Local. Relevant. Rigorous.

Apply for our spring cohort—Classes start in mid-March

For over forty years the nation’s eighth oldest business school has offered you the best Denver Executive MBA (EMBA) option. The program is a highly selective academic program designed for mid-to-senior level professionals seeking to strengthen their business skills, expand their leadership abilities and broaden their perspectives. 

Located at the University of Denver in Colorado, the 18-month, 60-credit program is a rigorous, ethics-based business degree tailored to the needs of experienced professionals. Strategically focused and integrated in approach, the EMBA classroom is a dynamic environment of leaders from a wide array of backgrounds and industries. Although the pace of the EMBA experience is accelerated and academically rigorous, it is offered in an efficient once-a-week format which allows for balance between career, school and personal life.

Program at a Glance

FormatA lock-step (cohort) curriculum of 24 courses (60 credit hours)
Class ScheduleAlternating Fridays and Saturdays once a week, from 8 a.m. to 5 p.m.
Duration18 calendar months
Class Size30–40 students
Start DatesSeptember and March of each year
Undergraduate DegreeRequired
Work Experience10 or more years of professional work experience is required, with a least eight years in a management capacity.
GMAT or GREThe GMAT or GRE is not required in most cases.
Experiential Learning 3-1/2 days Team Sail Challenge, 12-day International Travel Seminar
Application DeadlinesApplications are considered in the order they are received. Space available consideration after February 1 (March entry) and May 15 (September entry).

 

The power of the Daniels network sets Daniels apart and was a big draw for me when selecting a school. Daniels has a community that supports each other. All our core team members at TekDry are a result of my experience at Daniels, and most of our first round of fundraising can be traced back to Daniels.- Eric Jones, Executive MBA 2013 | Co-founder, TekDry, LLC

Program Curriculum

  • Ethical Leadership: Gain an understanding of the ethical implications of business decisions.
  • Technical Expertise: Acquire hands-on technical expertise—from finance to marketing to management—through software simulations, team projects and student consulting.
  • Interpersonal Effectiveness: Develop your communication and team-building skills through collaborative projects on campus and in the field.
  • Critical and Innovative Thinking: Enhance your ability to gather, analyze and synthesize information to solve business dilemmas and create new opportunities.
  • Global/Intercultural Competence: Navigate the ever-changing global business environment and constructively engage with people from groups or cultures different from their own.

Class Schedule

EMBA Sample Calendar

The preset schedule of 24 five-week courses allows you to plan ahead and balance school with work and personal obligations. Classes kick off with a two-and-a-half-day orientation, which marks the start of your life as a Daniels EMBA student. Thereafter, students meet on alternating Fridays and Saturdays, attending two classes each day from 8 a.m. to 5 p.m. with an hour for lunch. Students are provided an 18-month class calendar in advance to plan for business travel or personal time off.

Course Sequence

The following course types complete the EMBA curriculum:

  • Leadership Courses: Develop the leadership and managerial skills demanded by today’s business environment, including a focus on self-leadership, emotional intelligence, team collaboration, ethics and corporate social responsibility.
  • Quantitative Courses: These courses span a comprehensive review of corporate finance to strategic cost management to using financial data to make strategic and sound business decisions.
  • Strategic Courses: Develop your ability to think strategically about all aspects of an organization from human capital management to marketing to identifying and implementing innovations.
  • Business Context/Conclusion: The EMBA begins with a specialized Business Context and Economics class to provide a strong foundation for your following coursework in accounting and finance. At the conclusion of the EMBA, you will deliver and evaluate your New Venture/Business Plan and Social Capital projects.

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Course Descriptions

Btn Course Descriptions

Business & Economic Context

This introductory economics course is designed to provide a survey of essential economics concepts and frameworks for executives. Economics provides a clear lens to intelligently evaluate and understand the world around us and disciplines such as finance, strategy, international business and marketing incorporate economic principles as a common foundation. Many business decisions require knowledge of economic principles in order to properly understand what is going on and evaluate the impact of a given decision. This course will provide a survey of these economic principles, with an emphasis on teaching core principles via case studies and examples. 

