Executive MBA Admissions

Applicants to USC graduate programs must submit official transcripts from all colleges, universities, and other post-secondary institutions they have previously attended.

Transcript submission is a two-step process:

Step #1 - You must upload scanned copies of official transcripts to the online application. Transcripts must be issued directly by the registrar’s office of your previous school(s) and bear the official registrar’s stamp or signature. Unofficial records such as print-outs from student portals are not acceptable for admission review.

Step #2 – After submitting your application and receiving your 10-digit USC ID number, you must submit official transcripts from all colleges, universities, and other post-secondary institutions you have attended. Transcripts may be submitted by mail, courier, or e-transcript directly to the Office of Graduate Admissions.

Official hard-copy transcripts can be sent via postal mail or courier to USC.

Mail hard copies to:
University of Southern California
USC Office of Graduate Admission
3601 South Flower Street, Room 112
Los Angeles, CA 90089-0915

Have your transcripts delivered by courier to:
University of Southern California
USC Office of Graduate Admission
3601 South Flower Street, Room 112
Los Angeles, CA 90089-0915

Official e-transcripts can be transmitted directly to USC by your previous institution(s).

• The transcript must originate from a secure site formally linked to the sending institution.
• Please instruct the vendor to email the transcripts to etrans@usc.edu. Do not send any other materials to this email address yourself. E-transcripts sent to any other address will not be downloaded, which will delay the review of your file and require you to pay for a new e-transcript to be sent.

USC alumni or current students:

If you are a USC degree holder, you must upload a copy of your official transcript into the online application. However, you do not need to submit USC transcripts to the Office of Graduate Admission.

International Transcripts:

Students who have earned their degree outside the United States must check our COUNTRY-SPECIFIC REQUIREMENTS to determine if we need original-language copies of their academic records. In such cases, a separate, word-for-word, English-language translation of all academic records must also be submitted.

The translation should either be issued directly by the school itself or by a professional, certified translator. It must contain all information shown on the original-language documents and “mirror” them as precisely as possible. Dual-language transcripts are also acceptable.

Please note that USC does not accept or recognize credential evaluation reports from outside agencies (e.g. WES, ECE, etc.) for the purposes of admission review.

Essay #1 (Required) - What are your short-term and long-term career goals, how will an EMBA from USC Marshall help you achieve those goals? (word limit: 300)

Essay #2 (Required) – How has your background influenced the person you are today? Consider your family, culture and community as significant factors that have shaped your identity. This is your chance to elaborate on your personal history. (word limit: 500)

Essay #3 (Reapplicant) - Please describe any significant updates to your candidacy since your last application, including changes in your personal or professional life, additional coursework, or extracurricular/volunteer activities. (word limit: 200)

Essay #4 (Optional) – Please provide any additional information that will enhance our understanding of your candidacy for the program. (word limit: 250)

We require one letter of recommendation, although you may submit up to two. We prefer a recommendation from a direct supervisor who can provide specific examples of your leadership, teamwork, analytical skills, and personal qualities. Recommendations must be submitted online through the application system.

GMAT/GRE/EA - Submission of standardized test scores is optional. An applicant may choose to submit a standardized test score as an additional data point for the Admissions Committee to consider. While every application is reviewed holistically, all candidates are expected to demonstrate that they can successfully complete a rigorous course of study. Given this, standardized tests can provide meaningful information related to an applicant’s academic ability.

If you choose to submit a GMAT, GRE, EA score, please have the official score sent to USC using the following institutions codes:

• GMAT: 389-9C-23
• GRE: 4852
• Executive Assessment (EA): Select "University of Southern California"

English Proficiency Exams - Submission of English Proficiency exam (TOEFL or IELTS) results is required for most international applicants (U.S. permanent residents are excluded). Please review the USC English Language Proficiency Policies for details and exemptions.

Interviews are conducted after a completed application has been reviewed. Interviews are by invitation only and a requirement of the application process. USC Marshall offers interviews online via MS Teams or Zoom and in-person at our main campus in Los Angeles.

