Executive MBA

Module Introduction

This module develops advanced strategic leadership capabilities and a critical understanding of organisational performance in complex and dynamic environments. Participants will examine how senior leaders shape strategy, culture, governance, and performance outcomes across diverse organisational contexts. The module integrates leadership theory, strategy execution, and performance management with real-world executive decision-making. It is aligned with UK FHEQ Level 7 expectations and RSBT academic regulations, requiring critical judgement, strategic insight, and applied professional practice.

Module Aims

• Develop advanced understanding of strategic leadership in contemporary organisations.
• Enable participants to critically evaluate leadership approaches and their impact on organisational performance.
• Build competence in analysing and improving organisational performance systems.
• Enhance awareness of governance, ethics, and stakeholder accountability in leadership practice.
• Prepare participants to exercise strategic leadership in complex and uncertain environments.

Learning Outcomes

• Critically evaluate theories and models of strategic leadership and organisational performance.
• Analyse organisational performance using appropriate strategic and performance management frameworks.
• Assess the role of leadership, culture, and governance in shaping organisational outcomes. 2 4. Develop and justify strategic leadership interventions to improve organisational performance.
• Communicate strategic analysis and leadership recommendations using appropriate academic and professional conventions.

Indicative Content

• Strategic leadership theories and executive decision-making
• Leadership, strategy, and organisational performance
• Corporate governance, ethics, and accountability
• Organisational culture and change leadership
• Performance management systems and KPIs
• Strategy execution and strategic alignment
• Stakeholder management and value creation
• Leadership in complexity, uncertainty, and crisis
• High-performance organisations and organisational learning
• Measuring and sustaining organisational performance

Learning and Teaching Strategy

Delivery will include interactive lectures, executive seminars, case studies, simulations, and peer learning. Participants will undertake substantial independent study, including critical analysis of their own organisations or relevant case organisations. As a 30-credit module, the workload and depth of analysis are proportionately higher than 15-credit modules, with emphasis on strategic judgement, critical reflection, and applied leadership practice.

Assessment Strategy

CW1: Leadership and performance diagnostic analysis of an organisation or business unit. CW2 (60%): Individual Executive Report (3,500–4,000 words) critically evaluating strategic leadership challenges and proposing evidence-based interventions to enhance organisational performance, with Harvard referencing.

Recommended Reading

• Johnson, G., Scholes, K. & Whittington, R. (2020). Exploring Strategy. Pearson.
• Northouse, P. (2021). Leadership: Theory and Practice. Sage.
• Kaplan, R. & Norton, D. (2006). Strategy-Focused Organization. Harvard Business School Press.
• Mintzberg, H. (2009). Managing. Berrett-Koehler.

Module Introduction

This module develops advanced understanding of corporate strategy, governance structures, and ethical decision-making in contemporary organisations. Participants will critically evaluate how boards and senior executives formulate strategy, ensure effective governance, manage risk, and uphold ethical and sustainability standards. The module integrates strategic management, corporate governance, and business ethics with real- world executive practice. It is aligned with UK FHEQ Level 7 expectations and RSBT academic regulations, requiring critical judgement, strategic insight, and applied professional analysis.

Module Aims

• Develop advanced understanding of corporate strategy and strategic decision-making at board and executive level.
• Enable participants to critically evaluate governance frameworks and their impact on organisational performance.
• Build competence in analysing ethical, social, and sustainability challenges in strategic management.
• Enhance awareness of risk management, compliance, and accountability in corporate governance.
• Prepare participants to design and justify strategy and governance interventions in complex organisational contexts.

Learning Outcomes

• Critically evaluate theories and frameworks of corporate strategy and governance.
• Analyse governance structures, board roles, and accountability mechanisms in organisations.
• Assess ethical, social, and sustainability issues in strategic decision-making.
• Develop and justify strategic and governance recommendations based on evidence and best practice. 2 5. Communicate strategic, governance, and ethical analyses using appropriate academic and professional conventions.

Indicative Content

• Corporate strategy and strategic decision-making at board level
• Roles and responsibilities of boards and senior executives
• Corporate governance frameworks and codes
• Risk management, internal control, and compliance
• Business ethics, corporate social responsibility, and ESG
• Stakeholder theory and accountability
• Strategy, governance, and organisational performance
• Corporate failures, scandals, and governance lessons
• Sustainability and long-term value creation
• Governance in multinational and complex organisations

Learning and Teaching Strategy

Delivery will include interactive lectures, executive seminars, case studies, and board-level simulations. Participants will undertake substantial independent study, including critical analysis of governance and strategy in their own organisations or relevant case organisations. As a 30-credit module, the workload and depth of analysis are proportionately higher than 15-credit modules, with emphasis on strategic judgement, ethical reasoning, and governance-focused decision-making.