Business & Economic Context»

Executive Leadership I

Executive Leadership II 

Leadership is about effectively achieving results through others. Technical business knowledge, emotional intelligence competencies, and the ability to execute are all required to achieve this objective. This course examines these elements within the context of developing your own and your organization’s ‘leadership intelligence’. Explore ethical, legal, social, and public policy challenges frequently encountered by executives and business leaders in the workplace.

Executive Leadership I/Executive Leadership II»

Financial Accounting

Accounting & Financial Reporting

This is a study of the fundamental concepts of financial accounting and reporting by business entities in accordance with generally accepted accounting principles. The course approaches the material from the perspective of the financial statement user rather than the financial statement preparer. Therefore, emphasis is placed on the use and interpretation of information contained in business financial statements by managers, investors, and creditors.

Financial Accounting/Accounting & Financial Reporting»

Strategic Marketing

Focused on creating customers, this course will build decision tools, mental models and a holistic framework for finding the right market, the right price, the right communication and the right partners for your product or service. Through market research and competitive intelligence, students will learn to provide customer value, customer information, customer solutions and organizational profitability. Students will acquire a detailed understanding of strategic business and decision-support models that help executives navigate and lead an enterprise towards sustainable competitive advantage and differentiation. Strategic Marketing in a Dynamic Environment explores the science of marketing and allows students to develop and internalize business acumen as relates to translating the voice of the customer to strategy and orchestrating stakeholders in a way that add value.

Strategic Marketing»

Finance I

This course introduces the tools and techniques for financial analysis and planning. Topics include the tax implications of financial decisions, financial ratio analysis, operating and financial break-even analysis, operating and financial leverage, time value of money, and interest rates in the financial markets. 

Finance I»

Human Capital Management

The course will focus on how effective Human Capital Management can be a differentiator for a firm and how managers using good HCM practices can significantly contribute to the firm’s performance. The course will follow the cycle of business planning and execution and focus on the key human capital considerations at each step in the cycle. It will address full spectrum of what would be considered Talent Management processes and is taught through a global perspective. Each topic area will also look at current practices, as well as emerging practices as companies shift their business models. 

Human Capital Management»

Statistical Decision Analysis

This course introduces students to statistical analysis and provides the initial theoretical concepts, skills, and tools necessary to obtain a managerial view of how statistical methods are used to analyze data and facilitate business decision-making. Students will familiarize themselves with all of the statistical techniques and models presented in the course and will demonstrate knowledge in applying the appropriate techniques and models to various data sets and interpreting the results of the analysis. When appropriate, statistical software will be utilized to conduct the analysis, allowing students to become proficient in standard business software such as Microsoft Excel, with the MegaStat Add-In. Emphasis will be on application to core business disciplines, statistical reasoning, proper interpretation of results, and managerial decision-making.

Statistical Decision Analysis»

Innovation

The second course in the marketing sequence shifts from left brain activity to whole brain activity. We will offer an opportunity to think differently and to build discipline through a Stage Process to successful commercialization. Building on the tools and disciplines learned in Strategic Marketing in a Dynamic Environment, Leading Innovation shifts to the art of marketing. The course will enable students to understand the role of innovation in delivering value to customers and stakeholders, acquire executive competence necessary to secure the innovation investment, and realize how executives propel and assess innovation through all the stages of the innovation life cycle – from idea exploration to bringing a product/service to market successfully.

Innovation»

Power and Influence

This class focuses on an often-overlooked leadership skill – the ability to use power and influence effectively, and to negotiate the relationships critical to being a successful leader. Class time focuses on not only understanding the basics of this critical leadership skill, but also on honing skills through case studies and exercises. Particular attention is given to ethical issues connected with power and negotiation. This course will challenge you to define for yourself what will constitute the effective exercise of power and influence in your life. 

Power and Influence»

Financial Decision Making

Finance II

This course applies the tools of financial analysis to financial decisions. Topics include the valuation of financial assets, capital budgeting, cost of capital, Performa financial statements, business valuations and mergers, return on equity analysis, EPS and stock prices, and cash flow statement analysis. 