The first academic year is designed to establish the intellectual foundation and leadership identity that will carry students through the USC Marshall Executive MBA experience. Structured around five integrated themes and three sprint weekends, the year equips students with core competencies in leadership, finance, strategy, operations, and communication while encouraging experimentation through short bursts of elective coursework. Each theme builds intentionally on the last, helping students connect strategic frameworks with operational realities, and financial literacy with organizational leadership. From the opening residential experience to the final integration of operations and marketing, the first year prepares executives to think more broadly, lead more effectively, and engage with complexity at a senior level.

Theme I: Leading Together

(Week-long off-Site residential experience in mid-late August, 1 unit)

Embedded Courses:

• GSBA560 | The Perspective of Top Management (1 unit, CR/NC)

Theme I launches the Executive MBA experience with a one-week residential off-site designed to build cohort culture, establish academic expectations, and introduce the leadership mindset that will carry through the curriculum. While the week includes onboarding and community-building activities, it also delivers a one-unit academic experience focused on the role of leaders in today’s complex organizational environments. Through a combination of readings, reflective exercises, and facilitated discussion, students will examine how executive leaders set direction, shape culture, and catalyze performance. This theme establishes the intellectual and interpersonal foundation for the program. It signals to students that leadership is more than a functional role or a positional title. It’s an identity to be developed and a discipline to be practiced. By beginning with a shared exploration of what it means to lead, we create a strong cultural and academic through-line for the themes that follow.

Theme II: Leadership Foundations

(From late August to early October 6 units)

Embedded Courses:

• GSBA502 | Management Communication for Leaders (BUCO, 3 units)

• GSBA 543 | Managerial Perspectives (MOR, 3 units)

Theme II builds the behavioral and communicative foundations essential to senior leadership and continues the momentum built in the residential offsite. This six-unit theme integrates two subjects—Organizational Behavior and Leadership Communication—that together prepare executives to lead with both strategic clarity and cultural influence. The Organizational Behavior course examines how individuals and teams function within complex systems, providing students with frameworks to diagnose organizational dynamics, drive alignment, and manage performance. It emphasizes the leader’s role in shaping environments where talent can thrive. Complementing this, the Leadership Communication course invites students to reflect on their leadership style and develop the communication skills necessary to inspire trust, shape culture, and influence diverse stakeholders. Across both courses, students are challenged to lead not just through action, but through presence, language, and purpose. By anchoring leadership development in both behavior and communication, this theme equips students to lead authentically in high-stakes, high-visibility roles.

Sprint I

(Mid October, 2 units)

Following Theme II, students participate in Sprint I—a two-day residential weekend that introduces the program’s first set of elective experiences. Each student selects two 1-unit courses, delivered through a mix of on-campus sessions (Friday and Saturday), a two-hour remote class, and approximately 90 minutes of asynchronous content per course. These Sprints allow students to explore emerging topics, deepen personal interests, and engage with peers across USC’s MBA programs.

Theme III: Financial Foundations I

(From November to December, 5 units)

Embedded Courses:

• GSBA 510 | Accounting Concepts and Financial Reporting (ACCT, 2.5 units)

• GSBA 548 | Corporate Finance (FBE, 2.5 units)

Theme III establishes the financial core of the Executive MBA program with a five-unit exploration of financial literacy from a senior executive perspective. This theme combines Financial Accounting and Introductory Corporate Finance to build a practical foundation in financial communication and capital allocation. The accounting course emphasizes fluency in the three essential financial statements—Income Statement, Balance Sheet, and Statement of Cash Flows—focusing on how executives interpret and use these statements to assess enterprise performance and report results to boards, investors, and other financial stakeholders. The finance course introduces capital budgeting, time value of money, and the risk-return tradeoffs that shape investment decisions, with an emphasis on discounted cash flow analysis and project evaluation. Through case discussions and applied exercises, students learn to assess investments and communicate financial decisions in terms that matter to both strategic and financial audiences. Together, these courses prepare students to lead with financial accountability and to participate confidently in the financial conversations that shape enterprise direction.

