course descriptions-eiv 2021

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This course takes a leadership perspective on negotiation. It recognises that, in the complex realities of fragile and conflict-prone contexts, negotiations between even “private” parties cannot be divorced from the difficult social and political environments in which they unfold. Combining exploration of barriers to conflict resolution with strategic approaches to overcoming these, the course provides students a conceptual and practical understanding of their potential to lead interest-based problem-solving in ways that reduce destructive conflict and increase collaborative potential between individuals and organisations. The course priorities rigorous inquiry over categorical answers for unpredictable and rapidly changing environments.

Brian GansonUniversity of Stellenbosch

Professor at University of Stellenbosch. He holds a Juris Doctorate from Harvard Law School. He is a globally recognized expert on socio-political risk management, conflict prevention and collaboration, and third party roles in post-conflict and other complex environments. His publications integrate academic and field perspectives to provide practice- and policy-relevant insight. In his professional practice, he is recognized in international peacebuilding and mediation circles as both a thought leader and a practitioner. He advises policy- and decision-makers at the highest levels of companies, governments, international organisations, and civil society on complex conflict dynamics, helping to assess and improve organizational systems and processes for socio-political risk identification, conflict prevention, and dispute resolution. His work is rooted in deep commitment to human rights, peaceful development, and collaborative problem solving.

NEGOTIATION IN COMPLEX SOCIO-POLITICAL ENVIRONMENTS

Within high-potential startups, the biggest source of failure are mismanaged relationships: between co-founders, with early hires as well as with angel venture capital investors. In this course, we will examine critical dilemmas that span the lifecycle of entrepreneurial ventures that have achieved product-market fit and are ready for market. Students explore the process of team building, the choice of cofounders and hires, splitting the roles and equity within the team, whether to involve investors, how to manage relationships with investors, and exit dilemmas. With each decision, the course delves into the potential pitfalls that exist and the ways to anticipate and avoid them.

Christina LubinskiCopenhagen Business School

Christina Lubinski holds a Ph.D. in History from the University of Goettingen (2009). She is Associate Professor at Copenhagen Business School and currently a visiting professor at USC’s Lloyd Greif Center for Entrepreneurial Studies where she leads its entrepreneurship and humanities initiative. Prior to joining CBS, she was a Newcomen fellow at Harvard Business School and a visiting fellow at Universitat de Barcelona. Christina studies entrepreneurial imagination and action over time and has published in leading journals in both management and business history. She has won several teaching awards for her in-class and online course development.

THE FOUNDER’S DILEMMAS: DESIGNING STARTUP STRATEGY

June 8 – June 19

Monday - Friday (6:30 am – 9:30 am)

*Saturday (9:00 am – 12:00 m)

June 8 – June 19


*Saturday (9:00 am – 12:00 m)

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June 8 – June 19

June 8 – June 19

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DIGITAL TECHNOLOGY AND BUSINESS STRATEGYThe use and proliferation of digital technologies have created drastic shifts in the way in which organizations buy and sell goods and services, and integrate their supply chain and delivery systems. Digital technologies have also resulted in the fundamental transformations in the structure form, and governance of organizations. Today, information technology and networks represent the critical infrastructure on which corporations and the economy depend not only for the execution of operations, but also increasingly for the formulation of strategy and for competitive differentiation. Although some companies are very successful in discovering and cultivating innovative technology-enable business strategies, many fail in the process. Managers must learn to manage enterprises in a net-centric environment, exploit the enabling role of digital technologies in transforming business and work group and individual processes, and extract the maximum strategic and tactical advantage based on the use of information. Making fashionable investments without systematically analyzing needs and without understanding how to adopt these new technologies in accordance with their company’s situation is irresponsible.

This course combines theories and frameworks with practical approaches to provide students with the skills required to help companies identify business opportunities, find appropriate information related technologies, and lead adoption efforts to success. Thus, it is not a technical course; rather, it addresses the question: why and how these new digital technologies should be leveraged to shape and support strategic and entrepreneurial initiatives in the global competitive landscape.

Ramiro MontealegreUniversity of ColoradoAssociate Professor of Information Systems at the University of Colorado, Boulder. He holds a Ph.D. in Business Administration (management information systems) from Harvard Business School and a master’s degree in computer science from Carleton University in Canada. Professor Montealegre’s research focuses on the interplay between new digital technologies and organization transformation in highly uncertain environments. He has been involved in studying projects of organizational change in the United States, China, India, Canada, Spain, Mexico, and the Central and South American regions. He has received the MCB University Press' Award for the "Most Outstanding" paper published in the Journal of Information Technology & People; and the "Best Paper" Award of the Organizational Communication and Information Systems Division of the Academy of Management.

