10/01/2018 12/01/2018 13/01/2018 3 sessions

15:00-20:00h 8:30-13:30h 15:00-20:00h 15 hours

10/01/2018 12/01/2018 13/01/2018 3 sessions

15:00-20:00h 8:30-13:30h 15:00-20:00h 15 hours

11/01/2018 12/01/2018 13/01/2018 3 sessions

15:00-20:00h 15:00-20:00h 8:30-13:30h 15 hours

11/01/2018 12/01/2018 13/01/2018 3 sessions

15:00-20:00h 15:00-20:00h 8:30-13:30h 15 hours

7

* STRATEGY AND LEADERSHIP IN "GLOBAL" TIMES - Prof. Xavier Mir

8

* DATA FRIVEN DECISIONS IN THE ERA OF BIG DATA - Prof. Manu Carricano

ESADE - EMBA MONTHLY 16" BARCELONA CAMPUS

5

* BUSINESS TRANSFORMATION AND IOY ENABLING TECHNOLOGIES- Prof Jorge Calvo

6

* MERGERS AND ACQUISITIONS - Prof. Santiago Simon

Business Transformation & IoT Enabling Technologies

Prof. Jorge Calvo

Executive MBA 2017-2018

INTRODUCTION This course approaches the main strategic elements and best practices to understand the paradigm shift driven by the Internet of Things (IoT) toward the Fourth Industrial Revolution and the development of Industry 4.0 strategies. The course will guide the participants through the process of analysis, planning and implementation of innovative digital business and operation strategies from a practical business point of view. Throughout this course, we will deal with strategic dimensions of digital business transformation by analysing the most recent cases, especially in the manufacturing sectors which underpin the Fourth Industrial Revolution. Students will acquire the fundamentals to understand innovative digital business strategies and their impact on corporate decisions and on the company’s growth and sustainability. Students will develop the skills and knowledge regarding concepts of strategic management and applications in the future global marketplace that will strongly support he/she professional career as entrepreneur, executive or consultant on the field of IoT business transformation and new business models. Topics covered in this course:

1. How the Industrial Revolutions transformed the societies and economies to

foster growth and new business opportunities, and the main characteristics of

The Fourth Industrial Revolution: Political, Economic, Social, Technological,

Environmental and Legal.

2. The main emerging technologies and applications that will connect customers,

devices and companies in a digital world.

3. To formulate corporate, business and functional strategies by developing a

comprehensive customer value proposition that often includes different

technologies and functions.

4. The management challenges of both digital business transformations and

entrepreneurship in fast-moving industries with aggressive, well-endowed

competitors.

5. To map out IoT business strategies for an incrementally complex and changing

context.

6. About the crucial role of senior managers and corporate culture in driving digital

transformations.

The course is structured in three modules: Module I: Strategic approach to the Fourth Industrial Revolution. Students will be introduced to the past Industrial Revolutions (I, II and II) and analyze the current paradigm shift, in the perspectives political, economic, social, technological, environmental and legal; and potential opportunities/challenges of the upcoming Fourth Industrial Revolution. Students will understand the technological factors that are the heart of the digital revolution and how they will transform business. Readings:

Schwab, K. (2016) “The Fourth Industrial Revolution”. World Economic Forum.

McKinsey&Company (2015). “The Internet of Things: Mapping the value beyond the hype”.

Recommend book:

Rogers, D.L. (2016) “The Digital Transformation Playbook”. Columbia Business School Publishing.

Module II: Technology and Business Transformation, strategic choices for large enterprises. Students will study the economic factors that are the core of the digital revolution and discuss about the potential clash between existing business models and new digitally enhanced business models. Students will explore the implications of the migration of functionality from hardware to software and convergence trends in a digital enterprise and smart factory. Students will examine the role of senior managers in driving change in large-size firms. Case:

“GE and the Industrial Internet”. Lakhanl, K.; Iansiti, M. and Herman, K. (HBS 2015, 9-614-032).

Readings:

Kane, G.C.; Palmer, D.; Phillips, A.N.; Kiron, D. and Buckley. N. (July 14, 2015). “Strategy, not technology, drives digital transformation”. MIT Sloan Management Review.

Bouée, C.E. (September 2015). “Digital transformation doesn’t have to leave employees behind”. Harvard Business Review.