Sprint II

(Early January, 2 units)

Students complete a second elective weekend (Sprint II) between Themes III and IV.

Theme IV: Strategic Foundations I

(January–March, 6 units)

Embedded Courses:

• ACCT 537 | Performance Measurement, Evaluation, and Incentives (ACCT, 3 units)

• GSBA 529 | Strategic Formulation for Competitive Advantage (MOR, 3 units)

Theme IV introduces the executive to the core disciplines of strategy formulation and organizational governance. This six-unit theme combines a foundational course in Corporate Strategy with an applied course in Corporate Governance. The strategy course equips students with essential tools and frameworks used by senior leaders to assess competitive environments, define strategic direction, and allocate resources in pursuit of long-term advantage. In parallel, the governance course examines how organizations establish oversight and accountability—exploring board structures, incentive systems, and control mechanisms that align executive behavior with the interests of shareholders and broader stakeholders. Together, these subjects build an integrated understanding of how strategy is conceived, implemented, and safeguarded. For executives, the ability to shape strategy is only half the challenge; the other half is ensuring that it endures through sound governance and principled leadership.

Sprint III

(March, 2 units)

Students complete a third elective weekend (Sprint III) between Themes IV and V.

Theme V: Management of Operations

(April–June, 8 units)

Embedded Courses:

• GSBA 524 | Data Science for Business (DSO, 2 units)

• GSBA 528 | Marketing Management (MKT, 3 units)

• GSBA 534 | Operations Management (DSO, 3 units)

Theme V concludes the first year with an integrated examination of how organizations deliver on their strategic and brand promises. Spanning Operations (3 units), Marketing Management (3 units), and Data Science (2 units), this eight-unit theme explores the systems, processes, and analytical tools senior leaders use to align internal capabilities with external expectations. The operations course focuses on how organizations design, scale, and optimize core processes, especially in dynamic or resource-constrained environments. The marketing course emphasizes the strategic role of marketing at the executive level, centering on how firms create and sustain demand in ways that are both customer-centered and operationally feasible. Data Science is woven throughout, providing students with hands-on experience using tools such as regression, forecasting, and A/B testing to inform decisions across both operations and marketing. In combination, these subjects reinforce a critical insight: strategy only succeeds when supported by operational precision and data-informed execution.

The second academic year builds on the foundational skills developed in year one, shifting the focus toward global leadership, enterprise resilience, and strategic execution. Through five additional themes, international immersion, and the continuation of Sprint electives, students explore how organizations navigate complexity at scale. Emphasis is placed on leading across borders, managing risk, fostering innovation, and creating value through high-stakes decisions such as mergers and acquisitions. The curriculum intentionally integrates strategy, finance, and organizational behavior in ways that reflect the realities of C-suite leadership. By year’s end, students are equipped to lead transformational change with confidence, agility, and purpose.

Theme VI: Strategic Foundations II

(August–September, 4.5 units)

Embedded Courses:

• GSBA 544 | The Firm in the Global Economy (FBE, 1.5 units)

• MOR 542 | Strategic Issues for Global Business (MOR, 3 units)

Theme VI begins the second year with an expanded view of strategy in a global context. This five-unit theme integrates Global Strategy (3 units) with Global Business Environment (2 units) to prepare executives for the realities of leading across borders, markets, and institutions. The Global Strategy course deepens students’ capacity to evaluate international growth opportunities, structure cross-border operations, and balance the strategic tradeoffs between global integration and local responsiveness. Case-based discussions and applied frameworks challenge students to navigate the complexities of competitive positioning, market entry, and organizational design in multinational settings. Complementing this, the Global Business Environment course equips students to interpret macroeconomic indicators, trade dynamics, and geopolitical shifts—factors that increasingly shape strategic viability. Together, these courses develop executives who can think globally and act decisively, with the tools to assess not just where to play, but how to win in diverse and volatile environments.

