electives lent 2017...you are welcome to choose two electives to audit, however we can’t guarantee...

Cambridge Judge Business School

Executive MBA

ELECTIVES

LENT 2017

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Contents

Introduction ...................................................................................................................................... 3

Timetable .......................................................................................................................................... 4

EMBA Elective Lists ........................................................................................................................... 5

Elective 1 ........................................................................................................................................... 6

Beyond Calls to Action: Strategies and Tools for Managing Environmental Sustainability ...................... 7

Entrepreneurial Finance ..................................................................................................................... 9

Fast Expanding Markets and Business Decisions ................................................................................ 11

Fast Strategy, Intrapreneurship and Business Instinct ........................................................................ 13

Finding Customer Insights and Staying Customer Focused: Strategies for Building and Sustaining a Customer Aligned Organization .................................................................................................... 15

From the Savannah to the Boardroom: The Evolutionary Roots of Decisions and Leadership .............. 17

Innovation Management: The Secret to Growth ................................................................................ 19

Leading Effective Projects: A Managerial Perspective ......................................................................... 21

Long Term Investing ........................................................................................................................ 22

Elective 2 ......................................................................................................................................... 24

Digital Business ................................................................................................................................ 25

Doing Good Well .............................................................................................................................. 27

Entrepreneurship ............................................................................................................................. 29

How to Think Strategically: Making Business Decisions with Game Theory and Behavioural Economics ................................................................................................................................... 31

Managing Big Data Analysis ............................................................................................................. 33

Philosophy of Business ..................................................................................................................... 35

Project Finance: Innovative Techniques in Valuing & Raising Financing for Large Scale Projects .......... 36

Strategic Change & Renewal ............................................................................................................. 38

Understanding Consumers: Using Psychology to Build Brands and Increase Profits ............................ 40

Faculty Biographies ........................................................................................................................ 42

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Introduction

Executive MBA Electives for Audit

In Lent term 2017 our current EMBA class will be taking two electives. We would like to give you the opportunity to come back and audit these electives. This year the EMBA electives will be taught on the 8th, 9th, 10th & 11th February 2017.

You are welcome to choose two electives to audit, however we can’t guarantee at this stage that your second elective will be granted as it will depend on demand. We hope it will be possible and we will let you know by the 30th November if the second elective is available.

Elective 1 – Wednesday 8th and Thursday 9th February (please see individual course pages for timings)

Elective 2 - Friday 10th and Saturday 11th February (please see individual course pages for timings)

Once you have read through the information below, and are ready to make your choices, please do so by completing the online survey. You must complete the online Qualtrics Form by midday on Monday 14th November. Forms submitted after this date will not be considered.

Making your choices using the survey

https://jbs.eu.qualtrics.com/jfe/form/SV_cwpJ8hYs6vub4dn

Let us know if you would like to audit one elective or two.

• If you would only like to audit one elective let us know your first and second choices.

• If you would like to audit two electives let us know your first and second choice from each list (Elective 1 and Elective 2).

• We endeavour to allocate your first choice of elective, but regrettably this is not always possible (for example, where there is not enough demand for a particular elective or where the elective is oversubscribed).

Please ensure you have read and understood the contents of the Alumni Electives Policy document sent to you. You will be required to confirm this on the Qualtrics survey.

IMPORTANT GUIDELINES

• You must be able to commit to all the sessions in the elective you choose.

• You are required to take part in all group work. However, you do not have to complete the individual assignments, unless you would like to.

• You cannot take the same elective again (if you need to be reminded of electives you have studied previously please contact the programme team).

• If an elective is oversubscribed the current EMBA class will take priority.

• An elective may not run if the minimum number of participants is not achieved.

• We will do our best to ensure you get your first choice, however this may not always be possible. Priority will be given to current EMBA students.

Questions

Please do not hesitate to contact Patrizia Congedo ([email protected]) if you have any questions regarding the above.

https://jbs.eu.qualtrics.com/jfe/form/SV_cwpJ8hYs6vub4dn

mailto:[email protected]

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Timetable

Wednesday 8th

Feb Thursday 9th

Feb Friday 10th

Feb Saturday 11th

Feb

Morning EMBA Elective 1 Teaching

EMBA Elective 1 Teaching



Afternoon

Lunch provided by CJBS





Evening Free Time

EMBA Alumni

Drinks Reception hosted by CJBS

Alumni Relations

Leadership Speaker at CJBS

Free Time

Dinner at Selwyn College

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EMBA Elective Lists

8th & 9th February EMBA Elective 1

Title Faculty

Fast Strategy, Intrapreneurship and Business Instinct

Barry Hedley

Fast Expanding Markets and Business Decisions

Terence Tse and Mark Esposito

Leading Effective Projects: A Managerial Perspective

Kishore Sengupta

Entrepreneurial Finance Khal Soufani

From the Savannah to the Boardroom: the Evolutionary Roots of Decisions and Leadership

Christoph Loch

Long Term Investing David Chambers

Innovation Management: The Secret to Growth

Peter Hiscocks

Beyond Calls to Action: Strategies and Tools for Managing Environmental Sustainability

Jennifer Howard-Grenville

Finding Customer Insights and Staying Customer focused: Strategies for Building and Sustaining a Customer Aligned Organization

Ahmed Khwaja

10th & 11th February EMBA Elective 2

Title Faculty

Project Finance: Innovative Techniques in Valuing and Raising Financing for Large Scale Projects

Othman Cole

Managing Big Data Analysis David Stillwell

Digital Business Mark Thompson

Understanding Consumers: Using Psychology to Build Corporate Brands and Increase Profits

Eric Levy

Strategic Change & Renewal Yasemin Kor

Entrepreneurship Simon Stokley

Philosophy of Business Jochen Runde and Michael Pollitt

Doing Good Well Neil Stott

How to Think Strategically: Making Business Decisions with Game Theory and Behavioural Economics

Vincent Mak

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Elective 1

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Beyond Calls to Action: Strategies and Tools for Managing Environmental Sustainability

Jump to: timetable

Elective Faculty Assessment Timetable

EMBA Jennifer Howard-Grenville

Individual Assignment 100%

Wednesday 8th February 09:00-18:00

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Thursday 9th February 09:00-17:45

Overview

An overwhelming majority of CEOs – 93% – believe sustainability is key to business success. Yet only 33% consider that business is currently doing enough to address global sustainability challenges. How can business managers move the needle on sustainability performance? What strategies and tools can inform and help address this gap? In this course we will explore the challenges and opportunities presented when thinking strategically about business sustainability practices. Much of the work done today in service of sustainability simply (though admirably) amounts to doing “less bad,” by, for example, reducing employee commuting, minimizing waste, or curbing carbon emissions. But sustainability demands fundamental realignment of business practices and system-wide innovation to radically reduce the ecological footprint of business to within planetary boundaries. Strategies and tools for managing environmental sustainability include those that help us think systematically about impacts, draw meaningful comparisons, and assess opportunities for change within a business’ own operations, its supply chain, and with partners. After taking this course, you will be able to help organizations integrate environmental sustainability into their operations and help them develop the more sustainable business processes and services of the future.

Fit within the Cambridge EMBA Learning Objectives

The course will serve as an introduction to the vast and rapidly changing area of business and sustainability. That said, it will introduce conceptual frameworks and tools that will help you systematically analyse opportunities across a wide variety of potential issues and industries. The course will have greatest value for participants working in established organizations, although those working or planning to work in new ventures tackling sustainability issues will also benefit. The course will complement core courses in Management Praxis, Operations Management, Making Innovation Happen and Strategic Management.

Students will gain an understanding of the following key areas:

• Identify the practical challenges and opportunities facing businesses in terms of integrating sustainability into their operations and value chains.

• Critically examine the conceptual tools and best practices used to prioritize and deliver on improved environmental sustainability outcomes.

The objectives of this course are to enable students to:

Apply lifecycle assessment and systems thinking to sustainability problems

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Become critical consumers of sustainability metrics, reporting and information in their business and personal lives

Understand how they can incorporate acting on sustainability issues in diverse career settings.

Teaching Methods

The course is highly interactive, using a variety of case analyses, in-class exercises, personal assessments and class discussions. Assigned readings include cases and articles to be read prior to class sessions, to enable lively and informed discussions. I invite students to bring their relevant experience with sustainability issues in their business/sector into case discussions as a way to connect to the material and extend everyone’s learning.

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Entrepreneurial Finance

Jump to: timetable


EMBA Khal Soufani



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Overview

Financing sources is particularly difficult for a small firm due to the high uncertainty about cash flow and future liquidity requirements. Small firms face unique financial problems that overshadow the barriers hindering their survival and growth.