Assessment Strategy

CW1: Governance and ethics review of an organisation or sector. CW2 (60%): Individual Executive Report (3,500–4,000 words) critically evaluating corporate strategy and governance challenges, including ethical and sustainability considerations, and proposing evidence-based recommendations, with Harvard referencing.

Recommended Reading

• Johnson, G., Scholes, K. & Whittington, R. (2020). Exploring Strategy. Pearson.
• Tricker, B. (2019). Corporate Governance: Principles, Policies and Practices. Oxford University Press.
• Crane, A. et al. (2019). Business Ethics. Oxford University Press.
• OECD (latest). Principles of Corporate Governance.

Module Introduction

This module develops advanced understanding of financial management and strategic financial decision-making for senior managers and executives. Participants will critically evaluate financial performance, investment and financing decisions, risk management, and value creation in complex business environments. The module integrates corporate finance, strategic management, and performance control perspectives with executive-level decision- making. It is aligned with UK FHEQ Level 7 expectations and RSBT academic regulations, requiring analytical rigour, critical judgement, and applied professional practice.

Module Aims

• Develop advanced understanding of strategic financial management in organisations.
• Enable participants to critically analyse financial statements and business performance.
• Build competence in investment appraisal, financing, and capital structure decisions.
• Enhance skills in managing financial risk and value creation.
• Prepare participants to support and lead evidence-based financial decision-making at executive level.

Learning Outcomes

• Critically evaluate corporate finance theories and their application to executive decision- making.
• Analyse and interpret financial statements and performance indicators for strategic purposes.
• Apply investment appraisal techniques to assess strategic investment opportunities.
• Assess financing options, capital structure, and financial risk management strategies.
• Communicate financial analysis and recommendations using appropriate academic and professional conventions.

Indicative Content

• Strategic role of finance in organisations
• Financial statement analysis and performance management
• Time value of money and discounted cash flow techniques
• Investment appraisal: NPV, IRR, sensitivity and scenario analysis
• Cost of capital and capital structure decisions
• Sources of finance and financial markets
• Financial risk management and hedging
• Value-based management and shareholder value
• Mergers, acquisitions, and corporate restructuring (overview)
• Ethical and governance issues in financial decision-making

Learning and Teaching Strategy

Delivery will include interactive lectures, workshops, case studies, and applied financial analysis exercises. Participants will undertake substantial independent study, including analysis of financial reports and strategic investment cases. As a 30-credit module, the workload and depth of analysis are proportionately higher than 15-credit modules, with emphasis on applied financial decision-making, critical evaluation, and executive judgement.

Assessment Strategy

CW1: Financial performance and investment appraisal exercise for a selected organisation. CW2 (60%): Individual Executive Report (3,500–4,000 words) critically evaluating a major financial decision (e.g., investment, financing, or restructuring) and proposing evidence- based recommendations, with Harvard referencing.

Recommended Reading

• Brealey, R., Myers, S. & Allen, F. (2020). Principles of Corporate Finance. McGraw-Hill.
• Ross, S., Westerfield, R. & Jordan, B. (2019). Fundamentals of Corporate Finance. McGraw-Hill.
• Penman, S. (2013). Financial Statement Analysis and Security Valuation. McGraw-Hill.
• ICAEW and CFA Institute resources on financial analysis and valuation.

Module Introduction

This module develops advanced understanding of human capital strategy, talent management, and organisational change for senior leaders. Participants will critically evaluate how organisations attract, develop, and retain talent, and how leaders design and deliver change in complex environments. The module integrates HR strategy, leadership, organisational behaviour, and change management with executive practice. It is aligned with UK FHEQ Level 7 expectations and RSBT academic regulations, requiring critical judgement, evidence-based analysis, and applied professional practice.

Module Aims

• Develop advanced understanding of human capital strategy and talent management.
• Enable participants to critically evaluate workforce planning, performance, and capability development.
• Build competence in leading and managing organisational change initiatives.
• Enhance awareness of culture, engagement, diversity, and inclusion in people management.
• Prepare participants to design and justify evidence-based people and change strategies.

Learning Outcomes

• Critically evaluate theories and frameworks of human capital, talent management, and organisational change.
• Analyse workforce, talent, and capability challenges using appropriate strategic HR frameworks.
• Assess and design change strategies considering culture, leadership, and stakeholder engagement.
• Evaluate ethical, legal, and governance considerations in people and change management.
• Communicate people and change strategies using appropriate academic and professional conventions.