Monday - Friday (6:00 pm – 9:00 pm)

*Saturday (8:00 am – 11:00 am)

This course is the study of finance and sustainability as an integrated subject beginning with an introduction of financial and investment principles and moving towards financial analysis, financing, and valuation. The course covers diverse aspects of sustainable investments and offers tools for effective financial valuation and effective risk assessment. The perspective proposed by this course is motivated by the desire of corporations for continued prosperity, expansion, and in some cases even to promote their survival.

Carlos VargasEGADE Business School - Tecnológico de Monterrey

Professor of finance at EGADE Business School. He has experience in sustainable finance, renewable energy, development economics and real estate finance. He holds a PhD in Finance by the University of Zurich (2019). He has taught at Harvard Business School since 2013. He has been actively involved in several companies such as New Evolution Ventures Mexico (an investment fund subsidiary), the Vertex Companies and BBVA Asset Management Mexico. He has been invited to conferences at the University of Massachusetts, Boston, Babson College, and various universities in Europe and Latin America.

FUNDAMENTALS OF SUSTAINABLE FINANCE AND INVESTMENTS


*Saturday (9:00 am – 12:00 m)

This course explores grand challenges and sustainability strategies from a systems thinking perspective. The course will examine complex and pressing environmental and social challenges including ocean and land pollution, climate change and inequality and others to develop a systems thinking approach and explore response strategies for business. Students have the opportunity to experience the difficulties and opportunities that grand challenges can present. Beginning by situating environmental and social issues within the SDG framework and then unpacking selected challenges, their many stakeholders and their complexity, the first sessions offer insights into systems thinking. The course then moves on to map the materiality of issues to more specific sectors and businesses. The final section of the course identifies opportunities and business strate-gies including product, service and business model innovations, cross-sector partnerships and other aspects of systemic change. Throughout the learning journey opportunities for personal and profes-sional reflection on grand challenges will be included. The course is recommended for those facing the complexity of dealing with grand challenges in their businesses and those who want to rethink the idea of “business as usual” from a sustainability perspective.

Jennifer Goodman Audencia Business School

Associate Professor of CSR in the Department of Business and Society at Audencia Business School. Jennifer Goodman is Associate Professor of CSR in the Department of Business and Society at Audencia Business School. Her research and teaching interests lie broadly in the relationship between business, government and society, sustainability and CSR. She has a PhD in Management Sciences from ESADE Business School in Spain, where she formed part of ESADE’s Institute for Social Innovation, and spent time as a visiting researcher on the Responsible Investing Initiative at Carleton University, Canada. At Aalto University School of Business in Finland, she contributed to the large European project EU-InnovatE: Sustainable Lifestyles 2.0. Before embarking on her PhD, Jennifer worked as a researcher and financial analyst and managed professional language training courses.

SUSTAINABILITY STRATEGIES FOR COMPLEX CHALLENGES

June 21 – July 2


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Problem Solving and Decision Making is an intensive managerial programme that has proven successful in improving efficiency, performance and productivity. The course aims to provide practical skills and a management mindset rather than simply transfer knowledge. Participants are taken through the full problem-solving and decision-making cycle: from breaking down the issue, to prioritising and writing the action plan. They also practice communicating their proposal, an important and often overlooked aspect of the decision-making process. The course focuses mostly on experiential, proactive and practical learning: participants engage in individual and team problem-solving and decision-making, and receive constructive feedback to build on personal strengths and address limitations.

Anthony EvansESCP Business School

Professor of economics at ESCP Europe Business School. He received his MA and PhD in Economics from George Mason University, USA. He specialises in teaching Managerial Economics at the MBA and Executive MBA level. Using a combination of lectures, case discussion and practical simulations he has introduced over 2,000 current and future managers to the economic way of thinking. He has taught for ESCP Business School, emlyon Business School, Cotrugli Business School, Danube University, and Helsinki School of Economics, as well as designing and managing custom programmes. He is currently Head of Teaching and Learning for the London campus of ESCP Business School, where he received the 2018 Teaching award.

PROBLEM SOLVING AND DECISION MAKING

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June 21 – July 2


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This course studies biases in decision making, drawing on research in behavioral finance and psychology, and develops insights for business and financial market contexts. Examples of topics covered include studying links between overconfidence and optimism in entrepreneurship as well as financial markets; understanding price bubbles and whether they are driven by irrational consumers; and how are new forms of financing such as crowdfunding susceptible to behavioral biases?