Businesses go through different stages from inception to start- up, to survival and development, to growth and then to maturity. A large proportion of small firm do not survive beyond the first three years of operation. At each point of their growth stage, businesses experience different financial needs. This module aims to identify the key financial challenges faced by entrepreneurial ventures, this can range from seed and start-up capital, to the management of working capital, and the different possible options available to SMEs by financial institutions, and also private equity and venture capital. Entrepreneurial Finance combines the basic concepts of entrepreneurship and finance

The course aims to introduce participants to the importance of the SME sector and the entrepreneurial financial challenges and requirements, the concept of the financial issues faced by SMEs and how this finance gap can possibly be bridged by different forms of financing available which include private equity and VC in addition to factoring, and the traditional bank finance.

To give students a global understanding of the micro and small medium sized enterprise sector, the challenges and opportunities, and the providers of capital from a debt and equity perspective.


In its application, this course cuts across diverse business disciplines from corporate finance, accounting, strategy, and marketing. It covers approaches to making the best out of a range of financial decisions, which can be useful when tackling more specific issues relating to entrepreneurial ventures.

The EMBA-specific objectives of this course are:

Entrepreneurial Finance and the distinction from Corporate Finance

The growth models of entrepreneurial ventures and the characteristics at each stage of growth

The financial institutions involved with entrepreneurial firms such as venture capital and private equity


The Start-up and the SME sector Environment

The Growth Models of Entrepreneurial Ventures

The Financial challenges and possible solutions

Understand the working of the Venture Capital and Private Equity industry as it relates to SMEs.


Application of business concepts learnt in the context of entrepreneurial ventures

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Business Plans and value creation Application of Financial methods and concepts to the management of small Enterprises

Establish an understanding of the financial industry directly involved with entrepreneurship

Develop and overview of the difference in the financial environment faced by small and medium sized enterprises.

The Development of Business Plans

Teaching Methods

The course will be based on Lectures, analysis and class discussions, this course will help to develop the knowledge, understanding, and the critical thinking abilities required to understand entrepreneurial finance.

Class notes will also be provided.

Required preparation for classes should focus on the relevant chapters in the book and the class notes.

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Fast Expanding Markets and Business Decisions

Jump to: timetable


EMBA Terence Tse & Mark Esposito

Individual Assignment

100%


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Overview

This module focuses on the concept of fast expanding markets (FEM), which are pockets of excellence that very often missed out by macroeconomic data. This is because these markets are mostly detected at the local level. (Further details of FEM can be found here: http://insight.jbs.cam.ac.uk/2015/fast-expanding-markets-fems/

Therefore this module places emphasis on the mesoeconomics – a combination of macro and micro – viewpoint, which is where most business decisions and opportunities take place. Rooted into a core understanding of Strategy, Entrepreneurship, Financial Valuation and Economic Development, this multi and inter-disciplinary course, offers a deep understanding on where growth spurs and on ways to detect it, at the grassroots level. To assist with identifying new FEM, participants will get to discuss on the latest economic, social and political megatrends, as contextual to the understanding of those drivers, who are socially and economically shaping today’s societies and today’s scenarios. Ultimately, the module seeks to assist students to come up with some specific novel opportunities and to make better business growth decisions, by applying detection of business opportunities.

On the second day of the course, a special emphasis on the blend of FEM as emergent from Megatrends will offer opportunities to study an emerging practice and analyse it through the lens of the rapid expansion of market opportunities.



Emphasis on getting participants to apply their learning from the EMBA programme in finding new opportunities and growing businesses

Integration of several EMBA discipline into an orchestrated course

Ability to make decisions on the basis of contextual intelligence

Capstone thinking and acting supported by action research and applied frameworks of analysis.


The latest developments in current business and social landscapes from a business opportunities standpoint

Causal relationships with drivers of growth, who determine grassroots markets expansion

Detection of growth in a non conventional way, by looking at peripheral factors of analysis

A stronger reliance of mesoeconomics as a new lens of analysis, contrasted with the more traditional macro

http://insight.jbs.cam.ac.uk/2015/fast-expanding-markets-fems/

http://insight.jbs.cam.ac.uk/2015/fast-expanding-markets-fems/

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Understanding the relationship between MegaTrends, proxis of growth and FEM

Teaching Methods

The teaching and learning methods are mostly made up of lectures, discussions, group works and simulations. Detection exercises will be integrated in the session.

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Fast Strategy, Intrapreneurship and Business Instinct

Jump to: timetable


EMBA Barry Hedley



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Overview

“People are at their most mindful when they are at play; their senses are fully engaged, their physical and mental prowess is at its highest. If we find ways of enjoying our work – blurring the lines between work and play – the gains will be greater.”

Ellen Langer, Professor of Psychology, Harvard University

In the real world, decision choices come at you thick and fast. There’s rarely enough time to research and analyse a proposition as thoroughly as you would like. So how do you calibrate your business instinct so that the conclusions you make are still as sound as possible? And how do you make sure that your choices are enterprising, and oriented towards growth and new value creation, rather than “safe” (which often means negative)? This course is practical, fast and experiential. The approach it embodies is supported by the BBC, Sony and Deloitte, who are all involved in the research on which it is based and have contributed to its design. Participants learn to distil out the essentials of competitive and commercial strategy, link them with financial, organisation and people assessment, and apply them to go/no go decisions – with their own (virtual!) money in play in a “smart simulation” game. They are in parallel, immersed in a process of assessing and developing their own personal skills, thereby enhancing their effectiveness in whatever career setting they choose. Importantly, the process is fun and feels both exciting and real!


This course integrates many aspects of management into rapid and authentic decision-making. As such, the conceptual content relates naturally to many core EMBA courses, perhaps most particularly Strategy, Making Innovation Happen, Strategic Management and Corporate Finance. In addition, the skills and intrapreneurship dimensions – how do you engender and implement true enterprise in a corporate setting? – link naturally to aspects of Organisational Behaviour.

Enterprise orientation – “intrapreneurship” – is increasingly seen as critical for executives and their companies to succeed. The payoff comes not only from transforming the company’s own activities, but from improved understanding of customers/clients, and suppliers. This course will help you reinforce and practice critical enterprise strategy concepts, and enhance your personal Intrapreneurial/employment skills, within a “Business Acumen” model embracing the following elements:

“The 3 Fundamental Factors”

Market

Market Segmentation Market Attractiveness

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Competitors

Better offer? Better costs?

Risk

Company Financials Entrepreneur/team Deal Dynamics

“The 9 Key Skills”

Self-Awareness (SA) Problem Solving (PS) Enterprising (ENT) Team player (TP) Business Astuteness (BA) Decision Judgement (DJ) Communication (COM) Technology Appreciation (TA) Self-Management (SM)

In the later stages of the course we shall focus increasingly on the specific challenges of achieving valuable change in slow moving organisations, including addressing the process of creating insight itself.

Teaching Methods

You will work – and compete! – both in teams and as individuals, seeing how much value you can create from a fast-paced succession of real world investment opportunities based on popular media such as TV’s Dragons’ Den*. Presentations on key concepts will be woven into the experience, as will discussions about the key skills and how they can be assessed and developed in an intrapreneurial context, but the weighting will be heavily towards making actual decisions in a wide variety of industries and sectors, in a smart simulation “game”. You’ll be able to follow how you are doing on a leader board – and there will be prizes for the winners. Based on previous experience, everyone will be engaged, learn a lot about decision making and themselves, and have a good deal of fun! The VLE and other on-line links will be an integral part of the course. Some elements of the content will be addressed on-line, including parts of the simulation and competition, and a mid-course quiz, itself designed to be a learning experience. The forum will be useful for all participants to share experience, raise issues and have them addressed by the teaching staff, who will visit the VLE every couple of days.

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Finding Customer Insights and Staying Customer Focused: Strategies for Building and Sustaining a Customer Aligned Organization

Jump to: timetable


EMBA Ahmed Khwaja Individual Assingment

100%


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Overview

“The sole purpose of a business is to create and keep a customer.” – Peter Drucker

The course takes the viewpoint that the best way to create and keep a customer is to: (i) develop a deep understanding of customer behavior, (ii) integrate that understanding across the organization, and (iii) align the organizational structure to both satisfy current customer needs and adapt to changes in customer needs better than competitors. To be truly customer-focused and market-driven, a company or organization (profit or nonprofit) should develop the capability to sense and respond to the changing needs of customers in the market. An important element of the course is the idea that customer focus must extend to the entire organization across all its major functions for it to be successful. Through lectures and cases, the course will illustrate how to create a customer aligned company that responds to changes in the marketplace.

