As an MBA alum from CBS, you can sign up for MBA electives and join this year’s current EMBA, GEMBA, and Full-time MBA classes. This is an oustanding opportunity to upgrade your MBA knowledge and learn alongside your peers.

For a detailed description of each course, please read more below.

Course fee: One elective costs DKK 5000.

How to sign up: Send an email to the MBA Alumni Team at Requests are handled on a first come – first served basis.

Aims and objectives
Corporate Governance is “the control and direction of companies” by owners, boards, regulators and stakeholders. This course introduces course participants to the mechanisms of governance: finding the best owner of a company, exercising active ownership, composing a competent board, balancing management and board work, designing a sound and long term oriented incentive program and so on. Participants learn to assess the costs and benefits of alternative governance mechanisms – law, ownership, boards, incentives etc. – and how they can be applied in individual companies. The course not only seeks to provide participants with a thorough theoretical understanding of corporate governance, but also with insights that are highly relevant for a more practical perspective.

Course content
The course covers the theory and mechanisms of corporate governance as well as comparative systems of governance. We focus on agency problems in listed firms, how they can be mitigated by ownership, boards and other mechanisms, and how alternative governance models handle their problems. In- particular the course focuses on board dynamics, including board diversity – the way boards make decisions concerning key issues like corporate strategy, CEO succession, risk management or M&A. Students learn do appreciate what a board is, how board members are selected, and how the board interacts with shareholders, company management and other constituencies. The course will deal with the issue of investor protection and international financial development, including how one may quantify investor protection. The market for corporate control will be introduced as well as the impact of takeover defences. The course ends with a discussion of the principle of comply and explain in national code – illustrated with the latest Danish evidence on corporate governance compliance. – The course builds on and extends a basic understanding of management, strategy, accounting, law and finance.

Learning goals
The aim of this course is to gain an in-depth understanding and working knowledge of corporate governance. The course will introduce the students to corporate governance issues and teach them to analyse how different corporate governance mechanisms – like ownership and board structure, legal systems and incentives – contribute to the solution of agency problems and influence corporate economic performance. Using this framework the course will then study the impact of corporate governance on corporate performance depending on company specific factors. The course will enable students to undertake a corporate governance review of an individual company including an assessment of how ownership, board structure, managerial incentives and system characteristics influence company performance.

More specifically students will (within the practical limitations of a single course):
• Learn how to identify and analyse corporate governance (agency) problems.
• Learn to analyse how the corporate governance of a particular company is likely to influence its economic performance.
• Learn to appreciate how the governance, behaviour and performance of individual companies are shaped by the governance system, in which they operate.

Teaching Style
Participants will learn through a combination of pedagogic methods. Lectures combined with in-class discussion of company case studies will be based on assigned readings, i.e. a textbook and some research papers. The course will consist of lectures, classroom discussion, a case discussion, and Q&A sessions with experts from the business community. Participants will give case presentations and interact with experts from the business community.

Professor Caspar Rose, Center for Corporate Governance at Department of Accounting, CBS

Exam: Individual written exam assignment. Max. 10 pages (+ appendices) to be handed in to CBS Digital Exam

  Period Structure Exam
Corporate Governance May 14, 15 and 16, 2020 Block seminar:

Thursday, Friday and Saturday,

all days 9 am to 6 pm


Hand-in of exam assignment: June 25, 2020 at 12 noon



Leading change and nurturing organizational transformation is a key ingredient to innovation and value generation, let alone organizational agility and prosperity.

At the backdrop of pervasive digital disruption and the changing nature of work, gaining solid insights into the mechanics of organizational transformation and obtaining the right tools for managing change have become critical for one’s ability to mitigating risks and leveraging on emerging opportunities to benefit the enterprise.

Building on insights from research and practice, the course offers theories, models, and frameworks for understanding and managing change in the context of organizations and workplace settings. The course touches upon the triggers and dynamics of change, the leadership and facilitation of organizational change and development, and the reactions and responses of people to change. Specifically, the course highlights topics such as organizational transformation, resistance to change, coping with and making sense of change, serious games to facilitate change, nurturing change agents, the new nature and future of work, change platforms, and cultivating generative agile organizations.

