MBA

Dual Award · Conferred with Arizona State University

MBA Entrepreneurship & Venture Creation (Dual Award)

Transatlantic Dual Entrepreneurship MBA (UK + US) — Conferred jointly with University of Brigant (UK) & Arizona State University (USA)

Joint Awarding Institution2 Diplomas

Arizona State University (United States)

Credit Allocation55% UoB / 45% ASU

Online or on campus

20 months180 creditsEnglish

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MBA Entrepreneurship & Venture Creation (Dual Award)

Overview

Built for founders, innovators, and venture builders. Master venture capital financing, growth marketing, tech commercialisation, and global scaling. Students earn 2 independent accredited diplomas with a 55% / 45% international credit split. MBA Entrepreneurship & Venture Creation (Dual Award) is taught as one award, not a list of unrelated modules. The published length is 20 months, and the credit total is 180. 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-D202); Money and operations (MBA-D203), and finish on People and change (MBA-D301). 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: Dual UK/US MBA credential conferring prestige and cross-border investor credibility Venture incubator track where students pitch to active angel syndicates and VC funds Legal structuring and IP protection across UK, EU, and US jurisdictions 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

Recommended

Study online

100% tuition-free online

Online tuition is free. Online examinations are free. There is no exam fee for online study.

✦ Tuition: £0 / $0
✦ Examinations are free. There is no exam fee.
✦ Learn from anywhere · Live online seminars

Apply online →

On-campus study

Study at our campus

Prefer to learn at our Edinburgh campus? Campus tuition and campus examinations are charged. The published campus price is on each programme page.

✦ Tuition: £11,500 / US$14,500/year
✦ Location: 3 Lady Lawson St, Edinburgh EH3 9DS, United Kingdom
✦ Campus examinations are charged
✦ In-person seminars, library & student services

Apply for campus →

What You Will Learn

Dual UK/US MBA credential conferring prestige and cross-border investor credibility
Venture incubator track where students pitch to active angel syndicates and VC funds
Legal structuring and IP protection across UK, EU, and US jurisdictions
Dedicated venture mentorship from serial tech unicorn executives

Curriculum

Stage 1 — Core Host Modules (60 Credits)

Code	Course	Credits · hours
MBA-D101	Strategy for a real organisation Strategy for a real organisation (MBA-D101) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D101-M1 · Position, rivals, and the choice in front of the organisation — Strategy for a real organisation MBA-D101-M2 · A financial result and the operational cause — Strategy for a real organisation MBA-D101-M3 · The decision, the team, resistance, and the plan — Strategy for a real organisation MBA-D101-M4 · Stakeholders and what they can block — Strategy for a real organisation MBA-D101-M5 · Ethics and the limit of the recommendation — Strategy for a real organisation MBA-D101-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation	20 · 200 h
MBA-D102	Money and operations Money and operations (MBA-D102) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D102-M1 · Order, nodes, delay, and a flow map — Money and operations MBA-D102-M2 · Demand, capacity, stock, and stock-out — Money and operations MBA-D102-M3 · A break in the chain and the response — Money and operations MBA-D102-M4 · Cost, time, and who pays for the buffer — Money and operations MBA-D102-M5 · One lane, site, or corridor — Money and operations MBA-D102-M6 · A change recommendation with cost and risk — Money and operations	20 · 200 h
MBA-D103	People and change People and change (MBA-D103) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D103-M1 · Position, rivals, and the choice in front of the organisation — People and change MBA-D103-M2 · A financial result and the operational cause — People and change MBA-D103-M3 · The decision, the team, resistance, and the plan — People and change MBA-D103-M4 · Stakeholders and what they can block — People and change MBA-D103-M5 · Ethics and the limit of the recommendation — People and change MBA-D103-M6 · A consulting brief: problem, evidence, recommendation, defence — People and change	20 · 200 h