The course will have two major components:

(1) The first component will build on the EMBA Marketing Core course to develop and supplement the toolkit for customer analysis and strategy. It will provide a set of analytical frameworks and tools to understand customer needs and derive customer insights to help create superior value propositions.

(2) The second component will introduce a framework for creating and maintaining a customer focused organization. It will provide an analytical framework for developing an organizational structure that is consistent with the chosen customer strategy of the firm. This component will emphasize functional perspectives that span the organization, e.g., marketing, operations, and accounting, to reflect and reinforce the integration required to develop an organization whose functions are aligned with the creation of customer value, and that in turn provides value to the firm.


This elective complements and supplements the EMBA Marketing Core course and the other Marketing electives, “How to Think Strategically: Making Business Decisions with Game Theory and Behavioural Economics” and “Understanding Consumers: Using Psychology to Build Corporate Brands and Increase Profits.” It provides additional techniques to measure customer preferences and quantify customer value for the firm, in order to obtain deeper customer insights. It also provides a framework for (re)aligning the organization to make it (more) customer focussed. The course also bridges marketing tools and frameworks with those in other business disciplines such as

On completion of this elective you will learn:

1. How to build a disciplined approach to the analysis of marketing situations that will expand your marketing decision making skills

2. How to take a multi-functional approach to align organization with customer strategy that will expand your ability to work across the organization

3. Quantitative tools for measuring customer preferences (e.g., conjoint preference measurement), customer relationship management, (e.g., customer lifetime value),

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Accounting and Operations Management. It is most suited to those in careers related to marketing, business consulting and strategy, and entrepreneurship.

and customer feedback (satisfaction and loyalty measurement) and control (incorporating proper performance metrics into firm decision making and strategy).

4. By the end of the course you should understand customer analysis, the creation of a superior value proposition, and ways to organize the firm around strategic objectives.

Teaching Methods

The course will use a combination of lectures and cases to teach a mix of qualitative and quantitative conceptual frameworks. Following the educational philosophy articulated below, we will focus on general principles, rather than facts or terms:

“Whatever be the detail with which you cram your student, the chance of her/his meeting in after-life exactly that detail is almost infinitesimal; and if s/he does meet it, s/he will probably have forgotten what you taught her/him about it. The really useful training yields a comprehension of a few general principles with a thorough grounding in the way they apply to a variety of concrete details. In subsequent practice the (students) will have forgotten your particular details; but they will remember by an unconscious common sense how to apply principles to immediate circumstances.”

Alfred Whitehead, The Aims of Education and Other Essays (1929)

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From the Savannah to the Boardroom: The Evolutionary Roots of Decisions and Leadership

Jump to: timetable


EMBA Christoph Loch



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Overview

As managers, we hold assumptions about how people behave in organizations. We sometimes view them as rational, self-interested beings, and sometimes as unselfish altruists. They are neither, or both: people pursue their interest, but also do what benefits others. Interestingly, it is well established that if we always rationally calculate what to do, we will be unable to cope with the complexity of social interactions. Often, we simply do what feels good. In other words, our behavior is often influenced by emotions. And this turns out to be helpful on balance. We have basic emotions, such as anger or fear, but also more complicated social emotions such as the desire for fairness, status, or power. Emotions were produced by evolution over millions of years, and they still influence our behavior, in spite of our free will that we can muster at any point in time but not all the time. This course will give you a structure that allows you to interpret the systematic behavioral influences caused by our innate emotions. This has fundamental implications for decisions in organizations, for leadership, and for culture: especially leadership is fundamentally emotional, and this is something we can learn, and which will make us more effective if we keep it in mind and keep our eyes open to observe it. We will also explore the implications for our own development as leaders---what should we hold ourselves accountable for, and what do we need to accept as given?


This course is complementary to the Management Practice and Leadership aspects of the course in that it delves deeper into behaviour, decision making and leadership.

Students will:

Be able to understand and interpret “irrational” and “rational” behaviour in organizations

Understand the pervasive role of emotions in decision making and organizational dynamics, and link emotional decision making to typical organizational decisions that are typically “rationalized”

Learn an angle on leadership different from usual leadership models and understand the implications for oneself

Understand your motivations and thus better understand your own behaviour as a leader (as well as that of others), which will give you more self-determination (as opposed to being ruled by pressures that you are not aware of).

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Teaching Methods

A mixture of pedagogies will be used: short lectures and discussions, just two short case studies, over experiential exercises, to a psychometric questionnaire on yourself.

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Innovation Management: The Secret to Growth

Jump to: timetable


EMBA Peter Hiscocks



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Overview

Innovation is one of the hot topics of the moment. Many people talk about it and hope that it will deliver business changing results and growth. However, innovation is difficult to manage; it can require considerable expenditures that achieve poor results; projects can fail and investments can be lost. The problem is that innovation inevitably involves uncertainty and/or risk. Furthermore, it is difficult to determine exactly the types of ideas for new products and services that we are going to come up with. Managing innovation to get better returns from a level of investment is one of the most important management tasks in most organisations. This elective will: Define innovation and the different types of innovation that can exist Review the problems associated with innovation and the impact that these can have on projects

and businesses Discuss what makes innovation projects be successful and what makes them fail Determine the level of innovation and innovation investment that is appropriate for different

types of organisation and different industry sectors Discuss the five key areas for management intervention

The elective will involve classroom sessions to introduce and discuss the frameworks and approaches and group-working to put some of the theory into practice.


This elective has strong links with sessions on strategy, marketing, and with team building and leadership. The important links between these disciplines will be discussed and the management activities within a business to integrate these different functions will be a part of the discussion in the elective.

By the end of this elective you should be able to:

Understand what innovation is and how it adds value to businesses and organisations

Understand the different types of innovation and their different management requirements

Know how innovation projects go wrong and have good structures to help them to go right and be successful

Be clear about the key principles for innovation management that need to be embedded in the business and the management tasks that will ensure these principles are carried-out

Encourage a more innovative and creative culture and environment in your organisation

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Know the importance of focusing on strategic projects and also portfolio and project management

Build better product development teams

Teaching Methods

The elective will involve classroom teaching sessions, workshop activities to discuss implementation of the new ideas and frameworks, as well as group work activities to put the theory into practice. All presentation and reading materials will be made available on the VLE and an active discussion forum on matters related to innovation and innovation management will be encouraged.

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Leading Effective Projects: A Managerial Perspective

Jump to: timetable


EMBA Kishore Sengupta



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Overview

Projects are an important vehicle for organizations to implement specific objectives, e.g., restructuring or new product development. Managers are often given responsibility for leading such projects, or have a stake in their success. Moreover, successful execution of strategies such as acquisitions requires the ability to manage complex and risky projects. Many organizations lack such capabilities, and consequently struggle with projects that are critical to their destiny. Conversely, those that do manage projects effectively on a sustainable basis can create competitive advantage.

This course is for participants who are interested in leading or overseeing important business projects. Given the emphasis on project-based organizations, this is likely to include most managers.

The course is organized around two themes:

1. Managing Projects: structure, complexity, uncertainty & alignment. 2. Managing actors who influence projects: leading for high performance, managing stakeholders,

utilizing fair process for attaining project outcomes.


This course deals with practical aspects of managing and leading projects, rather than the more theoretical aspects of the taught core courses on the programme. The focus of the course is on balancing the twin objectives of personalisation (linking content with participants' past and current experience, as well as their future aspirations) and contextualisation (linking content with participants' current organisational context and the broader business environment).

The objectives of this course are to improve the project capabilities of participants, i.e., enable them to lead projects or exercise oversight responsibilities more effectively. This course focuses on the two types of challenges that managers face: managing the project, and managing the actors who influence projects. The take-aways consist of a synthesis of concepts and practical tools for use in projects.

Teaching Methods

This course offers a managerial - rather than technical - perspective. The topics are covered through analyses of actual projects executed in a variety of domains. The course is highly interactive: the pedagogy consists of a mixture of simulations, exercises, cases, discussions, role-plays and lectures.

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Long Term Investing


EMBA Dr. David Chambers Individual Assignment 100%


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Overview

The course deals with the class of investors who invest for the long-term, namely, sovereign wealth funds (SWF), endowments and foundations, and family offices and otherwise known as long horizon investors (LHIs). This group is a fast-growing and increasingly influential source in the investment world today. Since Cambridge comprises 31 endowments of its own, this is a great place to study this topic. Furthermore, the teaching method is in part case-based. Two of the teaching cases will deal with investment issues confronting Clare College and King’s College, Cambridge and one with the strategy choices facing the Christ Church, Oxford endowment. Over the two days, you will become familiar with the main features of each of the major asset classes available to long horizon investors: equities, fixed income, real estate, hedge funds, private equity, and alternative assets, as well thinking about the decision of how to allocate among them. In addition, we will discuss such critical questions as: what are the pros and cons of active versus passive investing, how should we invest in the current low interest rate environment, what is all the fuss about “smart beta” and how should we think about socially responsible investing, among others. The course is designed to be of practical use to individuals responsible for making investment decisions either at a family office, a charity, endowment or foundation, or a SWF in an executive role or as an investment committee member, or to individuals working for investment firms who service any of these investors both today and in the future.


