MBA STRA­TE­GY PRO­JECT

Gain new insights on a strategic challenge from an experienced professional undertaking a world-class MBA.

Receive recommendations informed by management thinking, business frameworks, and academic research from CBS and beyond. 

Benefit from an MBA participant who will spend several months examining a specific challenge and developing recommendations tailored to your organisation. 

Work with a professional from an international cohort with experience across a wide range of industries and functions. 

Generate practical recommendations that can support decision-making and longer-term organisational goals

Build a relationship with high-potential MBA talent and explore future recruitment opportunities where there is a mutual fit. 

Yes. Organisations are still welcome to submit proposals after the stated deadline. Projects received by 27 November 2026 will be included in the initial group of opportunities shared with the MBA cohort. Proposals received later can be shared with participants on a rolling basis.

Please bear in mind that participants will already have started applying for and interviewing for projects, so the available candidate pool may become smaller as the process progresses. We therefore recommend submitting your proposal as early as possible. 

Yes. Organisations are welcome to submit more than one proposal, including opportunities from different teams, departments, or business units. Each opportunity should have a clearly defined strategic focus and should be submitted as a separate proposal so that MBA participants can understand and apply for the individual projects.

Yes. An organisation may host more than one participant, either within the same team or across different departments, provided that each participant has a meaningful strategic project with an appropriate scope and sufficient organisational support. 

Each participant should have a clearly defined project, access to the relevant information and stakeholders, and an appointed contact person within the organisation.  
 

MBA participants are required to respect the confidentiality of the information they access during the Strategy Project. The final thesis is not made publicly available. It is seen only by the participant’s CBS academic supervisor and the external examiner, both of whom are bound by confidentiality requirements through the nature of their roles and under Danish law.

If your organisation requires additional protection, it may provide its own non-disclosure agreement or request the CBS Strategy Project NDA for the MBA participant to sign. Please note that CBS academic supervisors do not sign separate NDAs, as they are already subject to the confidentiality obligations outlined above.

Any specific confidentiality requirements should be discussed with the selected participant and CBS at an early stage, particularly if they may affect access to data, the content of the thesis, or the academic timetable 

No. The project does not need to be fully defined when the proposal is submitted. The initial proposal should provide enough information for participants to understand the strategic challenge, opportunity, or transformation initiative being explored, the organisational context, the intended scope of the project, and the profile you are seeking.

A suitable Strategy Project should address a real and significant issue facing the organisation and provide scope for the participant to apply relevant MBA theories, frameworks, evidence, and stakeholder insights to develop practical recommendations. The project should be sufficiently substantial for MBA-level analysis, while remaining focused enough to be completed within the Strategy Project period.

Once a participant has been selected, the project scope, objectives, and deliverables can be further discussed and refined together before the project begins.

While we promote all approved Strategy Projects to the MBA cohort, we cannot guarantee that participants will apply for a particular opportunity. Participants choose projects based on their experience, interests, career goals, and preferred industry or organisation type.

Projects that clearly articulate a meaningful strategic challenge, explain the organisational context, and provide transparent information about the role, team, and working arrangements are generally more likely to attract interest from participants.

This wording still sets expectations clearly, but it feels a little more encouraging and less defensive. 

The expected working arrangement can be agreed between the organisation and the participant. Projects may involve on-site, hybrid, or remote working, depending on the nature of the project and the organisation's requirements.  

The working format, expected office presence, location, travel requirements, and any time-zone considerations should be stated clearly in the project proposal