Module III: Preparing a SME to the Fourth Industrial Revolution: Business, Products and Services, Supply Chain Management, Technology and Data strategies. Students will examine the importance of developing the global integrated value chain end-to-end, from customers to suppliers, managing and controlling both; product/service flows and information flows in real time. Students will explore how to generate and support an agile culture within an organization that targets technology-driven markets, subjected to rapid and drastic changes, by a real ongoing case with a

former company’s senior executive. Students will examine the role of senior managers in driving change in medium-size firms. Case:

“The predominant role of IT as a competitive Global SCM strategy for Roland DG Corporation, a Japanese manufacturing company”. Calvo, J. (POMS, 2016). Abridged version. Jorge Calvo (2016).

Readings:

Porter, M.E. and Heppelmann, J.E. (October 2015). “How smart connected products are transforming companies”. Harvard Business Review.

Iansiti, M. and Lakhanl, K. (November, 2014). “Digital Ubiquity: How connections, sensors, and data are revolutionizing business”. Harvard Business Review.

METHODOLOGY The course follows the case method through the study of articles and cases assigned in each Module. Through conceptual lectures, opening questions and the analysis of articles and cases individually, in groups and in class, the student will need to define and apply criteria to select the relevant information, design action plans to carry out assigned activities, and identify potential difficulties or critical situations in the course of execution, establishing techniques in order to achieve the objectives. The student will be required to carry out three tasks in order to successfully achieve the objectives:

1. The study and assimilation of the concepts presented in class. 2. The preparation and discussion of cases and articles in class. 3. The written analysis of assigned materials.

Students are required to complete the preparatory assignments (individually) and a final report of “Business transformation case” (individually or in groups), by a Power Point Format, delivered last day.

EVALUATION AND STUDENT ASSESSMENT

To maximize learning, each module will include assigned preparatory readings, which may be books, articles and cases. It is recommended that students work groups and participate actively in class discussions. In this way, the knowledge and skills learnt through the teaching and guidance of the teacher will be complemented by the contributions of the other students.

Students should deliver an individual report with extension up three (3) pages as a preparatory assignment before starting session of Module II and III. The assignment will consist on reading and analyzing the cases assigned, and write an individual report that should answer the learning questions for the active discussion during the class.

Students will have to prepare during the course individually or in groups a 5-minute elevator-pitch (Business Transformation Case), with a Power Point of support, with a proposal of business transformation of their company, or any other company considered an example of transformation success.

The student will be assessed on the basis of the following weighting:

Preparatory written assignments 25%

Class participation and contribution 50%

Business transformation case 25%

FACULTY

Jorge Calvo, is an independent strategic advisor and professor, with 32 years’ global executive experience in Corporate Strategies for Digital Business Transformation, based in Tokyo, Japan.

PhD(ABD) Management and Business Administration, MSc. Advanced Studies in Business Administration, MBA; Universitat Abat Oliba CEU, GMP (Harvard Business School).

Former President Global Supply Chain Management Division at Roland DG Corp. Japan; former President & CEO at Roland DG EMEA, former President & CEO Roland DG Iberia.

Roland DG is a worldwide leader Japanese company, based in Hamamatsu (Shizuoka). The company develops and produces Large Format Printers, 3D-Printers, CAD/CAM Dental Systems and ecommerce Digital Media Solutions.

Jorge is also teaching and researching, developing academic activity based in Japan:

Faculty Professor of Operations Strategy; and Industry 4.0 -GLOBIS University Management School, Tokyo, Japan. Biggest Business School in Japan.

Visiting Professor of Strategy Business Transformation -ESADE Business School, Barcelona, Spain.

Associated Professor of Global Supply Chain Management, GMBA Program academic advisor -Universitat Abat Oliba CEU, Barcelona, Spain.

Visiting lecturer of Global Supply Chain Management -OBS Online Business School, Universitat de Barcelona.

Jorge is conducting researches about Japanese Industrial Companies Resilience & Agility; and Business Transformation enabled by IoT and Industry 4.0 in Japan (proceedings POM 2016 La Habana, JOMSA-ISOMS 2016 Kobe, CSCMP 2016 Annual Conference Orlando, published at CSCMP Quarterly Magazine, October 2016).

Jorge is Board Director of Japanese Operations Management & Strategy Association. Member of CSCMP, ISM & AOM.