Indicative Content

• Human capital strategy and strategic HRM
• Talent acquisition, development, and succession planning
• Workforce planning and capability management
• Performance management and reward systems
• Employee engagement, culture, diversity, and inclusion
• Organisational change theories and change models
• Leading change, resistance, and stakeholder management
• Learning organisations and organisational development
• Employment law, ethics, and governance in people management
• Measuring HR and change impact on organisational performance

Learning and Teaching Strategy

Delivery will include interactive lectures, workshops, case studies, role plays, and peer learning. Participants will undertake substantial independent study, including analysis of people and change challenges in their own or case organisations. As a 30-credit module, the workload and depth of analysis are proportionately higher than 15-credit modules, with emphasis on applied leadership, critical evaluation, and evidence-based people management.

Assessment Strategy

CW1: Human capital and change readiness diagnostic of an organisation or business unit. CW2 (60%): Individual Executive Report (3,500–4,000 words) critically evaluating a people and change challenge and proposing an evidence-based human capital and change strategy, with Harvard referencing.

Recommended Reading

• Armstrong, M. & Taylor, S. (2020). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.
• CIPD (latest). Profession Map and People Practice resources.
• Kotter, J. (2012). Leading Change. Harvard Business Review Press.
• Ulrich, D. et al. (2017). HR from the Outside In. McGraw-Hill.

Module Introduction

This module develops advanced understanding of project, programme, and portfolio management (PPPM) in complex organisational environments. Participants will critically evaluate how organisations select, govern, and deliver change initiatives to realise strategic benefits. The module integrates best-practice frameworks (e.g., PMI, PRINCE2, MSP, MoP), benefits realisation, and governance with executive decision-making. It is aligned with UK FHEQ Level 7 expectations and RSBT academic regulations, requiring critical judgement, strategic alignment, and applied professional practice.

Module Aims

• Develop advanced understanding of project, programme, and portfolio management in strategy execution.
• Enable participants to critically evaluate governance, assurance, and benefits realisation approaches.
• Build competence in selecting, prioritising, and managing portfolios of change initiatives.
• Enhance skills in risk, stakeholder, and performance management across projects and programmes.
• Prepare participants to lead complex change delivery and value realisation at executive level.

Learning Outcomes

• Critically evaluate PPPM frameworks and their application to strategic change.
• Analyse portfolio, programme, and project performance using appropriate governance and assurance mechanisms.
• Design approaches for benefits realisation, risk management, and stakeholder engagement.
• Assess delivery models, capabilities, and organisational maturity for change management. 2 5. Communicate PPPM strategies and recommendations using appropriate academic and professional conventions.

Indicative Content

• Strategic role of projects, programmes, and portfolios
• PPPM standards and frameworks (PMI, PRINCE2, MSP, MoP)
• Portfolio selection, prioritisation, and governance
• Programme management and benefits realisation
• Project delivery models: waterfall, agile, hybrid
• Risk, issue, and change control management
• Stakeholder engagement and communications
• Performance measurement, assurance, and audits
• Capability maturity and organisational PPM offices (PMO/EPMO)
• Ethics, sustainability, and responsible project delivery

Learning and Teaching Strategy

Delivery will include interactive lectures, workshops, case studies, simulations, and applied planning exercises. Participants will undertake substantial independent study, including evaluation of real or simulated portfolios and programmes. As a 30-credit module, the workload and depth of analysis are proportionately higher than 15-credit modules, with emphasis on strategic alignment, governance, and benefits realisation.

Assessment Strategy

CW1: Portfolio and programme governance diagnostic for an organisation or sector. CW2 (60%): Individual Executive Report (3,500–4,000 words) critically evaluating a major change portfolio or programme, proposing a delivery and benefits realisation approach, with governance, risk, and stakeholder considerations, and Harvard referencing.

Recommended Reading

• PMI (2021). A Guide to the Project Management Body of Knowledge (PMBOK).
• AXELOS (2017). Managing Successful Programmes (MSP).
• AXELOS (2011). Management of Portfolios (MoP).
• Turner, R. (2014). The Handbook of Project-based Management. McGraw-Hill.

Module Introduction

This module develops advanced understanding of digital transformation and innovation in contemporary organisations. Participants will critically evaluate how digital technologies reshape business models, processes, and value creation, and how leaders design and lead innovation-driven change. The module integrates strategy, technology, innovation management, and change leadership with executive-level decision-making. It is aligned with UK FHEQ Level 7 expectations and RSBT academic regulations, requiring critical judgement, strategic insight, and applied professional practice.

Module Aims

• Develop advanced understanding of digital transformation and innovation strategy.
• Enable participants to critically evaluate digital technologies and their strategic business impact.
• Build competence in designing and leading innovation and transformation initiatives.
• Enhance awareness of data, platforms, and emerging technologies in value creation.
• Prepare participants to manage digital risk, change, and capability development.

