MBA

Dual Award · Conferred with IU International University of Applied Sciences

Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award)

Transatlantic Dual Award (US MBA + European Master's) — Conferred jointly with Frontier Innovation University (USA) & IU International University (Germany)

Joint Awarding Institution2 Diplomas

IU International University of Applied Sciences (Germany)

Credit Allocation55% FIU / 45% IU International

Online or on campus

20 months48 creditsEnglish

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Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award)

Overview

Executive dual-degree program preparing senior technology managers to steer enterprise modernization, cloud migration, AI adoption, and cross-border digital governance. Students earn 2 independent accredited diplomas with a 55% / 45% international credit split. Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award) is taught as one award, not a list of unrelated modules. The published length is 20 months, and the credit total is 48. Students move from Strategy for a real organisation through Strategy for a real organisation; Money and operations; People and change; Capstone brief; Strategy for a real organisation (MBA-605); Money and operations (MBA-606), and finish on Capstone brief (MBA-608). Each course has a question, a method, and a submission. In this field, students diagnose one organisation and carry a decision through to a recommendation. Reading is a case, a short financial extract, and a stakeholder note. The artefact a marker expects is a consulting brief a manager could use. The award is built so that a graduate can do the following in practice: Two prestigious executive credentials: US MBA and European State-Accredited Degree Executive strategy labs analyzing real-world tech restructuring cases Transparent affordable semester payments with zero hidden fees Teaching assumes the student can read a source, attempt a problem before the seminar, and revise after feedback. Attendance at live seminars is part of the design. The capstone or final course must use the methods of the earlier courses; a project that ignores them does not pass. The pages for each course name the topics that are examined. Those topics are the syllabus. A brochure line is not a substitute for them.

How you can study

Study options & delivery

Online pathway· Flexible remote

Complete your Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award) fully online from anywhere in the world with faculty-led modules and flexible scheduling.

On-campus pathway· £4,900 / $6,200/year

Attend seminars and access facilities in person at Frontier Innovation University. Campus tuition and campus examinations are charged.

Apply online →Apply for campus →View fee schedule

What You Will Learn

Two prestigious executive credentials: US MBA and European State-Accredited Degree
Executive strategy labs analyzing real-world tech restructuring cases
Transparent affordable semester payments with zero hidden fees
Dual alumni network access across North American and European executive circles

Curriculum

Stage 1 — Core Management & Strategic Foundations (24 Credits)

Code	Course	Credits · hours
MBA-601	Strategy for a real organisation Strategy for a real organisation (MBA-601) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy for a real organisation as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MBA-601-M1 · Position, rivals, and the choice in front of the organisation — Strategy for a real organisation MBA-601-M2 · A financial result and the operational cause — Strategy for a real organisation MBA-601-M3 · The decision, the team, resistance, and the plan — Strategy for a real organisation MBA-601-M4 · Stakeholders and what they can block — Strategy for a real organisation MBA-601-M5 · Ethics and the limit of the recommendation — Strategy for a real organisation MBA-601-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation	6 · 60 h
MBA-602	Money and operations Money and operations (MBA-602) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Money and operations as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MBA-602-M1 · Order, nodes, delay, and a flow map — Money and operations MBA-602-M2 · Demand, capacity, stock, and stock-out — Money and operations MBA-602-M3 · A break in the chain and the response — Money and operations MBA-602-M4 · Cost, time, and who pays for the buffer — Money and operations MBA-602-M5 · One lane, site, or corridor — Money and operations MBA-602-M6 · A change recommendation with cost and risk — Money and operations	6 · 60 h
MBA-603	People and change People and change (MBA-603) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MBA-603-M1 · Position, rivals, and the choice in front of the organisation — People and change MBA-603-M2 · A financial result and the operational cause — People and change MBA-603-M3 · The decision, the team, resistance, and the plan — People and change MBA-603-M4 · Stakeholders and what they can block — People and change MBA-603-M5 · Ethics and the limit of the recommendation — People and change MBA-603-M6 · A consulting brief: problem, evidence, recommendation, defence — People and change	6 · 60 h
MBA-604	Capstone brief Capstone brief (MBA-604) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone brief as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MBA-604-M1 · Position, rivals, and the choice in front of the organisation — Capstone brief MBA-604-M2 · A financial result and the operational cause — Capstone brief MBA-604-M3 · The decision, the team, resistance, and the plan — Capstone brief MBA-604-M4 · Stakeholders and what they can block — Capstone brief MBA-604-M5 · Ethics and the limit of the recommendation — Capstone brief MBA-604-M6 · A consulting brief: problem, evidence, recommendation, defence — Capstone brief	6 · 60 h