The Corporate Finance, Macroeconomics and Microeconomics core courses will all provide good background for taking this course. Otherwise, a basic knowledge of investment terminology will be helpful but is not a pre-requisite.

At the end of the course, participants should be able to understand:

• the critical investment issues facing long horizon investors

• the features of each of the main asset classes and how to allocate among them

• the relative attractions of active versus passive investing

• what is meant by smart beta, style investing, and responsible investing among other currently fashionable topics

• how to think critically about coping with the challenges presented by the current low interest rate environment

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Teaching Methods

The teaching methodology comprises of:

Lectures Recommended readings Case studies and real world examples Class discussions

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Elective 2

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Digital Business

Jump to: timetable


EMBA Mark Thompson


Friday 10th February 09:00-17:45

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Saturday 11th February 09:00-18:00

Overview

Digital Business equips students with the conceptual tools to understand, critique, and participate in the fast-evolving landscape of digital business, in an age where all businesses are in the process of becoming digital or staying on top of market-driven digital change. Whilst unprecedented attention is being directed at digital startups, it is worth remembering that Gartner estimates that over 50% of existing (legacy) businesses also aim to become ‘digital businesses’. It’s thus never been more important to have a confident grasp of the explosive dynamic between platform-ecosystems, cloud, data analytics, social listening, mobile, IoT, and technical and service architecture: to understand it, and to deploy this understanding be able to innovate, persuade, commission, build, manage, and scale digital businesses.

The course shows how organisations are (re)structuring around delivery platforms such as mobile and cloud, which in turn enables them to become customer-driven, agile, and disruptive. We will discuss how successful digital organisations have customer-centric operating models clustered around speed and adaptability, exemplified by maxims such as ‘show don’t tell’ and ‘good enough is better then perfect’. Placing the user at the centre of new service designs requires a fundamental shift – not just in the technology (which is significant) – but also in the relationships, processes and data control mechanisms that exist between organisations and ecosystems of suppliers, consumers, employees, partners, analysts, competitors and various other stakeholders and users.

To ensure practical relevance, Sessions 2, 3, and 4 of Digital Business are structured around the ‘Lean Loop’ (above): three essential digital skills and supporting conceptual frameworks which, used together, will provide students with a solid basis from which to drive collaboration, break organisational silos, and quickly build a picture of the business and an understanding of the consumer. Use of the Lean Loop will enable you to build insightful, defensible, innovative digital business ideas and strategies at speed.

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The style of the course is informal, interactive, case-driven, and above all practical, drawing on lecturers with deep, cross-sector practitioner experience in digital startup as well as digital business transformation. We will structure the course unconventionally around a live case, where an external guest from a recognised organisation will task student teams with developing a business case and roadmap for transitioning to a digital business model. Faculty comprising internal staff as well as external practitioners will then provide students with the materials they need to develop their case, discussing phenomena and examples from the literature as well as sharing their own case studies, providing hands-on insights into what has worked, what has not worked, and how to ‘see the wood for the trees’ when discussing and implementing ‘digital’. Students will be expected to work intensively on their responses to the case and be self-driven in applying the materials discussed in class to developing their responses.


Digital Business is intended as a useful and complementary primer for all EMBA candidates intending to work across private, public, and third sectors, and will draw on case studies reflecting all three. It is also of relevance to those intending to work in startups/smaller organisations, as well as larger organisations responding to the emerging digital landscape; to disruptors as well as the disrupted.

Whilst no technology background whatsoever is required for the course, a willingness to engage with, and learn about, some of the more technical aspects of the discussions around open standards, data, platforms and infrastructures will be essential.

At the end of the elective, participants will be able to:

1. Demonstrate a working familiarity with the intersecting dimensions of the digital business landscape, together with the challenges and opportunities this presents for small and large organisations

2. Apply a range of models, tools and techniques to develop and pitch strategies and business cases for digital business – as well as to ‘know what good looks like’ in supporting operating models, service and technical architectures

3. Think and talk in an informed way about the process of establishing digital startups, as well as the specific challenges of transforming legacy organisations into digital businesses

4. Develop and present a coherent strategy for digital business based on the above insights

Teaching Methods

The elective consists of eight 90 minute lectures and workshops, and two 90 minute group work sessions. We will use a mix of custom and published case studies, ‘war stories’, lectures and discussions.

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Doing Good Well

Jump to: timetable


EMBA Neil Stott



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Overview

Poverty and inequality, access to potable water, resource depletion, global health. There are many profound social challenges facing the world. While awareness of issues such as these has reached unprecedented levels, business is often seen as part of the problem, not part of the solution. However, having a positive impact on society and creating a successful business venture are not incompatible goals.

This course is designed for EMBA students who are interested in the potential of new business models to address the most deep-rooted social problems. The focus is the distinctive challenges involved in building and leading high impact social enterprises, as well as the role of social Intrapreneurs in established companies and public agencies.

While there is much debate about a definition, this course assumes that any organization or initiative that is designed to develop a novel solution to a social problem in a commercially sustainable way falls under the umbrella of social innovation.

The elective is not a business planning module. The aim is to help participants build knowledge and understanding of how to manage for effective social change by critically assessing the emerging ideas, tools, and frameworks used in the domain of social innovation. The elective is for anyone interested in the role of organizations in tackling social problems regardless of whether they see their future careers in the private, public or third sectors.


The elective will build on the strategic, financial and organizational issues raised in core EMBA courses and ask how social and environmental considerations can be truly integrated into organisational and leadership practice. The elective will examine the role of the social intraprenuer as well as the social entrepreneur.

At the end of the course, participants should be able to:

• Build conceptual and practical understanding of the distinctive leadership and management challenges that characterise impactful social innovations

• Critically examine the emerging set of conceptual tools and best practices used to deliver social innovation and social change in a sustainable way

• Provide new perspectives on how knowledge gained through EMBA study can be applied to social innovation, and encourage participants to consider potential opportunities for social innovation as part of their future careers

• translate ideas into viable business models

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• Understand the importance of the entrepreneurial team and how to mitigate the many risks associated with teams in early stage ventures

• Be familiar with the funding sources available to new ventures and the process of raising money from early stage equity investors

Teaching Methods

Social innovation is a huge subject and it is not possible to cover all of the possible topics in a short elective. This course is therefore designed to provide an overview of the key concepts, contemporary issues, and possible future directions in this rapidly changing domain.

The course consists of four sessions employing a variety of methods, including group exercises and discussions, case analyses, a field trip and guest speakers, and an individual assessment.

There are required readings for each session. These are available online via the EMBA portal. Each session contains additional readings for those who want to learn more and extend their understanding of a particular topic.

The intention is for the sessions to be highly interactive, and participants therefore need to come to the session well prepared and ready to contribute.

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Entrepreneurship

Jump to: timetable


EMBA Simon Stockley



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Overview

This two day elective provides a comprehensive introduction to the theory and practice of entrepreneurship and new venture creation. It has been designed for Executive MBA candidates who:

Have a general interest in entrepreneurship and wish to learn more Wish to explore entrepreneurship as a future career option Have a business idea they wish to develop Have responsibility for corporate venturing activities Work with entrepreneurs in an advisory capacity

The focus throughout is on the creation of high potential ventures which create significant financial and/or social value.


This elective serves as an introduction to entrepreneurship and new venture creation. It focusses on developing the mind-set, skills and behaviours required to stack the odds in your favour should you decide to launch your own venture. It will also be of value to those working with entrepreneurs in a professional or advisory capacity and to senior managers responsible for corporate venturing activities within their organisation.

On completion of this elective you will:

5. Understand the nature of entrepreneurial behaviour and how to develop these behaviours in yourself and others

6. Understand how to spot and create high potential opportunities

7. Have a working knowledge of opportunity evaluation and the methods used to translate ideas into viable business models

8. Understand the importance of the entrepreneurial team and how to mitigate the many risks associated with teams in early stage ventures

9. Be familiar with the funding sources available to new ventures and the process of raising money from early stage equity investors

Teaching Methods

This is an intensive course delivered over two days but it is lively, enjoyable and highly interactive Each lecture will include a taught component focussing on new ideas and frameworks; the involvement of a practitioner, and where relevant some practical activity to test the learning from the session. There will be some reading before the first session and it is important that this is undertaken in order for you to achieve full value. We will not be using formal case studies but plenty of real-life examples are used to illustrate key points.