Theme VII: ExPORT Global Experience

(October, 2 units)

Embedded Courses:

• GSBA 580 The Global Context of Business

Theme VII is an immersive global experience that brings the curriculum to life through direct engagement with international business environments. Known as ExPORT, this two-unit theme takes students abroad for 8 to 10 days of on-the-ground learning, combining company visits, executive briefings, and cultural immersion. Students meet with leaders from both multinational corporations and locally embedded firms, gaining firsthand insight into how strategy, operations, and leadership are shaped by regional norms, regulatory systems, and market dynamics. The experience is designed not simply to expose students to global business, but to deepen their understanding of what it means to lead across cultural, institutional, and economic boundaries. By observing business in action—and reflecting on the contrasts and connections to U.S. models—students develop a more nuanced, globally informed leadership perspective.

Sprint IV

(Mid October, 2 units)

Students complete a fourth elective weekend (Sprint IV) between Themes VII and VIII.

Theme VIII: Financial Foundations II

(November–December, 5 units)

Embedded Courses:

• ACCT 581 | Financial Statement Analysis (ACCT, 2 units)

• FBE 529 | Financial Analysis and Valuation (FBE, 3 units)

Theme VIII deepens the program’s financial core by examining how value is created, evaluated, and managed from both capital markets and operational perspectives. This five-unit theme includes Advanced Corporate Finance (3 units) and a thorough exploration of Financial Statement Analysis (2 units). The finance course develops students’ fluency in valuation techniques that are central to assessing investments, acquisitions, and enterprise value. Framed through the lens of CFO-level decision-making, the course builds capabilities that are directly relevant to the program’s final capstone, which requires students to evaluate a real-world M&A transaction. In parallel, the accounting course is case-and-applications-oriented. Applications include credit analysis, equity valuation, and financial distress.

Sprint V

(Early January, 2 units)

Students complete a fifth elective weekend (Sprint V) between Themes VIII and IX.

Theme IX: Entrepreneurship and Risk Management

(January–March, 4.5 units)

Embedded Courses:

• BAEP 551 | Introduction to New Ventures (BAEP, 3 units)

• RISK 583 | The Top 5 Risks and What to Do About Them (RISK, 1.5 units)

Theme IX prepares executives to lead in environments where opportunity and uncertainty coexist. The theme combines two complementary subjects: Entrepreneurship (3 units) and Risk Management (2 units). The entrepreneurship course challenges students to think beyond start-ups, emphasizing how senior leaders cultivate innovation within established organizations. It builds both the mindset and the toolset required to lead amid disruption by identifying new growth opportunities, testing ideas through disciplined experimentation, and leading transformative change. The risk management course provides a high-level overview of enterprise risk, with a particular focus on the five leadership priorities that shape the program: AI and digital transformation, talent and workforce dynamics, resilience and continuity, ESG and sustainability, and economic volatility. Students learn to assess exposure, model potential scenarios, and integrate risk awareness into strategic planning. Taken together, the two courses encourage students to see risk as something to be understood, anticipated, and leveraged.

Sprint VI

(Mid March, 2 units)

Students complete their final elective weekend (Sprint VI) between Themes IX and X.

Theme X: Capstone Experience

(April–Early May, 6 units)

Embedded Courses:

• MOR 588 | Corporate Strategy and Competitive Dynamics (MOR, 3 Units)

• FBE 560 | Mergers and Acquisitions (FBE, 3 Units)

Theme X serves as the capstone to the Executive MBA experience, asking students to synthesize what they’ve learned across strategy, finance, and leadership into a single integrated project. This theme includes two interlocking components: a strategy course focused on M&A decision-making and a finance course centered on the valuation practices used in M&A. Working in teams, students analyze a recent real-world acquisition and prepare a comprehensive evaluation of the deal’s strategic rationale, financial logic, and implementation risks. This theme is not a simulation. It is a rehearsal for the kinds of high-stakes decisions executives face in the C-suite, demanding analytical rigor, executive judgment, and cross-functional fluency.