Code

Course

Credits · hours

MBA-D101

Strategy for a real organisation

Strategy for a real organisation (MBA-D101) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D101-M1 · Position, rivals, and the choice in front of the organisation — Strategy for a real organisation
MBA-D101-M2 · A financial result and the operational cause — Strategy for a real organisation
MBA-D101-M3 · The decision, the team, resistance, and the plan — Strategy for a real organisation
MBA-D101-M4 · Stakeholders and what they can block — Strategy for a real organisation
MBA-D101-M5 · Ethics and the limit of the recommendation — Strategy for a real organisation
MBA-D101-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation

20 · 200 h

MBA-D102

Money and operations

Money and operations (MBA-D102) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D102-M1 · Order, nodes, delay, and a flow map — Money and operations
MBA-D102-M2 · Demand, capacity, stock, and stock-out — Money and operations
MBA-D102-M3 · A break in the chain and the response — Money and operations
MBA-D102-M4 · Cost, time, and who pays for the buffer — Money and operations
MBA-D102-M5 · One lane, site, or corridor — Money and operations
MBA-D102-M6 · A change recommendation with cost and risk — Money and operations

20 · 200 h

MBA-D103

People and change

People and change (MBA-D103) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D103-M1 · Position, rivals, and the choice in front of the organisation — People and change
MBA-D103-M2 · A financial result and the operational cause — People and change
MBA-D103-M3 · The decision, the team, resistance, and the plan — People and change
MBA-D103-M4 · Stakeholders and what they can block — People and change
MBA-D103-M5 · Ethics and the limit of the recommendation — People and change
MBA-D103-M6 · A consulting brief: problem, evidence, recommendation, defence — People and change

20 · 200 h

Stage 2 — Partner Moderated Advanced Specialisation (60 Credits)

Code	Course	Credits · hours
MBA-D201	Capstone brief Capstone brief (MBA-D201) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D201-M1 · Position, rivals, and the choice in front of the organisation — Capstone brief MBA-D201-M2 · A financial result and the operational cause — Capstone brief MBA-D201-M3 · The decision, the team, resistance, and the plan — Capstone brief MBA-D201-M4 · Stakeholders and what they can block — Capstone brief MBA-D201-M5 · Ethics and the limit of the recommendation — Capstone brief MBA-D201-M6 · A consulting brief: problem, evidence, recommendation, defence — Capstone brief	20 · 200 h
MBA-D202	Strategy for a real organisation (MBA-D202) Strategy for a real organisation (MBA-D202) (MBA-D202) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D202) 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-D202-M1 · Position, rivals, and the choice in front of the organisation — Strategy for a real organisation (MBA-D202) MBA-D202-M2 · A financial result and the operational cause — Strategy for a real organisation (MBA-D202) MBA-D202-M3 · The decision, the team, resistance, and the plan — Strategy for a real organisation (MBA-D202) MBA-D202-M4 · Stakeholders and what they can block — Strategy for a real organisation (MBA-D202) MBA-D202-M5 · Ethics and the limit of the recommendation — Strategy for a real organisation (MBA-D202) MBA-D202-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation (MBA-D202)	20 · 200 h
MBA-D203	Money and operations (MBA-D203) Money and operations (MBA-D203) (MBA-D203) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D203) 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-D203-M1 · Order, nodes, delay, and a flow map — Money and operations (MBA-D203) MBA-D203-M2 · Demand, capacity, stock, and stock-out — Money and operations (MBA-D203) MBA-D203-M3 · A break in the chain and the response — Money and operations (MBA-D203) MBA-D203-M4 · Cost, time, and who pays for the buffer — Money and operations (MBA-D203) MBA-D203-M5 · One lane, site, or corridor — Money and operations (MBA-D203) MBA-D203-M6 · A change recommendation with cost and risk — Money and operations (MBA-D203)	20 · 200 h

Code

Course

Credits · hours

MBA-D201

Capstone brief

Capstone brief (MBA-D201) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D201-M1 · Position, rivals, and the choice in front of the organisation — Capstone brief
MBA-D201-M2 · A financial result and the operational cause — Capstone brief
MBA-D201-M3 · The decision, the team, resistance, and the plan — Capstone brief
MBA-D201-M4 · Stakeholders and what they can block — Capstone brief
MBA-D201-M5 · Ethics and the limit of the recommendation — Capstone brief
MBA-D201-M6 · A consulting brief: problem, evidence, recommendation, defence — Capstone brief