Financial Decision Making/Finance II»

Achieving Strategic Advantage

Achieving Strategic Advantage is a course comprised of various topics proposed by students depending upon their interests and needs. For example, course content can range from Enterprise-Wide IT solutions, to Executive Selling Strategy, Social Media, Branding Strategies or Managing Through Crises. Students are surveyed six months in advance of this course to determine immediate relevant topics which change with market conditions and world events. The course is offered in a five week segment and is facilitated by EMBA faculty members. 

Achieving Strategic Advantage»

Sustainability

Social entrepreneurship centers on creating effective responses to social needs and finding innovative solutions to social problems. Sustainable development focuses on: “Meeting the needs of people today without compromising the ability of future generations to meet their own needs.” A business has a responsibility to be a thoughtful institution which rises above the bottom line to consider its actions on all, from shareholders to society at large and its business activities must make social sense just as its social activities must make business sense. This course integrates fundamental business practices and the satisfaction of customer needs in ways that provide for societal well-being.

Sustainability»

Global Business I

Global Business II 

Students will be asked to apply models, disciplines, and systems learned during the first four quarters of their EMBA program to a global environment. The global course includes a two-week practicum where students visit two international cities and go deep into their respective business environments. The ten weeks of learning and research done in Denver, along with the on the ground research process completed in-country, facilitate the development of a global perspective and worldview. 

Global Business I/Global Business II»

Strategic Management

This strategy course covers a range of concepts and analytical techniques relating to creating and sustaining competitive advantage as the basis for superior performance. Competitive strategy deals with contemporary issues such as industry analysis, core competence of organizations, value chain analysis, and strategy implementation. The emphasis is on the application of analytical tools and frameworks to help students understand complex strategic issues. Competitive Strategy integrates concepts from finance, marketing, accounting, general management, information technology, and operations management. 

Strategic Management»

Entrepreneurship 

This course will teach students the skills required to prepare a business plan for an entrepreneurial venture and to develop the analytical skills needed to identify and evaluate a new business opportunity. This course incorporates insights from successful entrepreneurs and covers topics such as crafting a value proposition, market and sales forecasting, exploration of financing options, and building an effective team. This course concludes with the presentation of students’ business plans. 

Entrepreneurship»

Executive Business Law

Executive Business Law is intended to be a summary of the state of business in the final quarter of the EMBA program. As legal philosophy and public policy are covered early in the program, this course is a legal update of critical issues in business law for the graduating executive. Topics covered will include: corporate governance (including “Agency”), competitive regulation, insider trading, campaign finance, RICO and The Foreign Corrupt Practices Act, Whistle Blowing, The Business Judgment Rule and key HR issues such as sexual harassment, affirmative action, discrimination, and employee/customer privacy. This is a course focused on the legal issues executives are most likely to face in their role as corporate leaders, and the current state of “black letter law” (positive law) in those areas. 

Executive Business Law»

Go-To-Market Strategy

Enabling the business strategy through an in depth Go To Market plan. The key areas of Go to Market strategies evaluated in this class are the approaches to segmentation of key markets, sales organizational and compensation considerations, channel and distribution considerations, and the overall corporate culture to sustain the GTM strategy. The entire curriculum is based in developing the customer experience sustaining long term profitable growth.EMBA Course Descriptions Updated June 2012 Page 5. 

Go-To-Market Strategy»

The Discipline of Execution 

In the gap between a brilliant idea and the successful organization lies the discipline of execution. Execution is built on three key processes: the people process, the strategy process, and the operations process. In this course, we study the methods of successful leaders and organizations known for execution, self-evaluate execution skills and reinforce learning via case methodology. 

The Discipline of Execution»

Supply Chain Management

Delivering value to the market through effective supply chain management that globally sources product and services from around the world to the customer including: designing a logistics network to serve the customer / distribution channel; managing supply; and balancing supply with demand to optimize service and cost as well as building a global supply chain. The curriculum includes: an in-class distribution channel simulation, an internet based global supply chain simulation, and case studies of top performing supply chains as well as the supply chain performance tools: SCOR and Lean Six Sigma. 

