Turn a list of stakeholders into a decision that works for all of them. Build the professional judgement to apply this capability confidently in consequential management and leadership decisions.
Meet the course lead and explore the practical focus, learning experience, and professional value of this course.
Most organisations did not make a single, deliberate decision to adopt artificial intelligence; it arrived gradually. A vendor introduced a feature, a team began using a public chatbot, or a supplier quietly embedded a model in a workflow. By the time leadership asks who owns the risk, AI may already be influencing decisions that affect customers, employees and the balance sheet—and it can fail in ways ordinary software does not.
This course closes the gap between saying that an organisation “uses AI responsibly” and being able to demonstrate responsibility for a specific system. Participants take one real AI use through the full NIST AI Risk Management Framework cycle: Govern, Map, Measure and Manage. Each stage is demonstrated through a running executive case and then applied to the participant’s chosen system, with a model against which the work can be tested.
By the conclusion, participants hold a defensible risk response: named accountability and risk tolerance, a priority risk and the people it may affect, evidence of what has been measured and what remains uncertain, and a prioritised treatment supported by ownership, third-party terms, incident planning and monitoring. The emphasis is on managerial judgement and practical control rather than technical model development or regulatory box-ticking.
Most courses teach you to name your stakeholders. This one teaches you to create value for them — and to defend the decision that does it
You bring a real decision — your own, carried alongside a running case — and every lesson applies to it. Across the two weeks you build a stakeholder map, an interest inventory, an influence analysis and, finally, a defended recommendation. The output is not a certificate of attendance but a decision you actually need to make, made well.
The pivot of the whole method is separating what a party demands from what it actually needs, because value is created by serving interests, not by conceding to positions. Every lesson works the specific tools — the power–interest matrix, the power/legitimacy/urgency salience model — against a documented case, and the analysis quality standard your work is measured against is published in the first lesson, so the standard is visible from the start.
Most stakeholder training stops at balancing competing claims. This course teaches the harder and more useful move: finding the arrangements in which value for one group is value for others, and — where interests genuinely conflict — resolving them on defensible grounds of legitimacy, salience and fairness that you can state to the party who loses. Trading one group off against another is treated as the last resort, not the first.
You can name the stakeholders a specific decision affects, applying Freeman's definition in both directions, and justify each inclusion and each exclusion in a sentence You can separate primary from secondary stakeholders by structural dependence, and map the set so that concentrated exposure and possible coalitions become visible You can tell a stated position from the real interest beneath it, classify each stake as equity, economic or influencer, and record the interests you do not yet know
You can distinguish the descriptive, instrumental and normative claims of Stakeholder Theory, and use all three together to reframe an apparent binary You can spot the separation fallacy in a decision, and test whether an apparent trade-off is really a value-creation opportunity in disguise You can apply the three moves — integrate interests, enlarge the value created, redesign the deal — to serve a joint interest before conceding a loss
Dean of the School
Dr. Jeffrey Henderson is Dean of Monarch Business School and Professor of Business Ethics, with senior management and advisory experience across commercial real estate, finance, and professional services. His career includes leadership roles with Bentall Capital, Brookfield Properties, KPMG Canada, and other international organizations, involving projects exceeding $6 billion. He brings MMI participants an applied perspective on strategic judgement, ethical leadership, organizational responsibility, and the translation of management ideas into credible professional action.
Meet the accomplished professionals who successfully completed their doctoral studies in 2025, bringing deep leadership experience and rigorous scholarship to Monarch Switzerland.
Meet the accomplished professionals who successfully completed their doctoral studies in 2025, bringing deep leadership experience and rigorous scholarship to Monarch Switzerland.
