Academics

• Geopolitics ​
  The world's geopolitical structure has transformed into a multipolar world that is globally connected, though with ever-greater polarization.​
• Technology drivers ​
  Technology is evolving faster than companies' ability to absorb that technology and implement it. ​
• Society​
  Changes in social structures and work habits are, more than ever, determining the way companies need to define and implement their corporate strategies. ​
• Energy and resources ​
  A new energy era is emerging, and the way we manage and access resources will transform entire economies. ​
• (Generative) AI everywhere​
  Industry 4.0, machine learning, automated customer management, algorithm basedbuyer behavior, etc.​

• Sustainable Profitability: The New Growth Imperative​
  Balancing cash flow maximization, new business opportunities, and disruptive business model exploration.
• A Blueprint for corporate growth
  Defining corporate’s scope focusing on value creation, sustainability, and long-term success.
• Organic Growth: Capitalizing on Customer Success
  A good strategy doesn’t end with happy customers. To translate satisfaction into financial returns, leaders need to strengthen the link between value creation to capture.
• A new value equation
  Unlocking superior returns and driving sustainable financial success through asset structure, resource allocation and business model alignment.  
• Culture as the Engine of Business Development
  Streamlining organizations to leverage culture for creating better, more predictable, and scalable business outcomes for companies. 
• Data-Driven Decision Making
  From raw data to business intelligence, industry transparency and reliable information.  

• The Western world's fading importance
  The diminishing weight of the United States, the European Union's struggle to gain international credibility as a global player, and Japan in the West.​
• The chip wars and the 21st century's new pillars.
  Raw materials, energy and technology markets, regulations, trade barriers, and investments that are deglobalizing the pillars that support the information era.​
• An exhausted China hiding from reforms​
  The population pyramid, gender structure, speculation and boom-based growth, soaring debt, and the difficulty of meeting expectations due to political gridlock.​
• India, its muscle, and market (after China)​
  The country's multicultural population, knowledge, resources, and government policies that are pushing their new superpower forward.​
• Malaysia, the Philippines, Indonesia, Vietnam, etc.​
  Is there a friendly alternative to China to serve as an efficient factory for the world?​
• The Arab world, perfect to bridge the globe​
  Dubai (UAE) as the 21st century's “new Switzerland”. Saudi Arabia as the fastest evolving power. Iraq, Iran, Egypt, Morocco, Algeria, etc., trying to find equilibrium and a role for themselves.​
• Africa and Latin America​
  They have everything it takes, but they are fragmented and weighed down by protectionism and politics.​
• Singapore and the new center of the world​
  The city-state with the winning formula to orchestrate growth and sustainability.

• Business model transformation​
  Is the way companies currently operate and create value for their customers up to today's expectations? Are they evolving to fully exploit emerging capabilities and opportunities?​
  Should companies rethink and restructure their processes to adapt to new market conditions, technological advancements, and other disruptive forces?​
• Organizational transformation​
  Can organizational culture adapt to new market conditions, innovation rate, and other disruptive forces?​
  Are companies' workflows, responsive and resilient enough to keep up with evolving trends and needs?​
  Should they adapt their organizational structures, roles, and responsibilities to maintain or further develop their firms?​

The AMP Capstone guides participants from early ideation to a fully refined, implementation ready strategic project through a structured sequence of touchpoints: early idea generation, expert input, personalized tutoring, and a final pitch. Each stage builds momentum and ensures participants receive the support, tools, and feedback needed to deliver a high impact project.

Key Milestones:

• Week 1: Kick off + submit 1–3 initial project ideas
• Between W1–W2: 2 hour online creativity/innovation workshop
• Week 2 (Madrid): Tutor assigned + first project meeting (online or in person)
• Between W2–W3: Second expert session + interim deliverable
• Final Week: “Shark Tank” pitch to peers, tutors, and experts to gain investment. Feedback to apply before final submission.
• Final Submission: Full project due 10 days post program

Participants may choose the depth and ambition level of their Capstone:

• Executive level strategic document, concise and implementable
• Full business plan, investment ready and suitable for fundraising

The time commitment is flexible and tailored to each participant’s goals and workload.

The Capstone provides an opportunity that would typically require hiring external consultants or advisors:

• Access to Esade’s ecosystem of experts
• Structured academic guidance
• Exposure to entrepreneurship and innovation best practices
• Feedback from practitioners and investors
• A project that is ready to deploy immediately after the AMP

Participants leave the program with a concrete, high impact deliverable that enhances both their personal leadership journey and organizational contribution.