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Quest Training

Executive Mini MBA in General Management Training Course

Gives managers moving into senior roles an intensive overview of strategy, finance, marketing, operations and leadership, joined in one business case.

LEM · Leadership & Executive ManagementAll Levels#2970ClassroomEnglish , Arabic
Duration
5 Days
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Free substitution at any time · 30+ days' notice: full refund minus 10%. Cancellation policy

Sectors:Business, Management & LeadershipCategories:Leadership & Executive Management

Course Overview

The Executive Mini MBA in General Management Training Course is an intensive five-day overview of the core MBA disciplines, designed for managers who are moving from a functional or technical role into senior general management. It is a short executive program rather than a degree, and it focuses on the business knowledge a senior manager needs to understand the whole organization, speak the language of every function, and make sound cross-functional decisions. Senior managers are expected to judge strategic options, read financial results, understand customers and markets, improve operational performance, and lead people through change, often at the same time. Managers who have built their careers in one discipline frequently find that the hardest part of a senior role is connecting these areas and seeing how a decision in one function affects results in the others. The course covers one discipline each day: strategy, competitive advantage and business models; finance for executives, including financial statements, value drivers, budgeting and investment decisions; marketing, customers and digital business; operations, projects and organizational performance; and leadership, people, change, governance and decision making. It offers breadth rather than a deep specialization in any single discipline. Learning is built around one integrated capstone business case that participants develop throughout the week, supported by short exercises, financial analysis, group discussions and decision workshops. On the final day, teams present an integrated plan to a senior management panel.

Learning Objectives

  • Explain how strategy, finance, marketing, operations and leadership connect as one system.
  • Analyze industry environment, capabilities and sources of competitive advantage.
  • Evaluate business models through value proposition, revenue model and cost structure.
  • Interpret the three financial statements and identify the key value drivers of a business.
  • Apply budgeting, variance analysis and basic investment appraisal at manager level.
  • Assess customer needs, segments and positioning, and evaluate pricing and channel choices.
  • Examine how digital channels and data are changing customers and operations.
  • Analyze processes, capacity and quality to find improvements and their financial impact.
  • Apply project and portfolio management principles to prioritize and govern initiatives.
  • Design KPIs and performance measures that link strategic objectives with operational results.
  • Strengthen leadership, change management, governance and structured decision making.
  • Integrate the five disciplines in a capstone business case presented to senior management.

Who Should Attend

This course is designed for managers moving into senior roles, department heads, business unit managers, functional and technical managers taking on general management responsibilities, newly appointed directors, project and program managers, engineers and specialists promoted into management, and high-potential managers in succession plans. It is particularly relevant to those who need a working understanding of disciplines outside their own background. The program suits professionals in government entities, ministries, banks and financial institutions, oil and gas companies, energy and utility organizations, industrial, telecommunications and service companies, and family-owned business groups. Managers who benefit most are those who will soon run a profit center, a business unit or a cross-functional team, join an executive or management committee, or contribute to business cases and investment decisions.

Learning Outcomes

  • By the end of the course, participants will be able to:
  • Assess the cross-functional impact of management decisions.
  • Identify realistic sources of competitive advantage for an organization.
  • Compare business models and recommend options for growth or repositioning.
  • Interpret financial statements and ratios to judge business performance.
  • Link operational decisions to growth, margins, working capital and capital needs.
  • Review budgets, explain variances and assess investments using payback, NPV and IRR.
  • Define target segments and positioning and set channel and digital priorities.
  • Diagnose operational and process performance issues and propose measurable improvements.
  • Prioritize and govern projects within a balanced portfolio.
  • Build a KPI framework connecting strategy with departmental and team performance.
  • Lead people and change and apply governance and structured decision methods.
  • Present an integrated plan combining strategy, finance, customers, operations and leadership.

Course Outline

Course Outline:

Day 1

Strategy, Competitive Advantage, and Business Models

  • The general manager's view: how the business disciplines fit together
  • Analyzing the external environment, industry forces, and market attractiveness
  • Internal analysis: resources, capabilities, and the value chain
  • Sources of competitive advantage: cost, differentiation, and focus
  • Business model design: value proposition, revenue model, and cost structure
  • Platform, subscription, and service-based business models
  • Growth options: organic growth, alliances, acquisitions, and divestment
  • Strategic choices and trade-offs at business-unit level
  • Practical application: Analyzing the position and business model of the capstone case company and identifying its strategic options
Day 2

Finance for Executives

  • The three financial statements and how they connect
  • Reading the income statement, balance sheet, and cash flow statement as a manager
  • Profitability, liquidity, efficiency, and leverage ratios
  • Value drivers: growth, margins, capital intensity, and working capital
  • Cost behavior, contribution margin, and break-even analysis
  • Budgeting, forecasting, and variance analysis for operating managers
  • Investment appraisal: payback, net present value, and internal rate of return
  • Building and challenging a business case for capital investment
  • Practical application: Interpreting the financial statements of the case company and evaluating a proposed investment against its value drivers
Day 3

