A Global Program Designed for the Executive

Invigorate Your Career with a Part-Time Executive MBA

Benefit from a joint MBA degree from two renowned global brands with our modular program that suits an executive schedule. Surround yourself with international management expertise to expand your perspectives as an experienced professional.

Part-Time & Modular Structure

Classes are approximately every 4-6 weeks for around five days (extended weekends)  balancing in-class time with work-life balance.

Global Expertise

Foster lasting relationships worldwide with executives of seven partner schools through various global networking opportunities.

Insightful Leadership Development

Energize your career and experience new tools and concepts that will help you transform into a visionary leader.

Class Profile

  • Germany 29%
  • Europe/EU-Member States excl. Germany 28%
  • Asia 18%
  • Europe/Non-EU-Member States 11%
  • Africa and Middle East 7%
  • North America 4%
  • Central and South America 3%
Seniority Level
  • Manager 29%
  • Senior Manager 27%
  • Director 22%
  • Entrepreneur 8%
  • CXO 7%
  • VP 7%
Industrial Backgrounds
  • Aerospace 5%
  • Automotive 6%
  • Chemicals/Pharmaceuticals 7%
  • Electronics 3%
  • Energy 4%
  • Finance/Banking 13%
  • Health 6%
  • Legal 5%
  • IT/Telecommunication 14%
  • Mechanical Engineering 12%
  • Politics/State/Civil Services 3%
  • Retail/Wholesale 6%
  • Real Estate 4%
  • Transport/Logistics 4%
  • Other 8%
Data from the Executive MBA classes of 2018 and 2019

Curriculum – Embark on a Two-Year Transformative Journey

Through extended weekend courses delivering 14 in-class modules, the 21-month program requires just 58 working days out of the office including the Leadership and Career Development Module. The program begins mid-September every year.

Year 1

Online Preparatory Module

pior to mid-September

Quantitative Methods

Gain insights into quantitative methods for business and management applications and familiarize participants with basic mathematical tools. This course must be completed prior to program start.

Module 1 | Leading the Organization

September, Vallendar, 7 days from Sat-Fri

Decision Making Under Uncertainty
Gain a good understanding of different probability concepts and the idea of conditional probabilities.

Leadership in Organizations
Begin developing, refining, and reflecting on leadership skills during this introductory course on leadership.

Module 2 | Market Impact

November, Vallendar, 5 days from Thu-Tue

Marketing Management
Gain insights into marketing planning and segmentation, targeting, and positioning.

Managerial Economics
Examine the economic foundations relevant for the strategic management of business organizations.

Module 3 | Global Markets

January, Tel Aviv, 7 days from Thu-Wed


Doing Business in Developing Countries

Module 4 | Financial Performance

February, Vallendar, 5 days from Thu-Tue

International Financial Reporting & Analysis
An introduction to financial reporting, the “language of business”, from a global perspective.

Managerial Finance
Introduce the concepts and techniques necessary to analyze and implement optimal investment decisions by firms.

Module 5 | Developing Strategic Foresight

April, Vallendar, 5 days from Thu-Tue

Business Strategies
Build an understanding of how competitive strategy may lead to the creation and persistence of profits.

Making Sense of Data
Gain a basic understanding of confidence intervals and hypothesis tests to interpret data.

Module 6 | Business Functions

May, Vallendar, 5 days from Thu-Tue

Corporate Finance
Introduction to the basic principles of corporate finance and development of the necessary practical tools for financial decisions and corporate valuation.

Operations Management
An introduction to Operations Management, approaching the discipline from the perspective of a general manager rather than the operations specialist.

Module 7 | Creative Destruction

June, Düsseldorf, 5 days from Thu-Tue

Foundations of Entrepreneurship
Discover the theoretical background of entrepreneurship to evaluate business ideas, business plans, and the resources to start a new venture.

Strategic Innovation & Corporate Renewal
Communicate the most critical and strategic aspects of managing innovation and corporate renewal.

Module 8 & 9 | International Module (compulsory)

August, Evanston-Chicago for 10 days

Negotiation Strategies
Develop negotiation skills in a series of negotiations and debriefings.

Strategic Crisis Management
Focus on crisis management from the point of view of managers and consultants. 

Marketing Analytics
Address analytics as a leadership problem and improve organizational performance with the right data.

Strategic Decisions in Operations
Gain insights into strategic decision making in operations and their impact on a firm's financial performance.

Year 2

Module 10a | Electives @ WHU - Advanced Themes

October, Berlin, 5 days from Thu-Tue

Managing People for Competitive Advantage
Focus on the people side of business from a general management perspective.

Sprint: Agile Business Model Development
Run a business idea “sprint” over multiple days to kick-start a new business model, startup, or company project.

Module 10b | Electives @ WHU - Advanced Themes

January, Vallendar, 5 days from Thu-Tue

Marketing Strategy
Gain the tools to appreciate strategic thinking about marketing and brands.

Ethics & Executive Leadership
Shift from being an excellent leader to being an excellent CEO by exploring issues that top corporate leaders must keep in mind.

Module 11 | Field trips: Exploring New Business Horizons


September - India

January - Singapore

March - UAE

Please note that one field trip is compulsory

Module 12 | Capstone Week

March, Vallendar, 5 days from Thu-Tue

Capstone- Business Simulation
In Executive Teams, run competing firms in simulated product markets and debrief on concepts and tools of corporate and competitive strategy.

Management Accounting
Focus on the behavioral issues of management accounting to illustrate real-world problems of management accounting in large corporations.

