EXECUTIVE EDUCATION DEPARTMENT

Over five years, Executive Education has changed dimension by increasing its activity twofold. In spite of the context, the Continuing Education teams have succeeded in maintaining their direction and completing many projects, particularly by broadening the portfolio of its offers and by strengthening the dynamic in France and China. Now more than ever, the division is looking to the future, with strengthening of its assets, but also, and more importantly, solid support to contribute to ethical transformation of individuals, organisations and society.

Makram CHEMANGUI

DIRECTOR OF EXECUTIVE EDUCATION

4

the number of continents on which Executive Education will offer training, by 2025

2020 was a peculiar year. How was it felt in your division?

2020 was especially complicated for vocational training, particularly due to the generalised lockdown throughout France and sometimes abroad. Consequently, the teams had to show even greater flexibility and creativity to attract a growing number of learners. As a result, the context made it possible to accelerate the digital transformation of Continuing Education programmes. Almost all our teaching switched to remote formats, with regard to both the synchronous and asynchronous offer, to enable everyone to follow our courses, especially via creation of digital teaching modules. Thereafter, in 2020, we continued to implement our business support offering. This hybrid offering incorporates vocational training as well as strategic studies and analysis to assist them with their development models. We also took advantage of the year gone by to continue to expand abroad, with new institutions. Following China and Algeria, we are now present in Morocco and Senegal.

AUDENCIA 20-20 – What is your assessment of the previous strategic plan?

Audencia’s Continuing Education witnessed great leaps over five years; firstly, through the globalisation of its offer, with deployment in several countries, because this dimension did not even exist five years ago! Thereafter, through the previous strategic plan, we succeeded in developing customised training for businesses and especially key accounts in Paris, on our campus. Over the last five years, the Executive Education offering also witnessed the development of a portfolio of specialised diploma qualifications, whereas previously they had mainly been general in nature! Today, we are able to offer diploma qualifications in such specific themes as finance, purchasing, sales, marketing and communication. Thanks to all these aspects, Continuing Education succeeded in increasing its activity twofold between 2015 and 2020. This strong global dynamic notably enabled us to enter international rankings, such as those drawn up by the Financial Times.

AUDENCIA
STRATEGIC
PLAN
ecos 2025

IN CONCLUSION

WHAT WORD WOULD YOU USE TO DEFINE YOUR VISION FOR AUDENCIA’S NEW STRATEGIC PLAN?

SUPPORT with global performance! Henceforth, continuing education will support individuals, organisations and, more broadly, society as a whole, regarding an ethical transformation based around 3 key components: the economy, the ecology and social issues. This means assisting individuals with skills hybridisation that enables them to draw on technical, societal and behavioural skills. It involves the ethical transformation of organisations via the concept of business support and implementing a means of measuring three-dimensional performance (in economic, social and ecological terms). Lastly, it concerns the transformation of society by organising inspiring conferences and free schemes open to entrepreneurs, high-impact associations and impactful charities. In tandem, Executive Education will continue to develop on the international stage by strengthening its positions on the 3 continents where it is currently present (Europe, Asia and Africa), whilst reaching out to a new continent with the campus in Sao Paulo and our partnership with FECAP! The goal is to increase our turnover twofold on 4 continents by 2025.