Alexander CouttsSchulich School of Business, York University

Assistant Professor of Economics at Schulich School of Business, York University, since 2021. Previously he was an Assistant Professor of Economics at Nova School of Business and Economics. He holds a Ph.D. in Economics (2015) from New York University, USA. During his studies he was a researcher at New York University’s Center for Technology and Economic Development, based in Abu Dhabi. His research fields are Behavioral Economics, Development Economics, and Experimental Economics. His interests center on applying insights from behavioral economics to questions in development economics. He uses laboratory and field experiments to understand the interaction between information, beliefs, and behavior.

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BEHAVIORAL INSIGHTS FOR BUSINESS AND FINANCE

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June 21 – July 2


The objective of this course is to introduce students to the many issues undertaken by salespeople in international settings, while learning to sell themselves, their company, and their products/services in countries worldwide, all within a socially responsible and ethical framework. Students will learn the basic tenets of adaptive, relationship selling in dealing with various sales situations and business cultures-as well as the power of SPIN selling to obtain commitment in larger, more complex transactions, while getting multiple chances to practice the art of presenting, selling, negotiating, and closing through numerous presentations and role-plays both in teams and individually.

Carlton O'NealUniversity of San Diego

Professor of marketing at University of San Diego. He has a 25-year experience in technology, global entrepreneurship, marketing, sales and business development. He teaches marketing, business- to-business marketing and professional selling and sales.

Previously, he held vice president and CEO positions with various startup and public technology companies in the U.S. and abroad, and pioneered the creation of the first commercial 4G standard in the world called WiMAX. O’Neal was involved in strategic planning and leadership including market targeting, positioning and differentiating, developing key early customers and partnerships and marketing and selling products and services. O’Neal began his career in various management positions at voicemail inventor Octel and AT&T, and practiced corporate, technology and securities law at Baker & Botts, the oldest and largest technology law firm in the southwest United States.

INTERNATIONAL SALES AND SELLING

June 21 – July 2


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Environmental and social issues have been largely treated as peripheral concerns to business. However, for a variety of reasons, companies are now fusing social mission with competitive strategy. A form of “new capitalism” is emerging where environmental and social performance across the extended enterprise is embedded in the competitive strategy of the organization. Organizations are now evaluating themselves using the ‘triple bottom line’ (Elkington, 1997). The triple bottom line is concerned with creating a profit at the same time considering the long-term issues of society and the environment. This wider perspective requires that organizations consider the value added to looking at the total cost of ownership of the products and process that they use in their organizations.

This course is structured as an in-depth analysis into the nature of sustainability and will provide students with an understanding of Corporate Social Responsibility (CSR) in the organization, operation and development of global operations and supply networks (‘the extended enterprise.’)

There are many challenges to an organization desiring to be sustainable and socially responsible. These challenges include, but are not limited to, sustainable design, ‘green operations’, sustainable procurement, responsible sourcing and ‘green logistics’. In addition, the formal and informal networks across and between organizations (from innovation through destruction of the process or product) are core processes that need to be carefully evaluated to bring about a culture of corporate and social responsibility.

Simon CroomUniversity of San Diego

Professor of Supply Chain Management at University of Sandiego. He holds a PhD in Strategic Management, Innovation and Supply Chain Management from the University of Warwick. Professor Croom joined the University of San Diego School of Business in 2005 as executive director of the Supply Chain Management Institute and academic director for the Master's in Supply Chain Management (MSSCM) program. In this capacity, he oversaw the growth of supply chain management in the School and the attainment of the first national rankings and recognition for the Master. He is a visiting professor in supply chain management at Cranfield University, UK and Associate Fellow at the University of Warwick.

He has served as an advisor on e-procurement to the UK Government and has delivered keynote talks around the world on supply chain management, strategic improvement, and more recently on disordered personality in executives.

SUSTAINABLE AND RESPONSIBLE GLOBAL SUPPLY CHAIN MANAGEMENT

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June 21 – July 2


This course addresses three areas of increasing impact on the management of business in the 21rst century: digital business platforms, blockchain technology and sustainability. Business Platforms (BP) connect producers and consumers via digital technology, having the potential to generate network effects, fast. Blockchain Technology (BCT) allows direct peer-to-peer interactions at the highest security level. For these reasons, business platforms and blockchain technology have the potential do radically affect business and sustainability. By using real life cases of BPs and BTs, this course addresses the question “when do BPs and BCTs become agents of environmental and social innovation?”. When are these technologies and business models better suited to tackle environmen-tal and social issues by business? Students will learn analytical tools to analyze and develop business platforms, as well as the basic skills for the use of blockchain technology for sustainability.

