Four domains. One enterprise.
Leadership, Global Diplomacy, Capital Markets and Emerging Technology: four domains that explain how leaders and enterprises navigate the world, and one question that brings them back to the business.
Leadership
Leadership is the discipline of making sound decisions and enabling others to act with purpose. It begins with self-awareness, ethical judgment and responsibility for the consequences of enterprise decisions.
Fellows explore leading through uncertainty, aligning teams and navigating the relationships between family, ownership and management. They consider how leadership changes as an enterprise moves across generations, markets and technologies.
Practitioner-led discussions, structured mentoring and the enterprise Capstone connect leadership thinking to a real business challenge. Fellows develop the ability to communicate direction, build shared commitment and guide change responsibly.
- Self-awareness, values and ethical decision-making
- Systems leadership and organisational alignment
- Family enterprise succession and intergenerational leadership
- Leading change and building resilient teams
- Strategic communication and leadership under uncertainty
Global Diplomacy
Global Diplomacy is the study of power and the external environment. It asks who sets the rules within which enterprises operate, and how those rules change.
Fellows learn to read geopolitical shifts as a business input: trade policy, sanctions, alliances and the strategies of states all shape supply chains, markets and risk.
The domain is taught inside institutions that practise it, from the Diplomatische Akademie Wien and India Foundation to the Hudson Institute and the Institute of World Politics.
- Geopolitics and the global business environment
- Economic statecraft, trade and supply chain strategy
- International institutions, law and global governance
- Diplomatic negotiation and strategic communication
- Geopolitical risk and cross-border strategy
Capital Markets
Capital Markets is the study of how capital is created and deployed. Every enterprise depends on it; few leaders see it from the allocator side.
Fellows examine sovereign wealth, family office governance, private equity, venture capital and growth financing, and the governance and ownership structures that surround them.
Learning takes place in financial centres, including the Dubai International Financial Centre and the entrepreneurship ecosystems of the United States.
- Capital markets and investment in the GCC and emerging economies
- Sovereign wealth, family office governance and capital allocation
- Corporate governance and ownership structures
- Private equity, venture capital and growth financing
- Entrepreneurship and family business succession
Emerging Technology
Emerging Technology is the study of how technological change alters enterprise: what it makes possible, what it makes obsolete and what it demands of leaders.
Fellows build fluency in frontier technologies, AI, advanced manufacturing and digital transformation, and learn the leadership frameworks needed to guide organisations through them.
The domain moves from Bangalore and the technology institutions of India to Singapore, where AI governance and innovation ecosystems are designed deliberately.
- Frontier technologies and emerging business models
- AI, advanced manufacturing and strategic futures
- India's innovation ecosystem and global technology positioning
- Leadership for the AI era and change management
- Digital transformation and enterprise readiness
Enterprise is the lens connecting all four domains.
Enterprise is not a separate subject added to the four domains. It is the lens through which Leadership, Global Diplomacy, Capital Markets and Emerging Technology are interpreted in every geography and institution.
A leadership discussion, a negotiation workshop, a capital markets seminar and a visit to a technology park are all taught on their own terms, and then read against the same test: what does this mean for the fellow's business?
At every stage the programme asks: what does this mean for the enterprise?
PESTEL: one integrated approach to decisions.
A real leadership decision sits at the centre. Read political, economic, social, technological, environmental and legal perspectives together to understand connections, recognise trade-offs and make a better-informed decision.
Political
International relations, trade policies and government priorities.
Economic
Viability, investment, financing and entrepreneurship.
Social
Community adoption, workforce readiness, inclusion and the distribution of benefits and impacts.
Technological
AI, automation, innovation, capabilities and business models.
Environmental
Sustainability, environmental change, resource demands and resilience.
Legal
Data protection, intellectual property and regulatory compliance.
PESTEL is an integrated decision lens, not six separate courses or checklists. ESG considerations connect several perspectives rather than belonging to one isolated subject.
The lens frames the question; the four domains develop the capability to respond. The eight-city journey tests perspective, and the Enterprise Capstone turns learning into a defensible proposition for action.
Start with a challenge. Return with a strategic proposition.
The Enterprise Capstone runs continuously from week one to graduation. It is how the entire programme becomes relevant to the enterprise.
Bring Your Enterprise Challenge
Identify a consequential business question in week one. Define what must be decided, why it matters and who it affects. This becomes the Enterprise Capstone.
Examine Interconnected Forces
Use the integrated PESTEL lens to investigate political, economic, social, technological, environmental and legal forces together. Examine constraints, dependencies, evidence and assumptions around the decision.
Develop Capability
Build the ability to respond through Leadership, Global Diplomacy, Capital Markets and Emerging Technology. Compare alternatives, their commercial viability and their leadership, stakeholder, technological, environmental and legal trade-offs.
Test Thinking Across Eight Cities
Learn from practitioners and institutions through sessions, visits, workshops and simulations. Revisit assumptions, risks and opportunities. A structured Capstone log captures each geography’s insights and implications for the enterprise.
Refine With a Senior Mentor
After the first module in Bangalore, structured senior-industry mentoring begins. Fellows are matched by enterprise sector and Capstone focus. Monthly, framework-driven conversations challenge and strengthen the proposition.
Present and Defend
The final proposition is reviewed by a leading global professional services firm, then presented and defended before a senior panel of mentors, faculty and invited industry guests at graduation in India.
Eight stops, one progression
Schedule to be published
Where the year begins: frontier technology and India's own capability.
Within the four-week UAE module
Global capital, corporate governance and future government.
Within the four-week UAE module
Economic transformation, responsible enterprise and executive leadership.
Four weeks
Systems, institutions and AI governance by design.
Schedule to be published
Power, statecraft and India's strategic position.
Two weeks
Rules, diplomacy and negotiation across borders.
Within the two-to-three-week US module
Entrepreneurship, succession and international growth.
Within the two-to-three-week US module
Global strategy, policy and final Capstone integration.
The year that changes how you lead.
The December 2026 cohort is now forming. Places are limited and allocated through personal conversation.