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PowerPoint slides will be available from each lecture and in some cases additional notes and reading materials will be provided and/or web-based material.

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How to Think Strategically: Making Business Decisions with Game Theory and Behavioural Economics

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EMBA Vincent Mak



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Overview

Know yourself and know your enemy, and you will never be defeated. Sun Tzu

Doing business is about interacting with people, from colleagues and customers to competitors and stakeholders. These interactions are often strategic: what one player does affects the gains and losses of other players, and vice versa. For example, in the marketplace, each firm’s choice of price and product quality affects the profits of competing firms; at the bargaining table or at an auction, each party tries to game the other(s) to his/her own best advantage. However, decisions in strategic interactions are often clouded by cognitive blind spots, which are compounded by lack of insights into other people’s thinking processes. Managers often do not know enough about themselves, nor the strategic actions/reactions of the people they deal with. This course can help you avert these difficulties using game theory supplemented by behavioural economics.

The course discusses how game theory can help you tackle business situations such as bargaining and auction. It also enriches insights from standard game theory by behavioural economics findings in the past four decades. You can thus learn about how humans’ concerns for fairness, their capacity to trust each other, as well as biases and limitations in human reasoning, can affect you in the workplace and the marketplace in very major aspects. Relatedly, the course surveys the topic of “nudging”, with which policy makers use behavioural economics to influence people’s behaviour, from organ donation to saving for the future.

Insights in strategic interactions are best appreciated via hands-on experience; as such, a strong component of the course lies in in-class case exercises, in which you often interact strategically with some or all of your colleagues. The in-class case exercises are further complemented by real-life case examples involving major companies and policy makers. It is indeed hoped that this combination will enable you to finish the course with comprehensive perspectives on playing the games of business.


In its application, this course cuts across diverse business disciplines from management practice to marketing and strategy. It covers approaches to making the best out of a range of strategic interactions, which can be useful when tackling more specific sets of issues encountered in other courses in the programme.


Understand and apply basic ideas in game theory to make strategic decisions

Apply game theory to tackle and understand competition issues such as:

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Applying strategic thinking skills, based on game theory and behavioural economics, to a range of strategic situations such as:

o Competition o Bargaining o Auction o Policy design

o Why OPEC is able to maintain high oil prices over decades

o How the Cuban Missile Crisis came about, and

o How judo strategy enables small new challengers to compete with large incumbents

Apply game theory to tackle and understand coordination issues such as:

o Tipping point effects, and o The pre-dominance of QWERTY

keyboards over possibly more efficient keyboards

Understand basic strategic issues in bargaining and auction, such as:

o BATNA o The differences between Dutch vs.

English auction, and o How to avoid the “winner’s curse”

Understand how to use advertising and education to signal the quality of your firm or yourself in a competitive market

Appreciate how behavioural economics findings may be applied by policy makers to influence (“nudge”) people’s behaviour, from organ donation to saving for the future

Teaching Methods

The course will include multiple teaching methods including lectures, in-class case exercises, and managerial case discussion.

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Managing Big Data Analysis

Jump to: timetable


EMBA David Stillwell



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Overview

Our lives are increasingly mediated through digital devices, which means that organisations have access to more information about customers, employees and service users than ever before. But while many organisations know that they have ‘Big Data,’ they often don’t know how to use it for competitive advantage. This practical module is intended to introduce key concepts in big data analysis, so that managers can ask the right questions of their analysts to get the most from the data that’s available.

The elective is not intended to train data analysts, although participants will try out machine learning, data visualisation and data mining. The aim is to help managers to build knowledge of the types of practical problems that state-of-the-art big data analysis can solve, to recognise the difference between real and spurious results, and to have insight into the practical challenges that data scientists face.

This elective is appropriate for those who work in organisations that rely on data-driven recommendations to make decisions, or in organisations that will need to adapt to the increasing availability of big data.


This course is an introduction to big data analysis and no prior knowledge or experience is assumed. There will be some theory, and some application in terms of showing the "art of the possible." We will also apply the theory to real-life organisational problems. Students should leave with an idea of what various organisations are doing, what is possible to do given the state of the art, and with the knowledge to recognise when big data can help to solve a business problem. In terms of applicability for start-ups, the session on data-mining will be especially relevant, as will the material on earning income by collecting and monetising a large dataset. The course will especially complement the core marketing course, in so far as we will look at examples from successfully applying big data methods to marketing.

In this course, participants will learn how to answer the following questions:

What is big data and what are the opportunities for organisations?

How can we use data in a legal and ethical manner that makes data-providers comfortable?

Where do data scientists get data from? What is “data cleaning” and why does it take so long?

How does machine learning make predictions from data? And what’s “deep learning”?


Recognise when a ‘big data’ solution is necessary, as opposed to just a fad

Critique the results of big data analyses, to answer the question “Should I believe the results?”

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Identify opportunities that big data brings to an organisation

Have an understanding of the daily challenges that data analysts face, and why some problems are surprisingly trivial but others almost insurmountable.

Teaching Methods

The course consists of four sessions employing a variety of methods, including short lectures, discussions, a practical data visualisation task in groups, and practical experience of data-mining and machine learning. Sessions will be interactive, and participants are encouraged to consider how the course relates to business problems they’ve personally encountered.

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Philosophy of Business

Jump to: timetable


EMBA Jochen Runde & Michael Pollitt



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Overview

Business is sometimes presented as the antithesis of philosophy, as being about practical action in the world of affairs rather than the contemplation of abstract ideas. In fact, however, even the most practical issues in business have philosophical aspects, and the ideas, tools, techniques business people use on a daily basis all involve implicit philosophical presuppositions. The purpose of this elective to is to bring some of these aspects and presuppositions to the surface. The aim is to help you improve your perspective on the kind of problems you are likely to face in your future roles, to appreciate your own limitations and make more informed decisions, and, importantly, to be able to justify your position and actions in a more informed and sophisticated way.

The course explores various themes arranged in accordance with important sub-disciplines in philosophy: ontology, epistemology, political philosophy, philosophy or religion and ethics. The concrete topics that we will investigate include: innovation and product identity, probability, uncertainty and Black Swans, conceptions of markets and the responsibilities of listed company CEOs, religion and personal responsibility, ethics and financial crises, and issues of fairness and the distribution of income and wealth.


This course complements a wide range of courses offered on the EMBA by analysing some of the basic concepts used in everyday business practice, including risk and uncertainty, responsibility and truthfulness. Considering these and related ideas both in theory and in practice, this elective provides both an analytical and a critical perspective on the conceptual toolkit employed in Core courses.

By the end of this course you should be:

conversant with some key philosophical areas and ideas

able to explore the application of these ideas in a practical context

Able to explain and defend your position in a business context.

Teaching Methods

The course consists of six two-hour sessions. You will be encouraged to raise and respond to questions in class. There will be one or two short readings for each seminar which will form the basis of discussion, and which it is therefore essential that you read. The sessions will be seminars rather than lectures and the emphasis will be on constructive, focused discussion in which it is expected that everyone will participate.

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Project Finance: Innovative Techniques in Valuing & Raising Financing for Large Scale Projects

Jump to: timetable


EMBA Othman Cole



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Overview

Project finance is a means of raising funds to finance large-scale projects. In particular, it refers to financial schemes that involve various stakeholders from different countries, where lenders provide most of the funds required with limited or no recourse, counting primarily on the project’s potential cash flows to repay the debt. Given the significant needs in areas such as infrastructure development, air and rail transport, energy production and distribution, and many technological developments, project finance has considerably gained attention. The course is designed and delivered to be of practical use to individuals in roles responsible for making capital budgeting and investment decisions, new product development and creating Special Purpose Vehicles (SPVs), as well as making financing decisions in terms of the choice between equity and debt in funding projects. The course will therefore cover project cash flows and risk analysis; a selection of valuation techniques including Adjusted Present Value (APV), Capital Cash Flow (CCF), and Equity Cash Flow (ECF); project governance and contractual structure; cover ratios and covenants; as well as Public Private Partnerships (PPP) / Private Finance Initiatives (PFI).


The Project Finance elective course, which primarily looks at off-balance sheet financing, is an extension of the core Corporate Finance course, which focuses on on-balance sheet financing. In addition, given the higher risk due to the typically high leverage nature of project finance, more precise valuation techniques than the Weighted Average Cost of Capital (WACC) are required and the course therefore covers Adjusted Present Value (APV), Capital Cash Flow (CCF), and Equity Cash Flow (ECF). The course also develops on the core Accounting course by focusing on adequate project cash flow projections as Cash Flow Available for Debt Service (CFADS), both interest payment and principal repayment, plays a crucial role in most project finance deals.