Stage 2 — Partner Moderated Advanced Specialisation (18 Credits)

Code	Course	Credits · hours
MBA-605	Strategy for a real organisation (MBA-605) Strategy for a real organisation (MBA-605) (MBA-605) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy for a real organisation (MBA-605) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MBA-605-M1 · Position, rivals, and the choice in front of the organisation — Strategy for a real organisation (MBA-605) MBA-605-M2 · A financial result and the operational cause — Strategy for a real organisation (MBA-605) MBA-605-M3 · The decision, the team, resistance, and the plan — Strategy for a real organisation (MBA-605) MBA-605-M4 · Stakeholders and what they can block — Strategy for a real organisation (MBA-605) MBA-605-M5 · Ethics and the limit of the recommendation — Strategy for a real organisation (MBA-605) MBA-605-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation (MBA-605)	6 · 60 h
MBA-606	Money and operations (MBA-606) Money and operations (MBA-606) (MBA-606) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Money and operations (MBA-606) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MBA-606-M1 · Order, nodes, delay, and a flow map — Money and operations (MBA-606) MBA-606-M2 · Demand, capacity, stock, and stock-out — Money and operations (MBA-606) MBA-606-M3 · A break in the chain and the response — Money and operations (MBA-606) MBA-606-M4 · Cost, time, and who pays for the buffer — Money and operations (MBA-606) MBA-606-M5 · One lane, site, or corridor — Money and operations (MBA-606) MBA-606-M6 · A change recommendation with cost and risk — Money and operations (MBA-606)	6 · 60 h
MBA-607	People and change (MBA-607) People and change (MBA-607) (MBA-607) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change (MBA-607) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MBA-607-M1 · Position, rivals, and the choice in front of the organisation — People and change (MBA-607) MBA-607-M2 · A financial result and the operational cause — People and change (MBA-607) MBA-607-M3 · The decision, the team, resistance, and the plan — People and change (MBA-607) MBA-607-M4 · Stakeholders and what they can block — People and change (MBA-607) MBA-607-M5 · Ethics and the limit of the recommendation — People and change (MBA-607) MBA-607-M6 · A consulting brief: problem, evidence, recommendation, defence — People and change (MBA-607)	6 · 60 h

Code

Course

Credits · hours

MBA-605

Strategy for a real organisation (MBA-605)

Strategy for a real organisation (MBA-605) (MBA-605) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Strategy for a real organisation (MBA-605) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MBA-605-M1 · Position, rivals, and the choice in front of the organisation — Strategy for a real organisation (MBA-605)
MBA-605-M2 · A financial result and the operational cause — Strategy for a real organisation (MBA-605)
MBA-605-M3 · The decision, the team, resistance, and the plan — Strategy for a real organisation (MBA-605)
MBA-605-M4 · Stakeholders and what they can block — Strategy for a real organisation (MBA-605)
MBA-605-M5 · Ethics and the limit of the recommendation — Strategy for a real organisation (MBA-605)
MBA-605-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation (MBA-605)

6 · 60 h

MBA-606

Money and operations (MBA-606)

Money and operations (MBA-606) (MBA-606) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can find where time or cost is lost and recommend one operational change, using Money and operations (MBA-606) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a process map, a capacity note, and a disruption case. Seminar time is for the decision, not for reading the materials aloud. Assessment is a recommendation for one lane, site, or service with the cost and the risk. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MBA-606-M1 · Order, nodes, delay, and a flow map — Money and operations (MBA-606)
MBA-606-M2 · Demand, capacity, stock, and stock-out — Money and operations (MBA-606)
MBA-606-M3 · A break in the chain and the response — Money and operations (MBA-606)
MBA-606-M4 · Cost, time, and who pays for the buffer — Money and operations (MBA-606)
MBA-606-M5 · One lane, site, or corridor — Money and operations (MBA-606)
MBA-606-M6 · A change recommendation with cost and risk — Money and operations (MBA-606)

6 · 60 h

MBA-607

People and change (MBA-607)

People and change (MBA-607) (MBA-607) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change (MBA-607) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MBA-607-M1 · Position, rivals, and the choice in front of the organisation — People and change (MBA-607)
MBA-607-M2 · A financial result and the operational cause — People and change (MBA-607)
MBA-607-M3 · The decision, the team, resistance, and the plan — People and change (MBA-607)
MBA-607-M4 · Stakeholders and what they can block — People and change (MBA-607)
MBA-607-M5 · Ethics and the limit of the recommendation — People and change (MBA-607)
MBA-607-M6 · A consulting brief: problem, evidence, recommendation, defence — People and change (MBA-607)

