01 03before after mbi topPicture2

Before and after the MBI program: Acting to support innovation

If you are:

  • Curious about innovation
  • Eager to learn from various disciplines and cultures
  • Willing to make a difference
  • Interested in designing the future
  • Looking to become an innovative manager
  • Ready to unlearn to learn
  • To be a team player spirit
  • Passionate about tomorrow's business

our MBI program answers your wishes!

We will show you and teach you how to:

  • Expand and exploit your curiosity
  • Open your mind to the 21st century challenges
  • Boost your creativity skills
  • Leverage your innovation skills
  • Develop your critical thinking
  • Become more independent and self reliant
  • Master the organizational creative and innovative processes
  • Acquire interdisciplinary and international thinking
  • Make a difference

innovation before after mbi

Societies are in need of creative minds to solve the ever more complex issues they are facing. It is no longer only about knowing, understanding and capitalizing, but SCRUTINIZING, SEIZING, CONNECTING and ACTING to support innovation; acting for change, acting for novelty, acting for differentiation and acting to improve business performance and sustainability.

Tomorrow's leading executives and managers will need to be pro-active innovators with the vision and influence to create opportunities; they will possess highly developed social and intercultural skills; they will not remain passive in the face of change, but actively shape organizations and lead the company into the future; they will think and act as entrepreneurs.

To better prepare for these challenges, our MBI program focuses on the issues of identifying, conceptualizing, developing and managing incremental or radical innovations for product, service and process. Its unique curriculum embraces original business development approaches encompassing entrepreneurship within bespoke market orientations.

Moreover, the MBI program creates an exclusive opportunity to experience innovation management throughout the new product or new service development process and to enhance a mutual understanding about the rationale adopted from a technological and business management perspective.

Empirical evidence exists to support a mutual understanding as key for successful cooperation between research and development functions and marketing functions ultimately leading to innovation success*.



Matthyssens, P., Bocconcelli, R., Pagano, A., & Quintens, L. (2015). Aligning Marketing and Purchasing for new value creation.  Industrial Marketing Management, in press (doi:10.1016/j.indmarman.2015.07.016).

Daniel, H.Z., Hempel, D.J., & Srinivasan, N. (2002). A model of value assessment in collaborative R&D programs. Industrial Marketing Management, 31(8), 653.664.