss the issues to be considered when setting the financial aims and objectives of a business.

Explain the role of management accounting within a business and describe the key qualities that management accounting information should possess.

Explain the changes that have occurred over time in both the role of the management accountant and the type of information provided by management accounting systems

Define and distinguish between relevant costs, outlay costs and opportunity costs.

Identify and quantify the costs that are relevant to a particular decision.

Use relevant costs to make decisions.

Set out relevant cost analysis in a logical form so that the conclusion may be communicated to managers.

Deduce the full (absorption) cost of a cost unit

Discuss the problems and the usefulness of full (absorption) cost information to managers.

Describe the nature of the modern product costing and pricing environment.

Discuss the principles and practicalities of activity-based costing.

Explain how new developments such as total life cycle costing and target costing can be used to manage product costs.

Explain the theoretical underpinning of pricing decisions and discuss the issues involved in reaching a pricing decision in real-world situations.

Discuss the nature and role of strategic management accounting.

Explain how management accounting information can help a business gain a better understanding of its competitors and customers.

Management Control and Decision Making

3

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

Communicate effectively in English: Be able to debate and present an informed argumentation about the pros and cons of various management control systems.

Organize change management processes: Understand how management control systems impact decisions and practices, and how they participate in change processes, and put this understanding in practice.

Appraise the performance of a team: Evaluate the performance of a business unit in its various aspects (variance analysis, financial indicators, multi-dimensional performance…)

Make effectual organizational decisions: Know how to use management control systems in making efficient decisions.

Electives

4

Electives

Data Analysis in Python

Data vizualization

Excel VBA

Introduction to Financial Data Analysis and Firm valuation

SAP for Business Process Management

Hands-on Experience

30

Internship or work experience, thesis, or consulting project

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

Entrepreneurship Addendum*

30

5 courses and a collaborative project:

*Students holding a 3-year Bachelor degree (< 210 ECTS) as their highest-level degree prior to entering the Master of Science program that wish to receive the state-recognized Master degree on top of their MSc degree, will have to successfully complete an additional semester on Entrepreneurship. This is linked to the fact that a state-recognized Master degree in France requires participants to accumulate at least 300 ECTS, Bachelor degree included. As the standard Master of Science represents 90 ECTS, the School organizes a one-semester “Entrepreneurship Addendum” of 30 ECTS to enable all enlisted students to achieve the required 300 ECTS. The cost of this additional semester equals 4.500€ extra.

Technology Entrepreneurship & New Business Development

Creative Business Modelling

Design Thinking

Innovation Management

Entrepreneurial Funding

Clases de francés

Clases de francés

Clases de francés se incluyen en el programa MIB para todos nuestros estudiantes internacionales. Es obligatorio para todos los estudiantes que no hablan francés.

Zoom sobre… Una poderoza mezcla de teoría y práctica

La maestría MSc in Business Analysis and Consulting se basa en una combinación de teoría y práctica para preparar a los estudiantes para comenzar una carrera como consultor (consultant) o analista de negocios (business analyst). Los profesores que enseñan en el programa tienen experiencia en consultoría o áreas relacionadas. Profesionales están invitados (guest speakers) en algunos cursos para demostrar cómo se puede poner en práctica la teoría. Además, se organiza una serie de seminarios «Meet the Experts» Conozca a los expertos.

Estos seminarios pueden ser relacionados a una clase específica, como el seminario organizado en la clase » “Business Process Modelling” o pueden ser específicos del programa. En este caso, los profesionales asignan a los estudiantes un escenario de la vida real que les exige poner en práctica lo que han aprendido en las diferentes áreas del programa. Es una oportunidad única para que los estudiantes comparen sus sugerencias frente a lo que hacen los profesionales.

Talleres y Eventos Corporativos

Junto con las clases, el programa incluye talleres adicionales y eventos corporativos para desarrollar aún más las habilidades personales y profesionales de los participantes. Abarcan una serie de temas como la gestión de conflictos en entornos interculturales y la comunicación intercultural.

Nuestro “Career Program” ayuda a los participantes a establecer su plan de carrera profesional mediante un análisis de sus habilidades, fortalezas personales y el uso de herramientas de redes de networking para que estén preparados y cumplan con las expectativas de los reclutadores a nivel internacional.

Descubre el Career Program

INTERNSHIP

During their internship, students are able to combine theories of management with hands-on experience and apply the cross-cultural skills they have developed at IÉSEG.

Big Data Engineer, Customer Data Analyst, Data Analyst, Data Architect, Data Quality Engineer, Data Science Researcher, Data Scientist, Online Marketing Analyst, Performance Analyst or Pricing Intelligence Analyst for example: the internship opportunities offered by the program at the end of the curriculum are multiple.

Some companies which hire our interns: Trivago, Accenture, Teradata, Honda Europe, Bombardier, KBC, Materialise, Pipecandy, McAfee, CapGemini, Allianz, Sodexo, BNP Paribas, Bloomon, Auchan, AXA, etc.

The internship can be undertaken in France or abroad. Most students have done their internships in Europe or in Asia for example.

Partnerships

Colaboración con HICT
La oportunidad de aprender de situaciones profesionales concretas de líderes empresariales y obtener exposición a la experiencia del mundo real de profesionales exitosos son activos clave de este programa. Los estudiantes de este programa se benefician de la colaboración con HICT, una empresa de management y consulting en el mercado de la salud, para enriquecer su conocimiento de la consultoría.
HICT participa en el Professional Advisory Board (PAB) de la maestría. Jan Demey, Managing Director de HICT, explica: «Estoy convencido de que la consultoría es una profesión multidimensional en la que se deben combinar las habilidades blandas y duras para ayudar al cliente en la realización de sus objetivos. Este programa de maestría ofrece el conjunto de habilidades necesarias para convertirse en un consultor exitoso. Apoyamos este gran programa que incluye una pasantía para desarrollar experiencias prácticas,”. Jan Demey comparte su experiencia y los conocimientos de su empresa sobre las tendencias actuales con los participantes a través de charlas educativas.
HICT también ofrece pasantías a estudiantes de IÉSEG en sus oficinas en Brujas, Bélgica.

Contacto general

Pauline POUPARD