International MBA

1. Business Strategy (3 ECTS)

The course addresses the full cycle of strategic planning in organizations operating in technological, dynamic, and global contexts. It begins with a rigorous diagnosis of the internal and external environment to inform decision-making, advances to the definition of corporate and business strategies aligned with the mission, vision, and values, and concludes with the evaluation of strategic impact through indicators and models that connect formulation with effective execution. The focus is on developing an executive mindset capable of anticipating change, prioritizing opportunities, and ensuring the organization’s sustainability and growth.

2. Integrated Marketing (3 ECTS)

The course develops a comprehensive view of marketing in the digital era, combining strategic fundamentals—segmentation, value proposition, and positioning—with the management of traditional and digital tools for demand generation and brand building. The focus is on designing integrated marketing strategies that deliver coherent messaging and content across the multichannel ecosystem, ensuring consistency and reach. It addresses the planning and execution of marketing plans with efficiency criteria, as well as the measurement of results through key indicators and return-on-investment analysis, connecting creativity, data, and decision-making aimed at sustainable growth and an authentic connection with the market.

3. Budgetary Management and Control (3 ECTS)

The course provides applied training in the analysis and interpretation of financial statements to support executive decision-making. It covers the fundamentals of fixed and variable costs, margin, and operating profitability and their connection to managerial discipline. It also develops capabilities for preparing short- and long-term budgets and financial plans, incorporating criteria for sustainability and growth. The course introduces and applies investment evaluation methodologies and culminates in the design of a management dashboard that integrates KPIs, alerts, and action plans for performance monitoring and risk anticipation.

4. International Corporate Finance (3 ECTS)

The course addresses capital budgeting decision-making in international markets, applying financial valuation techniques and interpreting the cost of capital to compare projects. It analyzes the drivers of firm value—growth, operating profitability, risk, and cash generation—and how capital structure and dividend policy affect shareholder value creation. Special attention is given to the financial risks associated with financing technology companies and to the use of WACC as a decision benchmark, as well as the balance between profit reinvestment and return expectations. The objective is to ground decisions that create sustainable value and reduce risk exposure in global environments.

5. Finance in a Digital Environment (3 ECTS)

The course examines the structure and functioning of financial markets and their impact on corporate decisions in technology firms. It covers the main instruments—bonds, equities, and derivatives—from an applied perspective, focusing on valuation logic and its translation into treasury and investment policies. It identifies material financial risks in digital environments (market, foreign exchange, interest rate, liquidity, counterparty, and operational/cyber) and implements hedging strategies using futures, options, and swaps to mitigate exposures, especially in currency and interest rates. It also reviews nontraditional models and infrastructures of the digital economy without reliance on specific technologies or platforms. The approach is practical and decision-oriented.

6. Supply Chain (3 ECTS)

The course provides a comprehensive view of supply chain management—with particular attention to technology firms—from demand planning and inventory management to sourcing, production, logistics, and customer service. It focuses on end-to-end optimization (from customer to supplier), defining roles, stakeholders, and flows, and designing collaboration strategies with suppliers and customers (service-level agreements, information integration, process coordination). It incorporates service-level criteria, total cost, and capital tied up, as well as the impacts of globalization and digital transformation (automation, data, traceability) on the efficiency and sustainability of interconnected networks. The emphasis is on process analysis and diagnosis and on designing operational improvements with clear KPIs and data-driven decisions, including cybersecurity considerations.

7. Ethics and Sustainability in Technological Business (3 ECTS)

The course integrates sustainability into corporate strategy by aligning with the SDGs and ESG principles (materiality, targets/indicators, governance, and risk management). It analyzes ethical dilemmas arising from disruptive technologies (AI, automation, platforms, biotechnology) and their impacts on stakeholders. It applies ethical frameworks (utilitarianism, deontology, justice, stakeholder theory) to resolve conflicts between profitability and social responsibility, grounding decisions and corporate policies in evidence and compliance.

1. Strategic Innovation and Business Creativity (3 ECTS)

The course introduces the core concepts of innovation in the firm, distinguishing incremental, disruptive, and open innovation to design strategies for sustainable growth. It addresses alignment with corporate strategy and culture (governance, processes, metrics) and covers portfolio management and prioritization. It applies creative decision-making tools (design thinking, ideation, prototyping, experimentation) and integrates the critical use of emerging technologies—including AI as an enabler—without reliance on specific platforms. The approach is practical, with brief cases and proposals ready for validation.

2. Entrepreneurship (3 ECTS)

The course develops competencies to identify business opportunities in digital environments by rigorously defining users, customers, and their problem. It applies validation methodologies (customer discovery, structured interviews, experiments, MVP/prototypes, and traction metrics) to test the value proposition and business model. It also integrates the investor perspective to evaluate technology-based startups (team, market size and access, unit economics, growth strategy, risks, and return potential), training the “founder/investor” argumentation through investment memos and pitch/DECK-style presentations. The approach is applied and evidence-based, without reliance on specific tools.

3. Managing Tech Projects (3 ECTS)

The course addresses the management of technology-based projects with a focus on feasibility and strategic alignment. It covers the development of the business case and the assessment of contributions to innovation and competitive advantage, as well as the creation of an effective project charter that defines objectives, scope, constraints, deliverables, stakeholders, and success criteria. It applies methodologies to identify, assess, and mitigate technical, operational, and financial risks, incorporating schedule and resource planning, cost and cash-flow estimation, and governance mechanisms suited to contexts of uncertainty. The approach is practical and decision-oriented.

4. Digital Technologies and Cybersecurity (3 ECTS)

The course analyzes how digital technologies transform business models across sectors, assessing their impact on the value proposition, operations, and customer relationships. It identifies key technologies and establishes adoption criteria based on objectives, capabilities, and risks. It incorporates an applied introduction to cybersecurity and data protection in the global business context. The approach is practical: analysis of recent cases, digital maturity diagnostics, and the design of high-level technology adoption plans with minimum security and compliance requirements.

5. Managing of Information Systems (3 ECTS)

LThe course addresses the leadership and governance of the Information Systems function from the CIO’s perspective. It examines how to define and execute technology strategy to drive innovation and growth, articulating an initiative portfolio, architecture, and investment prioritization. It develops strategic alignment between Information Systems plans and business objectives. It also applies change management strategies for the adoption of new technologies—covering people, processes, and culture—including communication, training, stakeholder management, and impact tracking, with risk and information security considerations. The approach is practical and oriented to executive decision-making.