6 · 60 h

Stage 3 — Strategic Executive Capstone (6 Credits)

Code	Course	Credits · hours
MBA-608	Capstone brief (MBA-608) Capstone brief (MBA-608) (MBA-608) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone brief (MBA-608) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone. MBA-608-M1 · Position, rivals, and the choice in front of the organisation — Capstone brief (MBA-608) MBA-608-M2 · A financial result and the operational cause — Capstone brief (MBA-608) MBA-608-M3 · The decision, the team, resistance, and the plan — Capstone brief (MBA-608) MBA-608-M4 · Stakeholders and what they can block — Capstone brief (MBA-608) MBA-608-M5 · Ethics and the limit of the recommendation — Capstone brief (MBA-608) MBA-608-M6 · A consulting brief: problem, evidence, recommendation, defence — Capstone brief (MBA-608)	6 · 60 h

Code

Course

Credits · hours

MBA-608

Capstone brief (MBA-608)

Capstone brief (MBA-608) (MBA-608) is a 6-credit course on Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award), with 60 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using Capstone brief (MBA-608) as the working context rather than a generic management example. The course is taught in three movements. First, students establish the terms and the decision the course is about. Second, they apply the method to a case, dataset, text, or design and compare it with a weaker alternative. Third, they revise the work after feedback and state what the conclusion cannot support. Preparation uses a case, a short financial extract, and a stakeholder note. Seminar time is for the decision, not for reading the materials aloud. Assessment is a consulting brief a manager could use. A pass requires a clear method, evidence a marker can check, and an explicit limit. Credit is not awarded for summary alone.

MBA-608-M1 · Position, rivals, and the choice in front of the organisation — Capstone brief (MBA-608)
MBA-608-M2 · A financial result and the operational cause — Capstone brief (MBA-608)
MBA-608-M3 · The decision, the team, resistance, and the plan — Capstone brief (MBA-608)
MBA-608-M4 · Stakeholders and what they can block — Capstone brief (MBA-608)
MBA-608-M5 · Ethics and the limit of the recommendation — Capstone brief (MBA-608)
MBA-608-M6 · A consulting brief: problem, evidence, recommendation, defence — Capstone brief (MBA-608)

6 · 60 h

Career Paths

Chief Information Officer (CIO)
VP of Digital Transformation
Enterprise Architecture Director
Management Consulting Partner

Program Highlights

2 Accredited Diplomas
55% / 45% International Credit Split
Awarded by: Frontier Innovation University (USA) & IU International University (Germany)
Delivery: Flexible Digital

Assessment

Modules are assessed through a published mix of coursework, applied projects, and examinations. Exam windows are announced in advance so students in other time zones are not forced into overnight sittings. Alternative arrangements are available where documented.

Admission requirements

Academic entry

Bachelor's degree from an accredited institution (minimum 2:2 or GPA 2.5/4.0)

English language

English proficiency: IELTS 5.5, TOEFL 46, or equivalent (waived for prior English-medium study)

Documents

Statement of Purpose (500 words minimum) outlining your goals and fit for the programme
Two academic or professional references with contact details
CV or résumé documenting relevant education and professional experience

Programme questions

How long is the Executive MBA in Digital Transformation & Enterprise Strategy (Dual Award)?

The published duration is 20 months. Teaching language: English. Actual time-to-complete depends on mode and any recognised prior learning.

Can I study this from my country?

You may study this award fully online from your country, or — where published — on campus at Frontier. Online study does not require a student visa. Campus study may.

What does it cost?

Degree tuition for this award is published as £0 / tuition-free on the online pathway. Examination or administrative fees may apply at checkout — never an annual tuition invoice. Check the Fees page for any extras.

What are the entry requirements?

Requirements are grouped on this page (academic, English, documents). Equivalent qualifications are considered. English may be waived after prior English-medium study.

How is the programme assessed?

Assessment is typically a mix of coursework, projects, and examinations. Doctoral awards include a thesis or dissertation and an oral examination. Details sit in the programme specification and module outlines.

Will this award be recognised where I live?

Recognition of the award for local employment, professional licence, or ministry attestation is decided by your employer or regulator. Frontier Innovation University publishes verification pages for certificates. We do not claim automatic equivalence in every country.

How do I apply?

Start an application on this website. Progress is saved from the first step. Admissions: admissions@frontuni.com.

Recognized & Accredited

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