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Elena Bajic
2006
#2
#5
Regional rankings
20
Classroom
Online
Experiential
EMBA London: £84,500
EMBA Dubai: $119,500
EMBA London: Consecutive Fridays and Saturdays of alternate weeks.
EMBA Dubai: Classes meet in four or five-day modules each month in Dubai, with some visits to London.
Dubai, China, Argentina, South Africa or the Russian Federation.
EMBA London Student Experience
EMBA Dubai Programme Experience
September 2018 intake:
February
27 Round 1
April
2 Round 2
May
2 Round 3
June
5 Round 4
July
3 Round 5
Is The GMAT Accepted?
Is The GRE Accepted?
Is the Executive Assessment Accepted?
In exceptional cases, the GMAT or GRE can be waived. We will consider GMAT waivers for candidates whose work experience, professional status or prior degree/training indicates a high level of analytical or quantitative ability.
Q1 Why should I choose an Executive MBA?
Q2 What's the difference between the Executive MBA and the full-time MBA?
Q3 How is the curriculum structured for the Executive MBA?
Q4 How many days will I need to take out of the office to complete the EMBA?
Q5 Does London Business School offer any scholarships for the EMBA?
Don't see the answer you need? Contact us
Average
Class Size
Average Years of
Work Experience
Finance
31%
Oil and Gas / Energy
15%
IT / Telecommunications
12%
Consulting
11%
Construction
5%
For Nicola Serafin, reaching 20 years at the well-known Italian company De'Longhi meant it was time for him to get out of his comfort zone. Nicola was in search of new insights and experiences at De’Longhi when he joined London Business School’s (LBS) Executive MBA (EMBA) in 2014, but he wanted the chance to add value to this family-owned business in an entirely new way.
“At the mid-point of my career, I found myself asking, ‘What can I contribute to this company and to myself? How can I go forward differently?’ So I came to LBS for a combination of personal and professional reasons.”
Three months after completing the EMBA, Nicola was promoted to COO and CTO of the De'Longhi Group. Prior to that, he was already responsible for the operations and technical product development for some product areas such as home care and kitchen; now he has responsibility for the whole group.
“I have a broader, combined role now,” he says. With just five other peers at C-level, today Nicola has a direct impact on De'Longhi’s business and growth strategy. His responsibilities extend from operations to supply chain, manufacturing to technical product development.
Nicola joined the EMBA classroom with an open mind but was surprised by how willing his experienced classmates were to share their failures. Learning in a safe context was key to the entire learning experience, he says. “I remember Marcus Alexander told us, ‘It's better to make mistakes here in class, because we’re not using real money. Do it now.’ So we all did – and I learnt from my peers' experiences, challenges and failures.”
Nicola and his classmates have stayed in touch and he’s now exploring new opportunities with peers in mutually beneficial industries. “I had a great class, a great academic context to learn. In the real world, I take decisions that affect thousands of people and hundreds of millions of euros of business. You need to be confident that you’re making the right choices. I can honestly say that my contribution to the business has been shaped by the trust of my classmates.”
Amelie Zegmout took the Executive MBA (EMBA) in Dubai knowing it would open doors to new career opportunities. Within months of starting the programme in early 2015, she left a business development role for a general management one at Legrand, which develops electrical and digital infrastructure for buildings.
After a career spent in sales and marketing, Amelie was ready for a new challenge. But she knew the complexities of her new position as general manager for the Gulf required a different skillset. “I had some shortfalls, particularly in strategy, finance and accounting, that I needed to address before starting the job,” she says. “I decided to take the EMBA to fill those gaps.”
The French national is responsible for operations and planning across Legrand’s Gulf subsidiaries. She also oversees 70 people working throughout the region. Studying at London Business School (LBS) has given her the expertise to apply strategic frameworks and financial know-how to the job. “I don’t think I’d have succeeded in this role and taken ownership of it if I’d not done the EMBA programme,” she says of becoming Legrand’s first ever female general manager in the MENA region.
