Lead Across Continents — Redesign the Atlas Global Executive MBA

A four-round, advanced executive-education simulation. You are the Programme Director of the Global Executive MBA (GEMBA) at Atlas Global Business School in Barcelona, with teaching residencies in São Paulo and Singapore. The cohort is 72 senior managers from 26 nationalities; the programme earns EUR 9.4M at a 22% margin and feeds the school's rankings and corporate pipeline. On 14 April 2026, two days after Atlas placed 41st on a new responsible-leadership ranking sub-index, the three largest corporate sponsors — who together fund 31 of 72 seats (43%, worth EUR 4.05M over two intakes) — send a joint letter making measurable ESG and sustainability integration a condition of renewal. The catch: the curriculum is locked at exactly 480 contact hours (accreditation + executive availability), the core management content is rated 4.6/5 and employers resist losing it, the regional hour split (210 Barcelona / 150 São Paulo / 120 Singapore) is flagged as incoherent, and the contractual NPS floor with sponsors is +40 (last cohort +47). Over four rounds you (1) diagnose the design as ESG INTEGRATION vs ESG-as-a-bolt-on, not mere addition; (2) rebalance the 320 core / 70 ESG / 90 regional topic mix inside the fixed 480 hours, choosing standalone vs integrated vs blended ESG delivery and how ESG learning is ASSESSED, not just scheduled; (3) rebalance the three regional residencies into one coherent global journey and decide whether to accept a sponsored Singapore operations residency that would tilt hours east; and (4) lock the design and defend a four-metric scorecard — global balance, ESG coverage, participant satisfaction, employer relevance — to the lead corporate sponsor and the academic dean, proving the 31 seats renew. The math rewards genuine integration, an honored 480-hour cap, regional balance, assessed ESG and protected satisfaction, and measurably punishes the five classic errors: bolting ESG on, under-funding ESG to protect the core, exceeding the hour cap, skewing regional hours to grab a sponsored residency, and scheduling ESG without assessing it. Final KPIs track ESG Coverage, Integration Quality, Global Balance and Participant NPS, all inside the hard 480-hour ceiling.