At the end of the course, participants should be able to:

• Understand the approaches used to analyse and evaluate projects

• Understand the importance of contractual agreements, technology, sponsors, risk identification and mitigation, sources of capital, financial structuring, as well as accounting and tax considerations

• To be able to use appropriate valuation techniques as well as risk analysis in appraising projects

• To be able to deploy financial engineering products in a project finance setting

• To make decisions in relation to funding and investing in projects

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Teaching Methods

The teaching methodology comprises of:

Lectures Recommended readings Case studies and real world examples Class discussions

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Strategic Change & Renewal

Jump to: timetable


EMBA Yasemin Kor



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Overview

This course examines how executives respond to opportunities and challenges that require significant reconfiguration of their firm’s resources and capabilities. Strategic renewal can be triggered when firms deepen their strategy and may need to reconfigure (create, modify, discard) their competencies. By deepening its strategy, a firm can disrupt other parts of the business model. Diversification into new product categories and geographical expansion into new markets can also quickly expose the boundaries of a successful strategy. Likewise, when the industry is disrupted by shifts in technology, customer preferences, and competitive dynamics, significant renewal of the firm’s strategy may become the only way to survive. Strategic renewal and change are a constant necessity and reality of executives’ lives and careers in various types of organizations.

Building on the core EMBA Strategy course, this class focuses on strategic change and renewal in firms as cope with internal or external disruption. In this course, we will explore:

1. When strategic change or renewal is essential, and how much resource and capability reconfiguration will be needed,

2. How to identify and assess alternative paths of renewal to accomplish the reconfiguration and renewal,

3. Creating a strategic renewal business plan to map the changes in value proposition, resource configuration, and key processes,

4. Anticipating configurational and implementation challenges and factoring potential solutions into your plan.


Building on the core EMBA Strategic Management course, this advanced strategy course focuses on strategic renewal as firms cope with internal and external disruptions. Students learn to develop a strategic renewal plan that maps the reconfiguration of capabilities, key activities, and processes with attention to implementation challenges. Strategic change and renewal are a constant necessity and reality of executives’ lives and careers. Thus, the course aims to help managers design strategic changes that will boost firms’ competitiveness and profitability.

The main knowledge objectives of the course are:

• Knowledge of alternative strategic renewal paths and viability of these paths

• Assessing the required level of resource and capability reconfiguration

• Identifying configurational and implementation challenges

• Developing solutions to these challenges as part of the strategic renewal plan

By the end of this course, the student should be able to do:

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• Understand and articulate to others when and why strategic change and renewal are needed (or not) in a given situation

• Develop a strategic renewal plan that maps and explains the reconfiguration of resources and capabilities, key activities, and processes

• Address configurational and implementation challenges with the strategic change

Teaching Methods

The course will consists of interactive discussions of case studies and short articles with group- and individual exercises to develop a strategic change and renewal plan for a company of your choice. The course will iteratively move between class discussion, small group brainstorming and coaching, and individual work on the renewal plan. In building your renewal plan, you will benefit from inputs from your classmates and professor in multiple rounds. Thus, we will make the best of the diverse ideas and experiences in the classroom.

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Understanding Consumers: Using Psychology to Build Brands and Increase Profits

Jump to: timetable


EMBA Eric Levy



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Overview

Specifically, this course will explore consumer behavior through the lens of the four-step “hierarchy of effects” model:

1. How to effectively communicate with consumers to build awareness of your brand, 2. How consumers acquire knowledge and understand what your brand is about, 3. Understanding how social influence techniques can influence consumers, 4. Understanding how consumers make decisions about what brand to buy.

The decision-making material (step #4) focuses on the emerging field of “behavioral decision theory”, pioneered by economics Nobel Prize winner Daniel Kahneman, and a framework which is increasingly being applied to diverse fields such as marketing, management, public policy, and law. Two guest speakers are currently scheduled to speak to the class. Both are quite senior in their organizations, and have been excellently received by prior MBA and EMBA classes. Graham Hales, CEO of Interbrand London, will be speaking about the role of brands and brand-building in an international context. Steve J. Martin, Principal of consulting company Influence at Work, and bestselling author of the book “Yes”, will be discussing how the scientific principles of influence can be used effectively in business settings. The course will consist of lectures, case studies, guest speakers, and perhaps most importantly, class discussion and exercises that will allow you to immediately apply the course material to understanding your own company’s consumers, building your company’s brand, and increasing profits.


Building on what you learned in the core EMBA marketing course, this class delves deeper into the psychology underlying how consumers think and behave. This understanding is then used as a guide for how to use build corporate brands and increase profits. Understanding how consumers behave is vital to all types of organisations and executives, making the course relevant to all senior managers, in addition to those in a marketing function.

The main knowledge objectives of the course are to understand:

Consumer awareness: how to effectively communicate to consumers to build awareness of your brand.

Consumer knowledge and understanding: how consumers acquire knowledge and understand what your brand is about

Consumer attitudes: measuring and influencing consumers’ attitudes toward your brand (using statistical as well as psychological techniques).

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Consumer decision-making: understanding how consumers make decisions about what brand to buy (focusing on behavioural decision-theory)

Using this information to build corporate brands and increase profits

Teaching Methods

The course will include multiple teaching methods including lectures, in-class exercises, case study discussion, guest lectures, and group assignments. Each session will typically consist of a lecture and in-class exercises, followed by case discussions and a guest speaker.

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Faculty Biographies

David Chambers

Dr. David Chambers is Reader in Finance at the Cambridge Judge Business School and Academic Director of the Newton Centre for Endowment Asset Management (CEAM).

Prior to returning to full-time education in 2001, Dr Chambers worked for 20 years in investment banking at Barings, Hotchkis & Wiley and Merrill Lynch. He gained experience in asset management, mergers and acquisitions and venture capital in Europe, Japan and the United States. Dr Chambers is Academic Director of the Newton Centre for Endowment Asset Management at Cambridge Judge Business School, an Associate Director of the Centre for Financial History and a member of the Cambridge Corporate Governance Network (CCGN). He sits on the Editorial Board of the Financial Analysts Journal.

His main Research interests are Empirical corporate finance, especially IPOs; asset management, particularly in relation to endowments and foundations; financial history; and law and finance.

Othman Cole

Dr. Othman Cole is Deputy Director of the EMBA, as well as a Senior Teaching Faculty member in Finance and Accounting at the University of Cambridge Judge Business School. Prior to this, Othman was a Research Associate at the School investigating the resource-based view of oil and gas companies as well as the key challenges and opportunities facing National Oil Companies (NOCs). He was also a Postdoctoral Research Fellow at the Cambridge China Development Trust. Othman has experience working in the investment banking industry during his roles at Barclays Capital in London and at DNA Project Finance in Brussels. He has also consulted for a number of companies in risk management, real estate and energy.

Othman’s areas of teaching are in the areas of corporate finance, project finance, mergers & acquisitions, and his areas of research are in the areas of capital structure of companies, behavioural biases, National Oil Companies (NOCs) and International Oil Companies (IOCs), carbon emissions and economic growth. He has published a number of peer-reviewed academic articles, book chapters and presented papers in a number of international conferences.

He holds a PhD and an MPhil in Finance, both from Cambridge Judge Business School; an MSc in International Securities, Investment and Banking from ICMA Centre, Reading University; and an MEng in Computer Systems Engineering from Warwick University.

http://www.ceam.jbs.cam.ac.uk/

http://www.centreforfinancialhistory.org/

http://www.corporategovernance.group.cam.ac.uk/

http://www.corporategovernance.group.cam.ac.uk/

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Mark Esposito

Dr. Mark Esposito is a Senior Associate of the University of Cambridge Institute for Sustainability Leadership. Beside his role in Cambridge, he serves as Professor of Business and Economics, teaching at Harvard University's Division of Continuing Education and IE Business School. He serves as Institutes Council Co-Leader, at the Microeconomics of Competitiveness program (MOC) at the Institute of Strategy and Competitiveness, at Harvard Business School. Mark consults in the area of corporate sustainability, complexity and competitiveness worldwide, including advising to the United Nations Global Compact, national banks and NATO through various Executive Development Programs. He is the Founding Director of the Lab-Center for Competitiveness, which is hosted at Grenoble Ecole de Management, which is a think-tank that produces research on cluster and cluster policy. Mark is also an active institutionally and from 2013-14, he advised the President of the European Parliament, Martin Schulz, in the analysis of the EU systemic crisis and worked as cross theme contributors for the World Economic Forum reports on Innovation Driven Entrepreneurship and Collaborative Innovation. Mark holds a PhD in Business and Economics from the International School of Management, in a joint program with St. John's University in New York. He tweets as @Exp_Mark

Barry Hedley

Barry’s early career was with The Boston Consulting Group, which he joined in Boston after gaining a Baker Scholarship and MBA from Harvard Business School. He was then part of the team that established BCG’s London office in the early 1970’s, where he became a Director. After a stint at Courtaulds running part of the International Paint business and working on strategy for the Chairman he founded his own international strategy, financial consulting and private equity firm Braxton Associates, which later became the global strategy practice of Deloitte Consulting. He returned to Cambridge in 2000 and focuses on developing strategy formulation and execution processes, which are capable of operating rapidly in changing environments, frequently supported by novel software platforms. This has led him to his current role as Chairman of Dialectyx, a private company which offers on-line and direct educational services in both entre- and intra-preneurialism under the brand names MyFirstMillion® and MyBusinessInstinct®.