Speaker on Strategy & Digital Transformation in Business and Academic Conferences: CSCMP Japan, Spain & USA, JOMSA & ISOMS Japan, POMS Cuba, The Boeing Center for SC Innovation Annual Conference 2016 St. Louis.

Website & Blog: www.strategy4.org

MERGERS AND ACQUISITIONS

Prof. Santiago Simon

Executive MBA 2017-2018

OBJECTIVES AND CONTENTS

AIMS:

This course is designed to give participants an introduction to the complex world of

strategic alliances seen as an integrated process rather than watertight compartments

of finance, business policy and human resources. By the end of the course, participants

should have grasped the complexity of such operations and be well aware of the risks

they entail: more than 50% of operations generate no profit for shareholders. They

should also have learnt how to increase the success factor of the operations they take

part in.

OBJECTIVES

At the end of the course, students should:

1 be familiar with the mergers and acquisitions and should be able to analyze, plan

and implement M&A strategies and tactics

2 understand and apply some major M&A concepts, such as company valuation,

synergy calculations, negotiation and deal closing, post-acquisition , integration, etc.

3 be able to analyse an M&A operation, perceive the potencial dangers and be able

to reduce the rate of failure in such operations.

CONTENTS

1. Introduction to mergers and acquisitions

2. Acquisition process

3. Post-acquisition

4. Value creation through acquisitions

5. Management buyouts

6. Private equity and venture capital

7. Acquisition of listed companies

8. Stock market flotations

METHODOLOGY

The course will consist of theoretical classes with a comprehensive reading list tailored

to the needs of each class. It will also feature the preparation and class discussion of

real-life case studies to provide an insight into the difficulties and issues involved in

M&A operations.

ASSESSMENT

Class participation: 20%. Attendance, punctuality, and attitude in class (mobile

telephones, email, etc.) will be taken into account.

Projects: 80%. The group project includes the submission of a final project.

FACULTY

Santiago Simón Associate Professor, Department of Economics, Finance and Accounting in ESADE URL Associate Professor

Doctor en Administració i Direcció d'Empreses. ESADE - Universitat Ramon Llull

Licenciado en Ciencias Empresariales y Máster en Dirección de Empresas. ESADE

Licenciado en Administración y Dirección de Empresas. ESADE - Universitat Politècnica de Catalunya

Santiago Simón has been Director of the Master in Economic-Financial Management in

Barcelona (1992-2010) and Madrid (2002-2010) . The duties of this position included organizing

the information sessions and selecting the candidates. Also, in co-ordination with the Director,

Department of Financial Management and Control, he decided on the contents that should be

taught in the 400 hours duration of the course. He also carried out the monitoring of the various

lecturers and assigned the courses to whoever was best adapted to the profile of the

participants.

He is currently co-ordinator of the MBA jointly organized by ESADE and the Business

Association of Portugal which is held in Oporto (Portugal), for which he organizes the

information sessions and the selection of the courses which make up the programme (jointly

with the Portuguese co- ordinator).

Between 1990 and 1992 he was General Manager for Spain and Portugal and Financial

Manager for Europe of the Italian firm D.C. Company, dedicated to the production and

marketing of the whole range of accessories of the firm Levi Strauss. He performed the general

management tasks, he co-ordinated the groups tax planning, the worldwide import and export

operations, and he created the necessary companies in the necessary countries

to this end. He was previously Managing Director and Chairman of the Board of Directors of

the Hubbard Portugal Group (1985-1990), in which he was especially in charge of the

acquisition of companies for its expansion. In this period, he carried out some 38 merger and

acquisition operations, with the support of qualified consultants such as Arthur Andersen.

Between 1983 and 1985, as Financial Director of the Group, he carried out the financial

restructuring of the seven companies making it up which, when he joined, were in a situation of

technical bankruptcy. It was necessary to carry out a stock balance, in view of the lack of control

and information existing at the time

STRATEGY & LEADERSHIP IN “GLOBAL” TIMES

Prof. Xavier Mir

Executive MBA 2017-2018

STRATEGY & LEADERSHIP IN “GLOBAL” TIMES A “PRACTICAL” VISION FROM THE TOP …BE A REAL

“PLAYER” INTRODUCTION

Business world is changing more than ever because of the Globalization and the Digital Revolution. Companies and their Managers need to Re-think Growth Strategies and Leadership Principles to be successful in the new context. Rethink!!! …Easy to say but difficult to put in practice Are Fundamentals of Strategy and Leadership still valid? or do we need to completely change the approach? Burn our Books of Management or Re-write them ??? Why not a Combination of both : keeping Fundamentals and incorporate new paradigms as the right answer? In this Course we will cover both The “Fundamentals” and the new “Needs” and we will try to find the way to Develop and Implement Winning Strategies for the New Times A.-Which are the Fundamentals we will discuss?

