Global Program Architect — Launch the MSc Across AGBS's Campuses

A four-round, advanced higher-education management simulation set inside Atlantique Global Business School (AGBS), a triple-crown French grande école (EUR 142M budget, 11,000 students, five campuses — Lille, Paris, Sophia Antipolis, Raleigh and Suzhou). On 21 September 2026 the Executive Committee approved a new flagship MSc in Global Sustainable Management to launch in September 2027 — twelve months out — delivered simultaneously across at least three of the five campuses under one consistent learning-outcome set and the signature International Week. Playing the Program Portfolio Director, you must architect ONE coherent global programme, not five disconnected local ones, against unforgiving constraints: a program-coherence score stuck at 45/100 against an accreditation-safe floor of 75; only 6 qualified core faculty against a 9-FTE requirement with current utilization already at the 88% burnout danger line; a hard EUR 2.4M launch budget where the 'teach-everywhere' travel model alone costs EUR 1.1M; an enrolment target of 120 to break even at EUR 24,000 tuition against unpositioned demand of 95; and a full-residential International Week that would consume EUR 480K (20% of budget). Round 1 diagnoses the portfolio fit, names the binding constraint and selects the three lead campuses. Round 2 designs the global architecture — the core/adaptable credit split and the assessment-equivalence spine — resolving the integration-vs-responsiveness tension that punishes both fragmentation and over-standardization. Round 3 allocates the scarce faculty across campuses using hiring, visiting professors and online delivery while keeping utilization sustainable, and chooses and costs the International Week format within budget. Round 4 assembles the EQUIS/AACSB accreditation-readiness case and sets the multi-year roadmap. The scoring rewards a genuine, coherent, market-relevant, sustainably staffed and on-budget design and punishes the five classic errors — five-programme fragmentation, identical over-standardization, faculty over-allocation toward burnout, budget-blind experience design, and a standalone launch that cannibalizes the existing 38-programme portfolio. Final KPIs track Program Coherence (toward 75), Net Enrolment (toward 120 after cannibalization), Faculty Utilization (against the 88% line) and Budget committed (against the EUR 2.4M cap).