Have a coffee on us in Seoul, Korea and speak with CEIBS admissions staff about the full-time English-language MBA programme at China Europe International Business School.

Have a coffee, on us, in Kuala Lumpur and talk with CEIBS students about the full-time English-language MBA programme offered at China Europe International Business School (CEIBS).

Have a coffee, on us, in Tokyo, Japan and a talk with CEIBS admissions staff about the full-time English-taught MBA programme at China Europe International Business School (CEIBS).

Please join us at our upcoming CEIBS Executive Forum on October 25, 2019 for a special talk by Ms. Smilla Yuan, CEO of Willis Towers Watson Greater China, on the Future of Work, Organization, and Talent.

Have a coffee, on us, in Shanghai (Pudong), and talk with CEIBS admissions staff and alumni about the full-time English-language MBA programme offered at China Europe International Business School (CEIBS).

Have a coffee, on us, in Shanghai (Puxi), and talk with CEIBS admissions staff and alumni about the full-time English-language MBA programme offered at China Europe International Business School (CEIBS).

Ranked #5 globally by the Financial Times in 2019, CEIBS’ Shanghai-based MBA programme recruits around 180 elites students from around the world each year. In our current MBA Class of 2021, students come from 23 countries and regions, representing industries such as finance, technology, consulting, healthcare, manufacturing, and more. In this webinar series, CEIBS MBA professionals will present a vivid Industry 101 online sharing to prospective students covering industry insights, career progression and their personal and application journey.

What kind of career switch is possible for MBAs after graduation? Where should you start with career planning? How can you put yourself in a superior position in the eyes of recruiters? And how can you balance both short-term and long-term career goals?

Faced with disruption brought about by digitalization, multinational corporations are realizing the value of partnering with external actors – including start-ups. However, while established corporations and start-ups do have complementary capabilities that could result in win-win collaboration they often find that developing productive partnerships is not straightforward. The very thing that attracts them to each other – their significant differences – also makes it difficult to work together. Therefore, the partnering process must be approached not only enthusiastically but thoughtfully.