*Companies with and strong “personality” (DNA)

*Industry and Competitors Analysis

*Strategic Direction and Strategic Choices

*Products,Channels and Geographies…

*M&A´s, Strategic Alliances,Spin offs,Splits,Divestures…

*Understanding Different types of OwnErship and the Implications

*Winning Organizations: Create and Motivate

B.- Which are the New Needs to consider?

*Degree of Internationalization

*Emerging Countries option

*Digital Tranformation in all the Dimensions

(sales,marketing,finance,logistics,people…)

*Emerging Values among Consumers

*Ethics and the Limits of the Globalization?

How to combine the old and the new !!! Traditional Food and “Nouvelle

Cuisine”

OBJECTIVES AND CONTENT Participants to have the chance to be the “actors” of an exercise of creating a complete

strategic plan for an specific company in an specific Industry…Understand the keys to

succed in the new global scenario

Check the “competences” a new Leader need to have & develop

An exercise could be applied the day after to the personal and professional reality of

any participant/company

METHODOLOGY The uniqueness of this Program is the methodology A “case” but a different case…we Split the Participants in groups representing the top companies of the Confectionery Industry (Mars,Nestlé, Monelez,Ferrero,Lindt…) Goal is to propose a complete Strategic Recommendation for each company to compete worlwide against the others in this specific Industry Following the entire process od developping an Strategic Plan and lead / coach by Professor Mir, a Professor of the Practice with 40 years of Experience (both as CEO and Advisor in the Fast Moving Consumer Goods sector- FMCG-) including 10 years as CEO of JoyCo ( a Leading spanish confectionery company that was bought by wrigley in 2004) Case is complemented by lectures about Internationalization, Change management,Mergers and Acquisitions and Leadership Special attention provided to new trends : Globalization, Digital transformation, New Consumers, E-Commerce…

GRADING AND STUDENT ASSESSMENT Every group to “defend” an complete strategic proposal to the rest of groups (peer evaluation) an to a panel of Experts of the FMCG Industry (expert evaluation) Individual class participation also under evaluation

OTHER COMMENTS A very Practical exercise specially recommended for the ones interested in bot Strategy ad Leadership and a great complement to the clases of Strategy and Leadership covered in the first year of the EMBA Be an Strategist ¡! Be a Leader ¡! …Of the new times Prereadings about Strategy,Laedership and about The Confectionery Industry and the Players are crutial and compulsory to take maximun profit of a 15 hours but intense Program

FACULTY

Xavier Mir de la Fuente Academic Assistant of the Department of Strategy and General Management

Born in Mallorca, Educated in Barcelona, Trained by Americans and Citizen of the

World after 40 years of doing Business in more than 40 countries

Dual Degree in Business and Law

Functional Responsabilities (Finance,Legal,Marketing and Sales) 78-90

MD at Purina (now Affinity) 90-96

CEO Global at JoyCo (Agrolimen) 96-05

Board Member since 2005 (Flamagás,Zanini,El Almendro, Romeu, Codorniu,

Metalogenia,Zenith, Panrico…)

Professor of the Practice at Esade (Strategy and General Management) Since 2005

teaching in most of the Programs from Undergraduates to Top Executives

DATA DRIVEN DECISIONS IN THE ERA OF BIG DATA

Prof. Manu Carricano

Executive MBA 2017-2018

INTRODUCTION & OBJECTIVES Big Data is transforming almost every industry. Having a grasp on Big Data fundamentals will provide executives with the basic notions of analytics, performance metrics, and data-driven decision-making. In the next five years, we expect a shortage of 200 000 data scientists… and 1.5m data savvy managers (US figure only). The course is oriented towards participants willing to increase their skills to become catalysts of the analytical transformation. More precisely, the participants of the course will be able to answer the following questions:

• How to design a sustainable & efficient data architecture?

• How to collect and integrate a variety of data sources?

• How to develop new knowledge from such information?