Marketing, Customers, and Digital Business

  • Market orientation and understanding customer needs
  • Segmentation, targeting, and positioning
  • Value proposition, pricing decisions, and channel strategy
  • Brand and reputation as business assets
  • Customer experience, customer journey, and customer lifetime value
  • Managing business-to-business and institutional customer relationships
  • Digital business: digital channels, data-driven decisions, and digital transformation
  • Measuring marketing and customer performance
  • Practical application: Developing a customer and market proposal for the case company, including digital channel priorities
Day 4

Operations, Projects, and Organizational Performance

  • Operations strategy: aligning processes, capacity, and quality with strategy
  • Process analysis, bottlenecks, and Lean principles for reducing waste
  • Supply chain and procurement essentials for general managers
  • Quality management and continuous improvement
  • Project and portfolio management: selecting, prioritizing, and governing initiatives
  • Organization design, structure, roles, and accountabilities
  • Performance management systems: KPIs and the balanced scorecard
  • Operational risk and business continuity essentials
  • Practical application: Diagnosing an operational performance problem in the case company and designing an improvement and KPI plan
Day 5

Leadership, People, Change, Governance, and Decision Making

  • Leading people and building high-performing teams
  • Talent, motivation, and performance conversations for senior managers
  • Leading change: building the case, managing resistance, and sustaining results
  • Corporate governance: boards, roles, accountability, and internal control
  • Ethics, compliance, and responsible business conduct
  • Structured decision making, cognitive biases, and decisions under uncertainty
  • Integrating strategy, finance, customers, and operations into one management agenda
  • Presenting recommendations to senior management and boards
  • Capstone business case: Teams present an integrated growth or turnaround plan for the case company covering strategy, financial impact, customers, operations, people, and governance, followed by panel feedback

Upcoming Dates

Selected date

Geneva · 25 – 29 Oct 2027 · Classroom

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CityDatesPrice per ParticipantEarly Bird
AbujaScheduled
2 – 6 Nov 2026€5,100—
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AmmanScheduled
8 – 12 Nov 2026€3,100—
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AccraScheduled
9 – 13 Nov 2026€5,100—
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AmsterdamScheduled
16 – 20 Nov 2026€5,400—
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BakuScheduled
23 – 27 Nov 2026€4,800€4,320until 2 Nov
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BangkokScheduled
23 – 27 Nov 2026€6,100€5,490until 2 Nov
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BarcelonaScheduled
30 Nov – 4 Dec 2026€5,400€4,860until 9 Nov
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BeirutScheduled
6 – 10 Dec 2026€4,000€3,600until 16 Nov
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CairoScheduled
13 – 17 Dec 2026€3,300€2,970until 23 Nov
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Cape TownScheduled
14 – 18 Dec 2026€5,100€4,590until 23 Nov
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DammamScheduled
20 – 24 Dec 2026€4,200€3,780until 30 Nov
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DohaScheduled
27 – 31 Dec 2026€4,400€3,960until 7 Dec
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DubaiScheduled
27 – 31 Dec 2026€4,400€3,960until 7 Dec
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GenevaScheduled
4 – 8 Jan 2027€6,300€5,670until 14 Dec
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JeddahScheduled
10 – 14 Jan 2027€4,200€3,780until 21 Dec
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IstanbulScheduled
11 – 15 Jan 2027€4,700€4,230until 21 Dec
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KigaliScheduled
18 – 22 Jan 2027€5,100€4,590until 28 Dec
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Kuala LumpurScheduled
25 – 29 Jan 2027€4,400€3,960until 4 Jan
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LisbonScheduled
25 – 29 Jan 2027€5,400€4,860until 4 Jan
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LondonScheduled
1 – 5 Feb 2027€5,600€5,040until 11 Jan
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MadinahScheduled
8 – 12 Feb 2027€4,200€3,780until 18 Jan
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MadridScheduled
8 – 12 Feb 2027€5,400€4,860until 18 Jan
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MakkahScheduled
15 – 19 Feb 2027€4,200€3,780until 25 Jan
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ManamaScheduled
22 – 26 Feb 2027€4,700€4,230until 1 Feb
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MilanScheduled
1 – 5 Mar 2027€6,000€5,400until 8 Feb
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MuscatScheduled
1 – 5 Mar 2027€5,300€4,770until 8 Feb
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OnlineScheduled
7 – 11 Mar 2027€1,700€1,530until 15 Feb
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ParisScheduled
15 – 19 Mar 2027€5,700€5,130until 22 Feb
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RiyadhScheduled
15 – 19 Mar 2027€4,200€3,780until 22 Feb
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SalalahScheduled
22 – 26 Mar 2027€5,300€4,770until 1 Mar
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GenevaScheduled
25 – 29 Oct 2027€6,300€5,670until 4 Oct
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