Amelie drew on the knowledge gained at LBS when helping launch Legrand in Pakistan earlier this year. She was involved in exploring the market, visiting the country to meet potential customers and giving progress reports to the organisation’s management. “LBS has given me the confidence to handle major projects,” she says.
“I was 34 when I became general manager, which is relatively young for such a senior role. That brings its own pressure, but I felt confident because I had the tools and expertise to make big decisions and manage others effectively.”
The EMBA programme has also broadened Amelie’s horizons. “I’ve learnt to look at an issue, challenge or opportunity from different angles,” she says. “Working in groups helps with that, because the students are incredibly diverse in terms of their age, culture and professional background.”
Sir Andrew Likierman
Professor of Management Practice in Accounting
Elisabeth Marx
Teaching Fellow of Organisational Behaviour
Paolo Surico
Professor of Economics; Academic Director, Leadership Programmes
School
Faculty
Faculty with
Doctorates
Professor of Management Practice in Accounting
Andrew was educated at the University of Vienna and Balliol College Oxford. He is Professor of Management Practice at the London Business School having previously been Professor of Accounting and Financial Control. He has also served in a number of administrative roles, including as Dean from 2009 to 2017. He has an Honorary Doctorate from London Business School and from three other universities. His research is in performance measurement and managerial judgement.
Sir Andrew’s career has spanned the public and private sectors. He was a member of the Cabinet Office Central Policy Review Staff, and spent 10 years as one of the managing directors of the UK Treasury and Head of the UK Government Accountancy Service. He has also been a non-executive chairman of the National Audit Office, deputy chairman of the Tavistock and Portman NHS Trust, and a director of the Bank of England.
In the private sector, Sir Andrew has worked as a management accountant with Tootal Ltd, ran a textile plant in Germany, and was managing director of the overseas division of Qualitex Ltd, with subsidiaries in France, the US and Malta. He has served as the non-executive chairman of the market research firm MORI Ltd, the Economists’ Bookshop Group and the California based technology company Applied Intellectual Capital plc. He is currently a non-executive director of Times Newspapers Holdings Ltd and Beazley plc.
Teaching Fellow of Organisational Behaviour
Dr Elisabeth Marx’s expertise on leadership and management issues is highly prized throughout the academic and business worlds. She has been a consultant at INSEAD, and writes regularly on management issues for the Financial Times. Elisabeth is a former member of the World Economic Forum’s Global Agenda Council for Gender Gap, and has founded Elisabeth Marx Associates, a consulting firm that specialises in leadership and management issues.
After studying for her master’s degree in psychology at the University of Marburg and completing her doctorate at Oxford, Elisabeth lectured at the University of Singapore. Through extensive research into the diversity and dynamics of global boards, and by examining the career profiles of CEOs and succession planning in the UK and US, she has identified the key characteristics of successful international executive teams and how they face the challenges of the global marketplace.
Elisabeth’s best-selling book, Breaking Through Culture Shock, introduced the model of the ‘culture shock triangle’ to show how executives are able to work successfully internationally by managing emotions, thinking style and social skills. Her 2013 book, The Power of Global Teams, was shortlisted for the CMI Management Book of the Year Award.
Professor of Economics; Academic Director, Leadership Programmes
Professor Paolo Surico received his PhD in 2004 from Bocconi University, and worked as a research advisor of the External Members of the Monetary Policy Committee of the Bank of England, before joining the economics department at London Business School in 2009.
His recent work focuses on assessing the aggregate effects and distributional impact of large public programme interventions such as government spending and tax reforms, giving particular emphasis to the role played by household debt in the transmission mechanism.
He is a research affiliate at the Centre for Economic Policy Research in London, and an academic consultant at the Bank of England. Paolo’s main research interests are macroeconomics, fiscal policy and monetary economics. His work has been recently published in leading international academic journals, and he has also worked as an external consultant for the European Central Bank.