20 · 200 h

MBA-D202

Strategy for a real organisation (MBA-D202)

Strategy for a real organisation (MBA-D202) (MBA-D202) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D202) 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-D202-M1 · Position, rivals, and the choice in front of the organisation — Strategy for a real organisation (MBA-D202)
MBA-D202-M2 · A financial result and the operational cause — Strategy for a real organisation (MBA-D202)
MBA-D202-M3 · The decision, the team, resistance, and the plan — Strategy for a real organisation (MBA-D202)
MBA-D202-M4 · Stakeholders and what they can block — Strategy for a real organisation (MBA-D202)
MBA-D202-M5 · Ethics and the limit of the recommendation — Strategy for a real organisation (MBA-D202)
MBA-D202-M6 · A consulting brief: problem, evidence, recommendation, defence — Strategy for a real organisation (MBA-D202)

20 · 200 h

MBA-D203

Money and operations (MBA-D203)

Money and operations (MBA-D203) (MBA-D203) is a 20-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 200 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-D203) 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-D203-M1 · Order, nodes, delay, and a flow map — Money and operations (MBA-D203)
MBA-D203-M2 · Demand, capacity, stock, and stock-out — Money and operations (MBA-D203)
MBA-D203-M3 · A break in the chain and the response — Money and operations (MBA-D203)
MBA-D203-M4 · Cost, time, and who pays for the buffer — Money and operations (MBA-D203)
MBA-D203-M5 · One lane, site, or corridor — Money and operations (MBA-D203)
MBA-D203-M6 · A change recommendation with cost and risk — Money and operations (MBA-D203)

20 · 200 h

Stage 3 — Joint Master's Dissertation & Capstone Defense (60 Credits)

Code	Course	Credits · hours
MBA-D301	People and change (MBA-D301) People and change (MBA-D301) (MBA-D301) is a 60-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 600 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change (MBA-D301) 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-D301-M1 · Position, rivals, and the choice in front of the organisation — People and change (MBA-D301) MBA-D301-M2 · A financial result and the operational cause — People and change (MBA-D301) MBA-D301-M3 · The decision, the team, resistance, and the plan — People and change (MBA-D301) MBA-D301-M4 · Stakeholders and what they can block — People and change (MBA-D301) MBA-D301-M5 · Ethics and the limit of the recommendation — People and change (MBA-D301) MBA-D301-M6 · A consulting brief: problem, evidence, recommendation, defence — People and change (MBA-D301)	60 · 600 h

Code

Course

Credits · hours

MBA-D301

People and change (MBA-D301)

People and change (MBA-D301) (MBA-D301) is a 60-credit course on MBA Entrepreneurship & Venture Creation (Dual Award), with 600 notional learning hours. By the end, students can diagnose one organisation and carry a decision through to a recommendation, using People and change (MBA-D301) 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-D301-M1 · Position, rivals, and the choice in front of the organisation — People and change (MBA-D301)
MBA-D301-M2 · A financial result and the operational cause — People and change (MBA-D301)
MBA-D301-M3 · The decision, the team, resistance, and the plan — People and change (MBA-D301)
MBA-D301-M4 · Stakeholders and what they can block — People and change (MBA-D301)
MBA-D301-M5 · Ethics and the limit of the recommendation — People and change (MBA-D301)
MBA-D301-M6 · A consulting brief: problem, evidence, recommendation, defence — People and change (MBA-D301)

60 · 600 h

Career Paths

Tech Startup Founder / Co-Founder
Venture Capital Principal / Associate
Corporate Innovation Director
Growth Product Strategy Lead

Programme Highlights

2 Accredited Diplomas
55% / 45% International Credit Split
Awarded by: University of Brigant (UK) & Arizona State University (USA)
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 MBA Entrepreneurship & Venture Creation (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 Brigant. 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. University of Brigant 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@brigant.uk.

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