The course emphasizes the possibilities in developing organizational settings in which people are able to flourish and where beneficial business activities can emerge. Participants are invited to go beyond the perhaps dominant notion of top-down managed change and explore the potential of bottom-up transformation that aims to enhance organizational agility and prosperity from any organizational position, regardless of rank or capacity.
Learning Objectives:
At the end of the course, the participant should be able to:
– Identify and describe the prevalent change management and organizational transformation issues in today’s organizations.
– Discuss and reflect upon the use of different theoretical perspectives for understanding and leading change in organizations.
– Apply the theoretical perspectives presented in the course to the analysis of a change management case.
– Make recommendations about the planning and management of organizational change initiatives.

Teaching Methods:
The course is based on thematic lectures, guided discussions, mini-workshops, guest lectures, and student presentations. The class meetings are interactive and provide participants with a space for ongoing engagement and knowledge exchange that contextualizes the theory in practice and the lived experience of the participants. Among other tools and frameworks, the course will feature a change simulation game and the Appreciative Inquiry Summit methodology that can further the ability of the participants to master and lead organizational change and business transformation. We are looking forward to the successful fifth round of the course.

Pre-Course Assignment:
In preparation for the seminar, please describe to the best of your ability a case of an organizational change in which you were involved. Consider the following guiding questions:
– How would you characterize the change initiative (e.g., triggers, scope, duration, people involved)?
– How was the change initiative managed?
– What were the challenges encountered and how were they addressed?
– What were the lessons learned?
Please upload the case description (max 2 pages) in the discussion area at Canvas no later than ten days prior to the first class (4 May 2020).

Academic coordinators:
Professor Michel Avital, Department of Digitalization, Copenhagen Business School
Professor Tina Blegind Jensen, Department of Digitalization, Copenhagen Business School

Individual take-home written exam assignment. Max. 10 pages, to be uploaded to CBS Digital Exam by June 25, 2020 at 12 noon.


Leading Change and Nurturing Organizational Transformation May 14, 15 and 16, 2020 Block seminar:

Thursday, Friday and Saturday,

all days 9 am to 6 pm


Hand-in of exam assignment: June 25, 2020 at 12 noon


Big Data has the potential to revolutionize the art of management. Although there is still a paucity of empirical research to assess the business value of big data, the studies that exist show that companies that do best are those that use data as a key strategic tool. These companies embed data centrally in their strategic decision-making. They collect, process, share and proactively use data to improve both internal processes (e.g. production, logistics) and exploration of new types of interaction with stakeholders (e.g. supply chain, B2B, B2C). In contrast, companies that are likely to fail first and fast are the ones that overlook the usefulness of Big Data. The focus is on Big Data (that identifies new, interesting behavioral insights). Experts are concerned that especially SMEs seem to be divided into pursuers/users and deniers of Big Data technology. We also introduce Small Data (i.e., deep socio-cognitive data) which identifies profound social, cognitive and emotive drivers that underlie much of the observed behavior which Big Data detect.

Big Data makes it possible both to improve logistics (to save money) and to create more relevant and meaningful customer experiences leading to an increase in top line. Yet, applying Big Data requires technological savviness as well as the ability to rethink current strategic orientations and opportunities–in other words, a cognitive agility and perspective taking that often challenge existing managerial mindsets related to market approaches. Companies that continue to see the world through their existing managerial mindset risk becoming expensive old companies (i.e., old businesses approaches with new technology) and unable to generate the necessary impact, as managers remain stuck in their current mental mindsets and silo thinking. We introduce four dominant managerial mindsets, each of which confines mangers to certain perspectives, and use new technologies in particular ways. We illustrate the consequences of such mindsets through a series of cases. It follows, that to utilize a new technology (e.g., Big Data) and disrupt existing processes, managers need to become aware their mindsets. This can be quite difficult. Therefore, we introduce a mindset test that identifies your managerial mindset. So far, more than thousand managers has taken this test. We introduce insights gained from these tests, including how managers have worked with changing/adjusting their mindsets within management teams. If companies want to create disruptive innovations and interact with the market in new ways, managers need to become aware of their own and their colleagues’ mindsets, and whether these corresponds to that of their core stakeholders (e.g., customers). Matching the right managerial mindset with the right technology is key to disrupting existing practices during the ongoing technology-mindset interaction in the organization and the market. We show how such a matching enables organizations to become more nimble, proactive, and innovative. We also discuss how best to introduce new technology-mindset to an organization.

