What usually takes an MBA student eight months to do in their core program is performed by the MM student in less than half that time for the adaptive leadership module. The students age and experience allow AIM to make this acceleration without sacrificing quality.

The MM learning follows two parallel tracks the skills track and the leadership track. The first module, Adaptive Leadership, is broken into three sections x two tracks: External Assessment and Situational Mastery; Internal Assessment and Self-Mastery; and Cross-functional management and situational and soft mastery.

In the first section, the concrete skill track emphasizes discernment of external political, economic, social, and technological patterns. On the surface this is the classic PEST analysis, but this also includes Porter analysis, both classical five forces and cluster, as well as micro-market analysis. The students basic competencies such as information handling, processing and management, problem solving and potential problem analysis, generation of alternatives and decision making, are also developed in this section. The section culminates in an outward-bound exercise where MM teams do field work. After external analysis comes internal analysis of the different functional areas of companies.

Complementing the skill track is leadership: in the first section leadership is about situational mastery. Students learn to become leaders who adapt leadership styles to different situations. The module emphasizes that there is no single effective leadership system, but rather, one adapts leadership styles based on the context and personalities involved.

In the second section leadership takes on the dimension of self-mastery Through introspection and self-assessment, AIM students attempt to discover their own leadership styles. At the same time, in their concrete skill track, the students now shift from external analysis to internal analysis: students look at an organizations different functional areas, and learn to prepare a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis.

In the third section the students pull learning together by studying cross-functional cases in preparation for strategy formulation. At the same time the social aspects of leadership are studied. The students people skills are developed in this sub-module. Special focus is given to leading people in the context of enterprise dynamics, social awareness, social skills, social relevance, and social responsiveness. Students are also asked to formulate their personal vision, mission, and objectives as part of their strategic management skills learning.