Module 13 | Global Electives (one required)

October – May


  • Creating and Managing Strategic Alliances
  • Vizualisation for Persuasion
  • Incentives, Organization and Strategy
  • Leading High Impact Teams
  • Consumer Led Growth
  • Innovation Strategy and Management

Hong Kong

  • Understanding Consumers
  • Deal Making in China and Asia
  • Value Investing


  • Strategic Brand Management
  • International Finance


  • Investment Banks, Hedge Funds and Private Equity
  • Family Enterprises: Success and Continuity
  • Strategy Beyond Markets
  • Biases, Forecasts and Deep Uncertainty
  • World Economy
  • Strategies for Growth
  • Marketing Research
  • Creating and Managing Strategic Alliances

Shanghai / Beijing

  • The New Era of Marketing in China
  • Contemporary Issues about Chinese Financial Markets and Institutions

Tel Aviv I & II

  • New Technologies for Managers: Risks, Opportunities and Unknkowns
  • Product Management for Technology Companies
  • Venture Capital
  • Intellectual Capital Management
  • Strategic Brand Management
  • International Finance


  • Digital Strategy: Individual and Organizational Transformation for a Digital Age
  • Discovering Mergers and Acquisitions

London (will be announced in September 2019)

*Please note: Courses and dates are subject to change, courses listed are example courses from previous years

Module 14 | European Elective

May, Vallendar, 7 days

Luxury Brand Management/ Price Management
Contrast traditional versus luxury-specific marketing principles with two real-life cases by luxury goods manufacturers.

The Analytics Edge
Gain an understanding of the potential of statistical and machine learning approaches in business.

Entrepreneurial Finance
Focus on financial economic foundations of a new venture, from idea to exit.

Business Tax Strategy
Understand how taxes affect business decisions, gaining necessary concepts for international application.

The Business Environment in Europe
Identify and understand the forces and trends on supply and demand that affect competitive strategies of firms in European markets.

Module 15 | Master Thesis

June – August

Demonstrate the ability to apply scientific methods to actual management solutions.

Optional | Leadership and Career Development

Integrated throughout program

See all EMBA Modules: 

View full Curriculum

An Impression of Our Experiential Learning Module

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Jürgen Weigand

Industrial Economics, Business Strategy, Competition Policy

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Chair of the Institute for Industrial Organization at WHU, Professor Weigand is Deputy Dean of WHU and Associate Dean Degree Programs. Since 2004, he has also served as a member of the Academic Council of the CEIBS, Shanghai.

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Alex Chernev

Marketing, Brand Management, Consumer Behaviour

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A professor of marketing at Kellogg, Alexander Chernev holds a PhD in Psychology from Sofia University and a PhD in Business Administration from Duke University. His research has been published in leading marketing journals and has been quoted in the business and popular press.

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Christian Andres

Finance, Accounting, Corporate Governance

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Professor of Empirical Corporate Finance, Professor Andres joined WHU in 2011. Published in leading academic journals, Professor Andres has contributed book chapters to a number of international books and his research has been covered in the media.

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Christoph Hienerth

Entrepreneurship, Start-Ups, Entrepreneurial Risk

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Professor and Chair of Entrepreneurship and New Business Development at WHU, Professor Hienerth’s teaching and research has won several awards. He has gained expertise in corporate entrepreneurship through several industry projects with international companies.

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Leigh Thompson

Negotiation Skills, Group Decision Making

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Professor of Dispute Resolution and Organizations at Kellogg, Professor Thompson is the director of the Kellogg Team and Group Research Center and the Kellogg Leading High Impact Teams Executive program. She has authored nine books and 130 published research articles and chapters in edited books.

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Holger Ernst

Strategy, Innovation, New Product Development

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Chair of Technology and Innovation Management at WHU, Professor Ernst is also a regular visiting professor at Kellogg. He received his PhD from the University of Kiel, Germany and has 16 years of experience in executive education.

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Karl Schmedders

Data Analysis, Economic Models, Risk Management

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Associate Professor in the Department of Managerial Economics and Decision Sciences at Kellogg, Professor Schmedders holds a PhD in Operations Research from Stanford University. He is the eight-time winner of the Best Teacher Award at Kellogg-WHU.

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Florian Zettelmeyer

Marketing, Big Data, Information Technology

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The Nancy L. Ertle Professor of Marketing at Kellogg, Florian Zettelmeyer also founded and directs the Program on Data Analytics at Kellogg. He holds a PhD in Marketing from Massachusetts Institute of Technology.

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Martin Fassnacht

Luxury Brand Management, Marketing and Sales

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Professor of Marketing at WHU, Professor Fassnacht is also a strategic advisor for consumer goods manufacturers, retailers, and service companies. He has published in national and international journals, and has authored and co-authored several books and working papers.

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Serden Ozcan

Entrepreneurship, Corporate Transformation, Innovation

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Chair of Innovation and Corporate Transformation at WHU, Professor Ozcan also serves as the academic director of Executive Education, the academic director of Campus for Finance Private Equity Conference, and the coordinator of the Management Abroad United Arab Emirates Program.

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Tim Calkins

Advertising, Marketing Strategy, Biomedical Marketing

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Having received his MBA from Harvard, Timothy Calkins is Clinical Professor of Marketing at Kellogg and the Co-Academic Director of Kellogg’s branding program. He is the author of “Defending Your Brand: How Smart Companies Use Defensive Strategy to Deal with Competitive Attacks”.

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Sergio Rebelo

Emerging Markets, International Finance & Economics

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Professor of Finance and the Tokai Bank Chair in International Finance at Kellogg, he has served as a consultant to the World Bank, the International Monetary Fund, the Board of Governors of the Federal Reserve System, the European Central Bank, and the McKinsey Global Institute.

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