He is also an active “angel” investor and his current activities in this regard include a biofuels venture, a medical device business and a blended on-line algorithmic and human trainer based personal health and fitness developing programme.

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Peter Hiscocks

Peter Hiscocks has spent a number of years in the private sector working in product development in large companies before starting his own businesses. Peter has founded eight new ventures of which three have been sold, one has closed and he is Chairman or Director of the others. These businesses include Integral Inc - a $50 million consulting company; Ecurie25 - a supercar club; and Pod Point - an EV recharging business. He is the Chairman of a £20 million seed-fund that helps fund new business start-ups and is on the advisory board of a large venture capital company. He is also an active business angel.

Peter teaches innovation management and entrepreneurship on the MBA and other programmes at Cambridge Judge Business School. He also teaches entrepreneurship and business finance for other departments within the University of Cambridge, including Engineering, Biochemistry, Biotechnology and Physics. He is actively involved in supporting the School's Executive Education programmes.

Jennifer Howard-Grenville

Dr. Jennifer Howard-Grenville is the Diageo Reader in Management Studies at the Judge Business School. Her research is focused on how organizations manage change, particularly around environmental and social issues. Jennifer received her PhD at MIT, her MA at Oxford, and her BSc (Eng.) at Queen’s University, Canada. She has taught courses in business sustainability to MBAs, Executive MBAs, and undergraduates in Boston, Oregon, and Copenhagen.

Ahmed Khwaja

Ahmed Khwaja is a Reader at the Cambridge University Judge Business School and a Visiting Associate Professor at the Yale School of Management. He is an expert in the areas of Marketing Strategy and Quantitative Research Methods. He teaches an elective course in Marketing in the EMBA program at the Judge Business School, and the Marketing Core Course and other electives at Yale SOM. He is also a faculty associate with the Yale Center for Customer Insights and the Cowles Foundation at Yale. His research focuses on dynamic strategic games, consumer choice dynamics, asymmetric information & incomplete markets, and simulation based econometric methods. On the substantive side he has investigated topics related to experience spillovers in market entry, retail chain expansion and size dynamics, long run and short run effects of collaboration in pharmaceutical innovation, effect of employee engagement on customer satisfaction, and moral hazard & adverse selection in health care markets. His research has been published in several journals including Marketing Science, RAND Journal of Economics, Journal of Econometrics, American Economic Review, Management Science, Journal of

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Applied Econometrics, Journal of Law and Economics, International Journal of Industrial Organization, and Journal of Health Economics. Along with the University of Cambridge and Yale, he has held academic positions and affiliations at Duke University and the University of Pennsylvania.

Yasemin Kor

Yasemin Y. Kor is Beckwith Professor of Management Studies at Cambridge University Judge Business School. She has been teaching and doing research in strategic management for the past 20 years. She teaches Advanced Strategy in MBA, Mergers and Acquisitions in EMBA, and Strategy Formulation in the Ph.D. programs in Cambridge. Professor Kor has done research on (1) CEO and executive team competencies (human and social capital), (2) board governance effectiveness (board capital and CEO-board interactions), and (3) development and renewal of firm’s strategy and core competencies. She has done industry-based research on firms in medical devices industry, biotech industry, professional service firms (law firms), food processing and retail industry (conventional and organic food), transportation industry, and social ventures. Professor Kor is a U.S. Fulbright Research Scholar and served as an Associate Editor of Journal of Management, a premier research journal. She currently serves on the editorial boards of Strategic Management Journal, Journal of Management Studies, Strategic Organization, and International Journal of Strategic Change Management. She is an elected member of the Business Policy and Strategy Division Research Committee of Academy of Management, and served as a Representative at Large for the Corporate Strategy IG at Strategic Management Society. Prior to her academic career, Dr. Kor worked in companies on stock portfolio management, market research, and product management. She taught managers and professionals from companies such as Astra Zeneca, JPMorgan Chase, DuPont, MBNA, and Comcast. She received her M.B.A. and Ph.D. in Business Administration from University of Illinois at Urbana-Champaign in the United States.

Eric Levy

Eric Levy is Lecturer in Marketing at Cambridge University Judge Business School. An expert in consumer behaviour and psychology, he teaches Consumer Behaviour and Branding in the MBA, Executive MBA, and Ph.D. programs, and also teaches the Principles of Marketing core course in the Cambridge MST undergraduate program.

In his Executive MBA course, Eric has taught senior executives from companies such as Accenture, Deloitte, Booz Allen Hamilton, Boeing, Shell, Audi AG, SABMiller, and LVMH Moet Henessy Louis Vuitton.

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Additionally, Eric serves as a scientific adviser to BrandMemo, and he also consults in the areas of brand strategy and consumer psychology. Prior to earning his Ph.D. and entering academia, Eric worked as a Marketing Manager for a division of his family's mail-order catalogue company.

Eric's research focuses on prosocial behaviour and charitable giving, as well as the role of interpersonal relationships in consumer behaviour. His research has been published (or is forthcoming) in Journal of Marketing and in Journal of Personality and Social Psychology. He has also presented his work at conferences of the Association for Consumer Research and Society for Consumer Psychology, and been interviewed, quoted and/or had his research highlighted in various media outlets such as the Financial Times, the Telegraph, BBC Radio Cambridgeshire, BBC 1 Television, and ITV Anglia Television.

Eric earned his BA from Franklin and Marshall College, an MBA from Temple University, and an MS and Ph.D. from University of Washington, Seattle. Eric also completed Ph.D. courses in marketing and in management at the Wharton School, University of Pennsylvania.

Christoph Loch

Director of Cambridge Judge Business School

Professor of Management Studies

Director of the INSEAD Israel Research Center (2008-2011) and Dean of the PhD Programme (Sep 2006-Aug 2009), INSEAD, Fontainebleau, France. Associate (client consulting team member), McKinsey & Company, San Francisco, USA, and Munich, Germany (Oct 1991-Dec 1993). Strategic Analyst (competitor and industry analyses), Siemens AG, Munich, Germany (Summers 1986-1989). Lecturer (evening MBA course on Management Science and undergraduate course in Operations Management), University of Tennessee, Knoxville, USA (Jan-Jul 1987). Non-executive Director of educational software start-up company Prendo (2000-present).

Professor Loch has been the Chairman of the Behavioural Operations Management section of INFORMS (2008-2010), Department Editor for both Management Science (R&D and Innovation department) (2004-2009) and Production and Operations Management (2003-2007, and the special issue on behavioural operations management in 2011), and Associate Editor of Management Science, (2000-2004, 2009-2011), Manufacturing and Service Operations Management (M&SOM) (2003-2011) and Operations Research (1998-2004).

Research interests include: How organisations make innovation happen; this includes innovation in products as well as processes and practices, and it focuses on what happens on the ground rather than just strategising at an aggregate level. The topic is interdisciplinary and stretches from project management and processes (operations), to strategic portfolios and strategy deployment (strategy), to organisational structures and cultural habits (sociology), and to the motivation of educated and autonomous personnel (psychology).

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Vincent Mak

Vincent Mak is a University Lecturer in Marketing & Decision Sciences (with tenure) at Cambridge Judge Business School, and the Director of the MPhil in Management Science & Operations Programme at CJBS. He was a Visiting Assistant Professor at the Hong Kong University of Science and Technology – from where he obtained his PhD – prior to joining the Judge.

