1.Active learning
Each session, students have an opportunity to apply the material they have learned. The lectures are structured to encourage discussion.
2.Real world practice. Choice of company
On the very first day, students face a simple but weighty choice: pick a public company. It sounds straightforward, almost arbitrary—Coca-Cola or LVMH, Nike or Pfizer—but the decision sets the stage for everything that follows. By design, no two groups are the same, which means the classroom becomes a miniature version of the marketplace itself, with banks such as JPMorgan rubbing shoulders against airlines like Delta.
For the rest of the semester, each student steps into an unfamiliar role. They aren’t just observers of the company they’ve chosen; they become it. They are asked to think like an executive, to wrestle with the same questions that define the lives of real executives—How many people are we going to hire next year? How do we increase prices? Do we prioritize new or old clients?
I don’t lecture so much as provide a toolkit: best-in-class templates with examples of how companies bend and stretch these tools to make sense of themselves. The point is never just calculation. It’s translation—turning streams of data into clarity, into narrative, into decisions. There are no right or wrong answers in this class. By the end, students learn how to transform numbers into stories compelling enough to persuade.
C-Suite executives from the company picked by students join session 12 to respond to questions from speakers. See the list of speakers in the speakers pageSpeakers
3.Safe place to learn
There are no right or wrong answer in this class. We promote different opinions in all sessions. This is a safe place to make mistakes.