Supply Chain Management»

Social Capital Project 

A significant component of the Executive MBA program deals with issues of values and corporate social responsibility, including environmental ethics and sustainable development. The Social Capital Project is a 3-4 quarter long “assignment”, conducted in teams and designed to reflect the values of the Daniels College of Business. The Social Capital Project is about “Making a Difference”. Further, the SCP is intended as a means for students to reinforce skills and apply insights gained throughout the Executive MBA Program. There are at least three outcomes against which success will be measured: (1) The accomplishments realized through the execution of your team project; (2) an analysis of individual and team dynamics; and (3) the overall “sustainable” contribution your project has or will make to the organization or community of choice. A competency which will be observed and measured includes the ability to deal with ambiguity and lack of imposed structure by your EMBA faculty. 

Social Capital Project»

Executive MBA Co-Curricular/Self-Paced Projects

Business Plan Project—16 Months 

The Business Plan project is initiated in the second quarter of study and culminates at the end of the fifth quarter. Students will examine such issues as entrepreneurship, vision, mission, market size, key industry forces that influence the competitive environment of an organization, and critical strategic direction and implantation issues. In doing so, the project integrates practical functional areas of finance, accounting, information technology, marketing, legal issues and operations management. This project will be offered in a workshop atmosphere in which students are expected to apply and discuss the various aspects of business planning and execute a viable business plan. Students may develop a business plan for a new start-up enterprise, create a plan for the launch of a new venture within an existing business; or conduct a strategic analysis of your existing business/organization The outcomes from the Business Plan project will result in the students’ capability to write a business plan, understand a variety of funding sources, and develop applicable presentations to such sources.

Business Plan Project—16 Months»

Business Model Project—16 Months 

The Business Model Project is a final program deliverable initiated in the 2nd quarter of study which culminates during the 6th and final quarter. Students may develop a business model for a new start-up business; new venture within an existing business; new non-profit; or social capital project. Students will brainstorm business or project opportunities, engage potential customers or advisors in customer discovery, determine market feasibility and minimum viable products, and synthesize the idea into a formal pitch. In doing so, the project integrates functional areas of strategic marketing, executive leadership, accounting and finance, financial reporting, human capital, entrepreneurship, strategic management, go-to-market strategy, business law, and discipline of execution. This project will be offered as an integrated element throughout the EMBA course sequence building upon the knowledge developed and culminating in a final deliverable. A student who diligently comp letes the Business Model Project should have developed the capabilities to understand and develop a sustainable business model, understand the inter-relatedness of the nine building blocks of business, and develop a pitch suitable for investors, board of directors, or senior-level executives.

Business Model Project—16 Months»

Options for Electives

Although the EMBA curriculum does not include electives, you may add four courses (16 credits) to the end of your EMBA program. Courses that focus on a specific area, such as finance, accounting, marketing or IT, will effectively add an area of specialization to your EMBA degree. With prior approval and advising, students in the MBA program may also pursue a dual degree with any school or department at Daniels.

Please contact Lisa Grassfield at 303.871.3419 for more information.

Experiential Learning

Focused on delivering results in a short time period, the Executive MBA features several high-impact activities that maximize learning and immerse you in both big-picture strategic thinking and cross-functional intricacies. You’ll learn by doing—experience that stays with you long after your classes are over.

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EMBA 63 Sailing
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2008 Sailing with Class 52 080
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2008 Sailing with Class 52 110
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EMBA Team Sail Challenge Fall 2011
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EMBA Team Sail Challenge Fall 2011
EMBA Team Sail Challenge Fall 2011
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EMBA Team Sail Challenge Fall 2011
EMBA Team Sail Challenge Fall 2011
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EMBA Team Sail Challenge Fall 2011
EMBA Team Sail Challenge Fall 2011
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EMBA Team Sail Challenge Fall 2011
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Team Sail Challenge

Spend four days in small student teams working together to captain a 28-foot sailboat on San Diego Bay. Paired with daily on-land classroom sessions, you’ll gain insight into your leadership style and team effectiveness as you discover analogies between sailing and achieving organizational effectiveness.