Vincent’s research lies in how people and firms make strategic decisions as they interact with each other, and what economic and psychological factors influence those decisions. The topics of his research include, for example, how consumers search for marketing offers, how managerial committees make decisions as a group, and how R&D managers can be incentivized to align their interests with their company’s. His work has appeared in major journals in business research, economics, and psychology, including Management Science, Psychological Science, Games and Economic Behaviour, Manufacturing and Service Operations Management, Organizational Behaviour and Human Decision Processes, and Production and Operations Management. He has been interviewed by, or has his research featured in, media outlets including the Economist, the Independent, the Times, the Telegraph, Cambridge Business, and BBC Radio Cambridgeshire, among others. He is on the Editorial Review Board of Production and Operations Management. His pedagogical experience ranges from undergraduate to MBA, executive, and PhD-level teaching.

Vincent was previously a case writer at the University of Hong Kong's Centre for Asian Business Cases (now Asia Case Research Centre), producing over 20 business cases which have been used worldwide; in that capacity, he was awarded First runner-up in the Seventh Asia-Pacific Case Writing Competition in 2002. His recent consulting experience includes a study of online/offline retail prices and price comparison websites as well as a consumer survey study on the functioning of the market for Internet access, both commissioned by the European Commission. He has also worked as a columnist, journalist, editor, and freelance writer/broadcaster in the Hong Kong media specialising in classical music and the arts.

Michael Pollitt

Michael Pollitt is Professor of Business Economics at Cambridge Judge Business School and Professorial Fellow of Sidney Sussex College, Cambridge. His research interests include energy and climate economics, efficiency measurement, social capital, corporate governance, business ethics and Christian economics. Among his publications are three books on business ethics including The Role of Business Ethics in Economic Performance, Understanding How Issues in Business Ethics Develop and Multinationals in their Communities. He is currently the leader of the ‘In Search of ‘Good’ Energy Policy’ initiative of Energy@Cambridge which spans the social sciences and the humanities. He is convenor of the Association of Christian Economists UK. He has an MA in Economics from the University of Cambridge and an M.Phil. and D.Phil. in Economics from the University of Oxford.

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Jochen Runde

Jochen Runde is Professor of Economics and Organisation at Cambridge Judge Business School, and Professorial Fellow of Girton College, Cambridge. His research interests include decision-making under high uncertainty, social ontology, the ontology of technology, and the development and commercialisation of digital technologies. He is the author or co-author of over 60 publications on various aspects of economics and organisational theory, co-author of LiveEconTM, and co-editor of the Cambridge Journal of Economics, Perspectives on the Philosophical Underpinnings of Keynes’s Economics: Probability, Uncertainty and Convention, London: Routledge, and The Elgar Companion to Economics and Philosophy, Aldershot: Edward Elgar. He holds a BCom (hons) and an MCom from the University of the Witwatersrand, and an MPhil and PhD in Economics from Cambridge University.

Kishore Sengupta

Kishore Sengupta is Reader at the Judge Business School, University of Cambridge. His current research teaching and consulting activities are focused on managing complex projects, managing complexity and collaboration in organizations, and managing innovation in networks.

Before coming to Cambridge, Kishore held faculty positions at INSEAD, Fontainebleau, France (2000-2014), the Naval Postgraduate School, Monterey, California, USA (1989-2000), and the Hong Kong University of Science and Technology (1996-1997). He has also worked at the AT&T Network Software Center (now Lucent Technologies) and Ernst and Young. Kishore’s responsibilities have included serving as advisor on complex projects with large organizations, NASA, and the U.S. Government Department of Defense. He has directed and taught in several executive education programs. They include the International Project Management program, which is INSEAD’s open-enrolment executive program on project management, and company-specific programs for Axa, Petrobras, SAP, Starwood Hotels, Schlumberger, and Unisys. Kishore’s consulting activities involve organizations in USA, Asia and Europe.

Kishore’s published work in the academic and business literatures, includes a widely acclaimed article in the Harvard Business Review (February 2008) on how managers fail to learn from experience. The accompanying podcast is one of the most-downloaded in INSEAD’s history (http://tinyurl.com/mq2ecxk). His research has been highlighted in the Wall Street Journal (http://tinyurl.com/kgaopcy).

http://tinyurl.com/kgaopcy

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Khal Soufani

A Senior Teaching Faculty member in Finance at the University of Cambridge Judge Business School, Dr Soufani holds a Masters degree in Applied Economics and a PhD in Financial Economics.

Dr Soufani has published extensively in the area of financial management, corporate restructuring, M&A, private equity, venture capital and family business, and also the financial and economic affairs of small-medium sized enterprises. His work is widely cited and included in policy reports by organisations such as the EU, OECD, and the Institute of Directors and he is on the editorial board of a number of international academic journals. Before joining academia, Dr Soufani worked in investment banking in the area of bond and money market trading.

David Stillwell

Lecturer in Big Data Analytics and Quantitative Social Science – Judge Business School

Deputy Director – The Psychometrics Centre

In June 2007, between obtaining his first degree and embarking on his Masters, David began a personal side project designing applications for social networks. The result was the myPersonality Facebook application that allows users to take real psychometric tests and receive feedback on their results. Today myPersonality has collected data from more than six million people and the resulting database has become a priceless academic resource used by more than 100 researchers all over the world.

Since these early successes, the influence of David's work has expanded considerably, so that today its impact ranges from targeted online advertising, the real-time analysis of online digital footprints for online personalisation, and behavioural prediction. David’s research predicting personality and other psychological traits from online behaviour has led to articles in The Economist, the Wall Street Journal, and an op-ed in The Financial Times, and has led to segments on CNN, BBC Click, BBC World Business Report, Bloomberg, and the Colbert Report (see: https://www.youtube.com/watch?v=I4ftlpgfd8s ).

https://www.youtube.com/watch?v=I4ftlpgfd8s

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Simon Stockley

Simon Stockley has been teaching and practicing entrepreneurship for almost twenty years. Prior to joining the faculty at Cambridge Judge Business School he was Director of the full-time MBA programme at Imperial College London.

Outside academia he is the joint Managing Director of HRSonar, a talent management software company based in Belgium and a Trustee of HERA, an international charity that provides entrepreneurship training, grants and mentoring for formerly trafficked women.

Simon has advised well over 100 technology ventures, many of which achieved early traction and commercial success. His particular areas of expertise include entrepreneurial teams and the financing of early stage ventures.

Neil Stott

Neil is Senior Faculty in Management Practice and Executive Director for the Centre for Social Innovation at Cambridge Judge Business School. Previously Neil was Chief Executive of Keystone Development Trust (2003-15), Head of Community Development at Canterbury City Council (2000-2003) and Principal Community Services Officer at Cambridge City Council (1987-2003). Neil received his DProf from Middlesex University and Masters from the University of Cambridge.

Mark Thompson

Mark is Senior Lecturer in Information Systems at Cambridge Judge Business School, Visiting Professor at Surrey Business School, Strategy Director/co-owner at Methods Group where he has created two thriving start-ups since 2012, Board Member of Digital Leaders, and recent Board Member of Intellect/Tech UK. He has published in several top-tier IS and organisation journals including Organization Science, Academy of Management Review, Journal of Management Studies, Information and Organization, and Information Technology for Development, and is a reviewer for over 16 journals. Mark is acknowledged as one of the architects of government’s shift towards Open systems, In 2007/8

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he was a senior adviser to UK Shadow Cabinet under George Osborne, delivering an influential report proposing widespread adoption of open standards in government IT that has since become policy, and has since been Cabinet Office IT Futures Advisor, as well as undertaking range of policy, media, and conference chairing activities aimed at creating a sea-change in the way the government approaches and uses digital technology. His co-authored book, Digitizing Government, appeared in December 2014.

Terence Tse

Obtained his PhD from CJBS, Terence is an Associate Professor of Finance at the London campus of ESCP Europe Business School, the oldest business school in the world. He is also Head of Competitiveness Studies at i7 Institute for Innovation and Competitiveness, an academic think-tank based in Paris and London.

Alongside with his on-going advisory activities with supra-national organisations, Terence has been providing commentaries on the latest current affairs and market developments in numerous blogs, publications such as The Economist and the Finance Times, radio and television shows on CCTV, Channel 2 of Greece, France 24 and NHK. He has also been invited to act as speakers at various events in India, Norway, Qatar and UK.

Before joining academia, he worked in mergers and acquisitions at Schroders, Citibank and Lazard Brothers in Montréal and New York. Terence also worked in London as a consultant at Ernst & Young focusing on UK financial services. Additionally, as an independent consultant, he advised Shell International, F&C Asset Management, Alliance Boots, Alitalia as well as a Cambridge University-based biotech start-up.

Cambridge Judge Business School University of Cambridge Trumpington Street Cambridge CB2 1AG United Kingdom T +44(0)1223 339700 www.jbs.cam.ac.uk

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