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Sustainable Leading and Reporting

Module name (EN):
Name of module in study programme. It should be precise and clear.
Sustainable Leading and Reporting
Degree programme:
Study Programme with validity of corresponding study regulations containing this module.
International Management, Master, ASPO 01.10.2020
Module code: MAIM-144
The exam administration creates a SAP-Submodule-No for every exam type in every module. The SAP-Submodule-No is equal for the same module in different study programs.
P420-0312, P620-0584
Hours per semester week / Teaching method:
The count of hours per week is a combination of lecture (V for German Vorlesung), exercise (U for Übung), practice (P) oder project (PA). For example a course of the form 2V+2U has 2 hours of lecture and 2 hours of exercise per week.
4V (4 hours per week)
ECTS credits:
European Credit Transfer System. Points for successful completion of a course. Each ECTS point represents a workload of 30 hours.
Semester: 1
Mandatory course: yes
Language of instruction:
Written exam (120 minutes / can be repeated semesterly)

[updated 30.01.2020]
Applicability / Curricular relevance:
All study programs (with year of the version of study regulations) containing the course.

MAIM-144 (P420-0312, P620-0584) International Management, Master, ASPO 01.10.2020 , semester 1, mandatory course
Workload of student for successfully completing the course. Each ECTS credit represents 30 working hours. These are the combined effort of face-to-face time, post-processing the subject of the lecture, exercises and preparation for the exam.

The total workload is distributed on the semester (01.04.-30.09. during the summer term, 01.10.-31.03. during the winter term).
60 class hours (= 45 clock hours) over a 15-week period.
The total student study time is 180 hours (equivalent to 6 ECTS credits).
There are therefore 135 hours available for class preparation and follow-up work and exam preparation.
Recommended prerequisites (modules):
Recommended as prerequisite for:
MAIM-311 Seminar International Management
MAIM-322 International Management Workshop

[updated 30.01.2020]
Module coordinator:
Prof. Dr. Mana Mojadadr
Prof. Dr. Mana Mojadadr

[updated 09.03.2020]
Learning outcomes:
Recent ages have seen bunches of new management approaches for improving organizational performance in order to maximize their business value. More and more of such management methods start to fail completely in the age of digitalization and the need of fast developing innovations in any organization. A closer look at performance targets shows the main root cause for those after-the-fact disappointing results: the respective communication to the financial markets by e.g. Earnings or annual reports of corporations, as well as how e.g. management goals internally are set, are mainly measured by the achievement of pure financial KPIs. In addition, recent scandals such as the “Diesel Scandal” or many other cases proof in the meanwhile, that solely financial analysis-oriented valuation of organizations cannot be sufficient.
However, for the ultimate goal of creating real sustainable value for an entire organization, some pioneers start implementing a more holistic management approach. Leading with purpose and value-oriented success needs a clear and holistic definition of putting financial and non-financial values together. This builds on the understanding that the future of any organization can only be very holistic; being more and more invested in the sustainable path of innovation and technology knowhow, their employees, as well as customers’ needs. It focuses at the same time on better decision making at all levels in an organization. For example, how well leaders engage with their employees and inspire them to commit to the purpose and strategy of their organization, support a healthy business culture, and succeed in paying back to the society or pay attention to environmental sustainability.
Therefore, sustainable leading and reporting achieves a special level of importance, especially in the age of digitalization and globally exposed competition. Gaining the respective competences in this Master´s degree programme in its broad outlines is the overarching goal for the students of this course.
Students therefore learn to analyze (digital) business models and companies’ strategies holistically in order to derive assessments and business analysis estimates based on them. This goes beyond getting to know and implementing key well-known concepts of financial analysis. Relevant keywords of this teaching unit: e.g. Financial and Business Analysis, financial KPIs, non-financial value drivers, value driver tree, analytics tools, integrated reporting and integrated thinking, connectivity of financial and non-financial values, leading with purpose, sustainability, ROI, measures of innovation, valuation of technologies etc.
Building on the knowledge of corporate finance and investment, this course enables students to evaluate real and current examples in order to form the link between the objectives of strategic (financial) management, e.g. from the perspective of the Board of Directors of a company, as well as the position of a company on the capital markets, or by investors’ perception.
Overall, students of this course are able to develop key components of a company´s business and financial analysis, as well as a value driver tree for sustainable success of an organization and, based on this, make recommendations for decision makers, and corporate value preservation or increase.

[updated 09.03.2020]
Module content:
1 Financial Analysis & Business Analysis
2 (Digital) new business models & the need of sustainable transformation
3 Integrated Reporting & Integrated Thinking
4 Connectivity of Financial & Non-Financial KPIs for sustainable success
5 Value Driver Tree & Analytics Tools
6 Case studies and project team work

[updated 09.03.2020]
Teaching methods/Media:
• Real case(s) (studies) (project based team work and cooperation with companies)
• Exercises, research and analysis work prepared by sub-teams

[updated 09.03.2020]
Recommended or required reading:
- Current business and company information (depends on current project or case studies)
- Most recent case studies and statistics
- Most recent relevant papers
• Alexander, J., Financial Planning & Analysis and Performance Management, most recent edition, Hoboken/New Jersey.
• Ankam, V., Big Data Analytics, most recent edition, Packt Publishing.
• Bini, L., Belucci, M., Integrated Sustainability Reporting: Linking Environmental and Social Information to Value Creation Processes, most recent edition, Heidelberg.
• Carlberg, C., Business Analysis With Excel, most recent edition, Business Computer Library.
• Davenport, T., Competing on Analytics: The New Science of Winning, most recent edition, Harvard Business Review Press.
• Eccles, R., The Integrated Reporting Movement: Meaning, Momentum, Motives, and Materiality, most recent edition, Hoboken/New Jersey.
• Eccles, R., One Report: Integrated Reporting for a Sustainable Strategy, most recent edition, Hoboken/New Jersey.
• Epstein, M./Verbeeten, F./Widener, S., Performance Management and Management Control: Contemporary Issues, most recent edition, Emerald Publishing Limited.
• Fridson, M./Alvarez, F., Financial Statement Analysis: A Practitioner´s Guide, most recent edition,
• Graham, B., The Intelligent Investor: The Definitive Book on Value Investing. A Book of Practical Counsel, most recent edition, Harper Business.
• IFAC, Materiality in IR – Guidance for the reparation of integrate reports, most recent edition, see online source.
• Küting, K./Weber, C.-P., Vom Financial Accounting zum Business Reporting, most recent edition, Stuttgart.
• Küting, K./Weber, C.-P., Die Bilanzanalyse, most recent edition, Stuttgart.
• Palepu, K., Step-By-Step Business Analysis and Valuation: Using Financial Statements to Value Any Business, most recent edition, South-Western Pub.
• Parmenter, D., Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, most recent edition, Hoboken/New Jersey.
• Podeswa, H., Financial Planning & Analysis and Performance Management, most recent edition, Cengage Learning PTR.
• SAP, Integrated Report, most recent annual report.
• Scott, M., Value Drivers: The Manager´s Guide for Driving Corporate Value Creation, most recent edition, Hoboken/New Jersey.
• Weaver, S., The Essentials of Financial Analysis, most recent edition, McGraw-Hill Education.

[updated 09.03.2020]
[Sat Jun 22 02:39:32 CEST 2024, CKEY=islar, BKEY=imm4, CID=MAIM-144, LANGUAGE=en, DATE=22.06.2024]