• How to use this information to improve both strategic decision-making

and business performance

CONTENT This is a 15h (3 sessions) course Overview of course schedule: The Data-Driven Transformation

A- Understanding the Big Data Revolution

B- From concept to successful projects: the Big Data & Analytics Canvas

C- Data Architecture & Integration

Getting Started

A- Starting the Analytical Journey

B- Impactful DataViz & Dashboards

Data Science

A- Building Predictive Models

B- From Forecasting to Optimization

The ROI of the Data Driven Transformation

A- Guest Lectures

B- Conclusion: Big Data in 2020?

METHODOLOGY The course aims at offering an applied, problem-based approach to data-driven

decisions, blending theory and practice. Thus, it relies on various methods for

individual and group learning, with three main approaches:

- REQUIRED READINGS: a limited amount of reading is mandatory to

learn the key concepts and tools related to the topic of each session. All

required readings will be made available on the course webpage.

- HANDS ON: Concepts are fine, but application is better. We have

developed an innovative solution – the Esade Data Lab – in order to

allow you access a full ecosystem of Big Data & Advanced Analytics Tool

in one single place, thanks to 1st class partnerships (Oracle, Trifacta,

Tableau, Qlik, IBM Data Science Experience, among others). All data

sets will be available in the course webpage on Moodle.

- GUEST SPEAKERS PRESENTATIONS: These presentations introduce

course topics for discussion and present managerially relevant

theoretical and analytical frameworks, by professionals who have

implemented Big Data Solutions, and lead Big Data Transformations.

The approach is interactive; participants are invited to contribute their

own experiences (in a concise manner).

EVALUATION AND STUDENT ASSESSMENT

Evaluation system has two components:

Participation in class: 40 % Test ( * ) : 60 % ( * ) Test will be short and will take place in the last 15minutes of the last class

BIBLIOGRAPHY

Recommended Readings:

• McAfee A. y Brynjolfsson E. (2012). Big Data: The Management Revolution, Harvard Business Review, october issue. • The Second Machine Age: work, progress and prosperity in an age of brilliant technlogies I Andrew Me Afee ; Erik Brynjolfsson. -W. W. Norton & Company. 2014. -- 320 p. --ISBN 978-0393239355 • The signal and the noise : the art and science of prediction I Nata Silver. -- London : PENGUIN, 2012 . -- 534 p . -- ISBN 9780141975658 • Customer and business analytics : applied data mining for business decision making using R I Daniel S. Putler ; Robert E. Krider . --Boca Raton: Taylor& Francis Group, 2012. -- 289 p. -ISBN 97814 66503960 • Data mining techniques : for marketing, sales, and customer relationship management / Gordon S. Linoff; Michael JA Berry. - lndianapolis : Wiley, 2011 . --84 7 p. - ISBN 9780470650936 • Big Data : a revolution that will transform how we live, work and think I Viktor Mayer-Schonberger ; Kenneth Cukier . -­London: John Murray, 2013. --242 p. - ISBN 9781848547902

FACULTY

Prof. Manu Carricano Senior Lecturer, Department of Operations, Innovation and Data Sciences in ESADE

• Executive Graduate from the Massachusetts Institute of Technology (MIT) in

Big Bata • Doctorat ès Ciencies de Gestion. Université of Bordeaux • Master in Management Science. Université of Bordeaux

Areas of interest Big data and data science Data visualisation and dashboards Data-driven decisions Pricing optimisation

Biography Dr. Manu Carricano is a Senior Lecturer in operations, innovation and data sciences at

ESADE.

He is an executive graduate from the Massachusetts Institute of Technology

(MIT) in big data, and received his PhD. from the University of Bordeaux and

MSc from Kedge Business School. His work encompasses a wide range of data

science and pricing issues and has been published in international academic

journals and major industry and academic conferences.

He is also an expert in analytics and the author of the book Data Analysis with

SPSS (Pearson, France 2010), as well as a mentor for the Open Data Incubator

for Europe (ODINE).

Carricano is one of leading pricing & analytics educators in Europe, and has

trained several thousand participants across the globe. He has designed

popular curricula for masters and MBA programmes, as well as successful

customised courses for multinational companies in a variety of industries.

As a consultant, Carricano has conducted projects in numerous industries and

nations: working with leading companies such as Bayer, General Electric,

Johnson Controls, LEGO, McDonald's, Medtronic, Michelin, and PSA.