This course addresses, among other, following issues:

• Improving the logistics with Big Data (structured/unstructured)
• Improving market strategies through optimizing the technology-mindset interaction
• Mindset Matrix
• Technology-Mindset Innovation Matrix
• Processes and support for data collection, analysis, and use
• When to anticipate disruptions by smaller more agile organizations
• How to proactive work with Big and Small (deep socio-cognitive) Data
• Leadership, culture and support for introducing knowledge sharing based on data across the organization
• How to interpret data and communicate findings internally as well externally so it is of use for the organization and makes a difference to the customer
• Moral, ethical, and especially legal issues in relation to data collection and use


Professor Torsten Ringberg, Department of Marketing, Copenhagen Business School.
Per Østergaard Jacobsen, External Lecturer, Department of Marketing, Copenhagen Business School

Exam: Individual written exam assignment. Max 10 pages (+appendices), to be uploaded to CBS Digital Exam


  Period Structure Exam
Strategic Use of Big Data May 14, 15 and 16, 2020 Block seminar:

Thursday, Friday, and Saturday.

All days 9 am to 6 pm


Hand-in of exam assignment: June 25, 2020 at 12 noon


This course uses economics as a framework for strategic decision making. It shows how the methods and results of modern game theory can be applied to business strategy and industry analysis. The insights gained in this course will help you to forecast and understand the actions of your rivals, suppliers, and customers and to formulate a good strategic response. The focus is on strategic interactions between firms (e.g. product positioning, R&D competition, and mergers), within firms (e.g. incentive contracts and bargaining), and between buyers and sellers (e.g. asymmetric information, market design, vertical contracting, and licensing). This course is a natural continuation of the microeconomics part of the core course Economics. The methods developed in this course are useful to reach a deeper understanding of the forces that shape markets and are particularly indicated for students who intend to specialize in strategy, finance, or general management.

For most of the sessions there will be an assigned case.

Learning Objectives:

Upon completion of this course the student should be able to analyze the competitive situation in a market using economic principles. The student should be able to apply the Porter’s Five Forces analysis to gain an overview of the current state of the market as well as make an assessment of its likely future development. The student should be able to assess the competitive position of the various firms in the industry, and have an understanding of how the profits in a value chain are divided across firms. The student should be able to identify structural and strategic entry barriers and make inferences about whether these give firms a sustainable competitive advantage.


Professor: Marcus Asplund

Time: 20 April – 24 April

Exam: Hand-in 15 May

In this elective, we will study the following major corporate events:

  • Initial Public Offering (IPO)
  • Mergers and acquisitions (M&A)
  • Leverage buyouts (LBO)
  • Restructurings in financial distress
  • Corporate spin-offs

We will cover the main characteristics and drivers of these events and discuss the challenges and risks related to the events. The discussions will bring in aspects of, for example, financial markets, valuation, financing, payout policy, risk management, and corporate governance including incentives and strategy.

The course will be based on the discussion of several interesting cases and the participants are expected to prepare these cases at home and to participate in case presentations and discussions in class. You will be assumed to be familiar with the tools from core finance courses (capital structure, WACC, valuation, etc.).


Professor: Ken Bechmann

Time:  25 May – 29 May

Exam: Hand-in 26 June