The EMBA equivalent programme offers a comprehensive general management curriculum that is customized to the requirements of senior executives and prepares them for the next phase in their careers. Participants cover 24 courses during the 15 months period. The PGPMAX curriculum is divided into 8 themes with each of the courses catering to a specific theme to maximize the impact.

The teaching methodology is adapted for senior professionals and aims to enhance strategic thinking and decision making abilities. Our general management curriculum allows participants to gain a strong understanding of key business (functional) areas and is suitable across industries and organisations. It provides conceptual knowledge which helps in improving existing skills and empowers participants to make an informed decision. The curriculum helps to:

  1. Develop General Management Skills
  2. Build Cross-Functional Knowledge
  3. Enhance Leadership Skills and Strategic Thinking Skills

Take a look at the detailed course listing:


Economics is one of the foundations for other functional areas within business, such as Finance and Marketing, and understanding economic concepts will help you understand the issues involved in these more specialized fields.

In this course, you will understand the interactions between individual decisions and aggregate national economic policies and business environments. Understanding both the microeconomic processes and the national economic environment is crucial to making informed business decisions. The course will provide you, the business executive, with an understanding of the national and global phenomena that will be useful to your decision-making. 


This course addresses the importance of companies being market-driven and customer-focused. Specifically, this course seeks to develop your skills in applying the analytic perspectives, decision tools, and concepts of marketing to the following decisions segmentation and positioning (assessing market potential, analyzing customer behavior, focusing resources on specific customer populations and against specific competitors), product offering (including the breadth of the product line, features, quality level, and customer service), pricing (capturing the value created for the customer) and distribution.


Understanding basic financial accounting terms and concepts.

Learning to read and understand the financial statements—balance sheet, income statement, statement of cash flows—that firms report to the public on an interim basis.

Understanding the financial reporting process and the approach used to construct financial statements.

Developing skills for analyzing financial statements and the use of simple ratios that capture key elements of firm performance


This course focuses on how to understand better the nature and dynamics of interpersonal behavior related to organisational performance and effectiveness by providing an introduction to theory and research in behavioural sciences. Topics include motivation, social perception, interpersonal influence, group decision making, commitment and leadership. The course will aim to helpmanagers organize and motivate human capital of a firm, execute strategic change through knowledge of competitive decision-making, reward system, social network analysis and team building. We will be covering fundamentals to motivate employees, increase productivity, enhance well-being and satisfaction, facilitate team effectiveness, negotiating techniques, how to influence others and create a work environment that supports these goals.


This course focuses on the competitive strategy of the firm, examining issues central to its long and short term competitive position. Students are placed in the role of key decision makers and asked to address questions related to the creation or reinforcement of competitive advantage. The initial focus is on industry analysis and competitive advantage as it derives from the firm's strategic investments. We look at how strategy differs in global contexts, the role of mergers and acquisitions and the logic of resource allocation in the diversified firm to enhance competitive advantage in each market. We continue by addressing the development of firm-specific capabilities, including the role of knowledge that contributes to a firm’s competitive advantage. We also examine the process through which strategic decisions are made and implemented.


In this course, you will learn about different business models of both profit and not for profit firms of industrial & digital domains. This course, compare incumbent business models to new age firms to pinpoint the changing dynamics. We show how digital technology platforms with right business model suddenly offer unprecedented scale and scope to new age firms at a global level altering the contours of industry & business dynamics. We will also show, how business models cross industry boundaries to find applications in different industry contexts. You will learn how strategy and business models influence each other and how dynamic capabilities help incumbents to alter their business model through digital transformation. Theoretically, you will also appreciate how legacy systems that once yielded competitive advantage have now become a drag, making industrial firms less agile to transform into lean enterprises. You will also learn how weak business models get disrupted and how to defend against future disruptions!

 Given the major role envisioned of your profiles, this course offers a high-level strategic orientation. It helps the learners understand and appreciate competitive dynamics as they expand globally in general and, Growth (emerging) markets in particular! The course provides a high-level strategic orientation on “Market Management”!


This course is an overview of leadership of people and organizations in four areas, i.e., the individual self and mindset, the workspace and organizational culture, the team, and the strategic context in which the business is embedded. A key element of the business context is digital technology, including artificial intelligence (AI). These four areas correspond respectively to self, work, change, and strategic levels of leadership. The course also uses insights from the wisdom traditions, modern psychology, and business research to pioneer a new approach to people and organizational leadership called beingful leadership. Such leadership is transformative for the manager and the organization as it flows from the leadership potential at each level of analysis. Central to leadership is achieving a balance between the different forces at each level of analysis (and between the levels), leading to an alignment that is harmonious both within and without


The course is divided into three parts – the first part of the course focuses on competition and business models in the high-tech industry using examples of companies like Google, Apple, Facebook and Amazon. We will also explore how these business models collide with incumbent models in traditional industries to fundamentally alter competitive dynamics in these industries or even disrupt them. As a follow-on, the second part of the course focuses on how incumbent firms in traditional industries have leveraged technology to transform their business models and strategies to transition from the industrial economy to the digital economy. The final part of the course focuses on how an increasingly networked economy is changing fundamental business functions and the underlying loci, nature and scope decision-making in firms. Here, we will explore the role of open innovation networks, social network analytics, and big data analytics in transforming fundamental business functions of the firm.

The course will be useful for managers, consultants, technology entrepreneurs, venture capitalists, and active investors. Or anyone who is looking to lead an organization in the digital economy.

PGPMAX Support