Learning Outcomes

• Critically evaluate digital transformation and innovation frameworks and their application.
• Analyse business models, processes, and value chains in light of digital disruption.
• Design transformation roadmaps and innovation portfolios aligned to strategy.
• Assess technological, organisational, and ethical risks associated with digital change.
• Communicate digital strategy and innovation proposals using appropriate academic and professional conventions.

Indicative Content

• Digital transformation strategy and leadership
• Business model innovation and platform strategies
• Data, analytics, AI, and automation in organisations
• Customer experience and digital service design
• Agile, lean, and innovation management approaches
• Technology architecture and legacy modernisation
• Cybersecurity, data privacy, and digital risk
• Change management for digital transformation
• Measuring innovation and transformation performance
• Ethics, sustainability, and responsible innovation

Learning and Teaching Strategy

Delivery will include interactive lectures, workshops, case studies, simulations, and applied innovation labs. Participants will undertake substantial independent study, including evaluation of digital strategies and innovation cases. As a 30-credit module, the workload and depth of analysis are proportionately higher than 15-credit modules, with emphasis on strategic design, transformation leadership, and innovation execution.

Assessment Strategy

CW1: Digital maturity and innovation opportunity assessment for an organisation or sector. CW2 (60%): Individual Executive Report (3,500–4,000 words) critically evaluating a digital transformation or innovation initiative, proposing a strategy, roadmap, and governance model, with risk, capability, and change considerations, and Harvard referencing.

Recommended Reading

• Westerman, G., Bonnet, D. & McAfee, A. (2014). Leading Digital. Harvard Business Review Press.
• Rogers, D. (2016). The Digital Transformation Playbook. Columbia University Press.
• Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. Wiley.
• OECD and World Economic Forum reports on digital transformation and innovation.

Module Introduction

This module develops advanced understanding of entrepreneurship, growth strategy, and new venture development in contemporary business environments. Participants will critically evaluate how organisations and entrepreneurs identify opportunities, design scalable business models, secure resources, and manage growth and innovation. The module integrates entrepreneurship theory, strategy, innovation, and venture finance with executive-level decision-making. It is aligned with UK FHEQ Level 7 expectations and RSBT academic regulations, requiring critical judgement, strategic insight, and applied professional practice.

Module Aims

• Develop advanced understanding of entrepreneurship and growth strategy.
• Enable participants to critically evaluate opportunity identification and business model design.
• Build competence in planning, launching, and scaling new ventures or growth initiatives.
• Enhance awareness of innovation, risk, and uncertainty in entrepreneurial contexts.
• Prepare participants to design and justify evidence-based growth and venture strategies.

Learning Outcomes

• Critically evaluate entrepreneurship and growth strategy theories and frameworks.
• Analyse markets, opportunities, and business models for new ventures or growth initiatives.
• Design and justify venture or growth strategies, including resource and capability considerations.
• Assess financial, operational, and strategic risks associated with entrepreneurship and scaling. 2 5. Communicate venture and growth strategies using appropriate academic and professional conventions.

Indicative Content

• Entrepreneurship and intrapreneurship in established organisations
• Opportunity recognition and market analysis
• Business model innovation and value propositions
• Growth strategies: organic growth, partnerships, and acquisitions
• Lean startup, agile innovation, and experimentation
• Venture finance, funding sources, and investment readiness
• Scaling operations and managing growth challenges
• Risk, uncertainty, and entrepreneurial decision-making
• Entrepreneurial ecosystems and digital platforms
• Ethics, sustainability, and responsible entrepreneurship

Learning and Teaching Strategy

Delivery will include interactive lectures, workshops, case studies, venture simulations, and pitch exercises. Participants will undertake substantial independent study, including evaluation of new venture and growth cases. As a 30-credit module, the workload and depth of analysis are proportionately higher than 15-credit modules, with emphasis on opportunity evaluation, strategy design, and growth execution.

Assessment Strategy

CW1: Opportunity and business model analysis for a new venture or growth initiative. CW2 (60%): Individual Executive Report or Venture Plan (3,500–4,000 words) critically evaluating a growth or new venture strategy, including market analysis, business model, resource requirements, risk assessment, and implementation roadmap, with Harvard referencing.

Recommended Reading

• Ries, E. (2011). The Lean Startup. Crown Publishing.
• Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation. Wiley.
• Barringer, B. & Ireland, R. (2019). Entrepreneurship: Successfully Launching New Ventures. Pearson.
• Isenberg, D. (2010). How to Start an Entrepreneurial Revolution. Harvard Business Review.