Global Business I and II/International Travel Seminar

In this immersive and comprehensive set of classes you will gain a world view and global business understanding that you can apply immediately at work. You will apply models, disciplines, and systems learned during the first four quarters of your EMBA program to a global environment. The global course includes a two-week practicum, the International Travel Seminar,  where you will visit two international cities and go deep into your respective business environments. Designed to compare a developing economy to a mature one, each student cohort chooses a destination by consensus. Prior to departure, student groups design a business feasibility study to explore and test in-country. Upon arrival, you’ll visit corporations, attend meetings with senior executives, talk with ex-patriots and gain an insider’s view of conducting international business. The ten weeks of learning and research done in Denver, along with the on the ground research process completed in-country, facilitate the development of a global perspective and worldview.

Social Capital Project

Grounded in Daniels belief that good business is sound business, EMBA students work here in small groups to create and launch a project of social significance. The project synthesizes key EMBA concepts: leadership, social responsibility, innovation and execution. The target is to provide at least $40,000 in real financial benefits to an organization or issue.

New Venture/Business Plan Project

Students may develop a business plan for a new start-up enterprise, create a plan for the launch of a new venture within an existing business or conduct a strategic analysis of your existing business or organization. In doing so, students examine such issues as entrepreneurship, vision, mission, market size, key industry forces that influence the competitive environment of an organization and critical strategic direction and implementation issues.

Faculty

The EMBA faculty members at Daniels are experts in their fields who are deeply engaged in the business world. They immerse students in current business trends and practices, challenge your assumptions and never settle for less than your best effort. The result is an academically rigorous and highly relevant learning experience that prepares you to take your career to the next level.

The EMBA program is capped at 30–40 students; you’ll get to know your professors and they’ll help you make the most of your time in the program. They become a key part of the dynamic network that will propel you at Daniels and beyond.

Learn more about the Daniels faculty»

Our Current Students

The typical EMBA student is anything but typical. Your classmates will represent all types of organizations, allowing you to compare best practices and gain diverse perspectives. When highly experienced peers progress through the EMBA curriculum as a group, a dynamic environment of learning ensues. You’ll find the EMBA classroom to be full of debate, discussion and collegial challenge.

Student Profile»

Organizations Represented»

Undergraduate Major/Area of Study»

Job Function and Industry»

Functional Area of Responsibility»

Organizations Represented by Company Size

Small (1-199 employees)

  • Cheetah Technologies
  • Community Shares
  • Genesis Innovations, LLC
  • History Colorado
  • MCN Healthcare
  • Meridius Solutions
  • NearSpace

Medium (200-1,000 employees)

  • Arapahoe-Douglas Mental Health
  • Berry Petroleum Company
  • Colorado PERA
  • MAPTEK
  • Oakwood Homes
  • The Denver Center for the Performing Arts
  • Symon Communications
  • Whiting Petroleum Corp

Large (More than 1,000 employees)

  • Accenture
  • Anadarko Petroleum Corporation
  • AvayaCenturyLink
  • Cerner Corporation
  • Charles Schwab & Co., Inc.
  • Cisco Systems, Inc.
  • Comcast Cable
  • Compassion International

Large (More than 1,000 employees)

  • Cricket Communications, Inc.
  • Crocs
  • Davita
  • DISH Network
  • Encana Oil & Gas, Inc.
  • Emerson Process Management
  • EOG Resources
  • First Data Corporation
  • Halliburton Energy Services
  • Huawei Technologies
  • IHS
  • Jeppesen
  • Kaiser Permanente
  • Kiewit Construction
  • Lockheed Martin
  • Microsoft
  • Molson Coors Brewing Company
  • Newmont Mining
  • Oppenheimer Funds
  • Oracle Corporation
  • PolycomPricewaterhouseCoopers
  • Slalom Consulting
  • TW Telecom
  • U.S. Air Force
  • U.S. Army
  • U.S. Navy
  • Wells Fargo
  • Wyndham Hotel Group


Contact Us

Executive and Professional MBA Programs

Director
Lisa Grassfield
Direct: +1 303.871.3419

Assistant Director
Kari Graham
Direct: +1 303.871.2639

Recruiting and Events
Roberta Nicknish
Direct: +1 303.871.2728
General: +1 303.871.4840