Renato OrsatoFundação Getulio Vargas

Renato Orsato holds a Ph.D. in Management (2001) from University of Technology, Sydney, Australia. He is a Professor at Fundação Getúlio Vargas, São Paulo, Brazil and a Scholar at the INSEAD Global Institute for Business & Society (France). IAs a researcher, educator, and consultant, in the past 20 years he taught at MBA and Executive Programs at INSEAD and HEC (France), Lund University (Sweden), and University of Technology Sydney (Australia). He worked with public organizations and private businesses in more than 30 countries. He has written several book chapters and teaching cases, and published in academic journals such as California Management Review, Organization Studies, Journal of Industrial Ecology, Energy Policy Journal and Business Strategy & Environment. Dr Orsato is the founder of greenApes, an award-winner BP that promotes sustainable lifestyles.

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PLATFORMS, BLOCKCHAINS AND SUSTAINABILITY

The Sport & Entertainment: Sales & Sponsorship course will focus directly on generating short and longer-term revenues for a sport and entertainment business, mainly from ticket sales and sponsorship. Although the sport and entertainment industries have struggled to maintain revenues during the COVID-19 pandemic, they continue to be substantial economic sectors, contributing large numbers of employment and consumption opportunities. The context of the course will be the global sport and entertainment industry, with cases, examples, and application activities drawn from around the world, including the NBA in the U.S. and internationally, SportsTech firms such as Fancam in North America and Africa, and multipurpose facilities used for the Olympic Games, World Cups, and music events. The course will be structured around four themes: the role of sales & sales skills; deciding what to sell & who to sell it to; making the sale & the sales process; and building on-going customer relationships. The focus of the course will therefore include business- to-consumer and business-to-business sales contexts.

Michael GoldmanUniversity of San Francisco

Associate Professor in the University of San Francisco’s Sport Management Master’s Program. He holds a DBA in Marketing from the University of Pretoria. In addition to teaching, he is a researcher and advisor to organizations in the U.S., India, Kenya, and South Africa. From investigating how to retain baseball season ticket holders of the San Francisco Giants, to advising the MTN Group on leveraging their FIFA World Cup sponsorship, to developing sales skills workshops with the Los Angeles Clippers, Michael has worked with students, managers and clients to enhance their abilities to acquire, grow and retain profitable customers. Through these roles, Michael has assisted organizations as diverse as PepsiCo, SABMiller, Nedbank, Murray & Roberts, World Rugby, Sasol, Cricket South Africa, Business & Arts South Africa, and the United Nations Development Program. Professor Goldman also holds an Adjunct Faculty role with the Gordon Institute of Business Science in Johannesburg, facilitates the BrandQuad series of workshops in Kenya, and is the editor-in-chief of Emerald Publishing’s Emerging Markets Case Studies.

SPORT & ENTERTAINMENT: SALES & SPONSORSHIP

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July 6 – July 16


*Saturday (9:00 am – 12:00 m)

July 6 – July 16


*Saturday (9:00 am – 12:00 m)

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Real Estate is one of the most important business categories as well as a key resource in the economy. Most individual investors hold a very high proportion of their wealth in property. Besides, institutional investors are allocating increasing proportions of their portfolios to this asset class. This course fills a frequent vacuum existing on most business schools in this field.

Jaime SabalESADE Business School

Associate Professor in the Department of Economics, Finance and Accounting at ESADE. From 2019, he has retired from this position. He holds a Ph.D. in Finance from the Wharton School at the University of Pennsylvania (1986). He has been Visiting Professor at different universities such as the Stern School of Business at NYU and Instituto Tecnológico de Monterrey (EGADE), among others. He was vice-president of the US consultancy company A.T. Kearney (1995 - 1998) and founder and director of a consultancy firm with broad experience in financial advice projects (1989-1995). His research interests include corporate finance with an emphasis on emerging markets and real estate finance.

REAL ESTATE FINANCE

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July 6 – July 17


*Saturday - July 10 (8:00 am – 12:00 m)

*Saturday - July 17 (8:00 am – 11:30 am)

Universidad de los Andes I Vigilada Mineducación. Reconocimiento como Universidad, Decreto 1297 del 30 de mayo de 1964. Reconocimiento personería jurídica Resolución 28 del 23 de febrero de 1949 Min. Justicia.

International Relations Office CoordinatorNatalia MartínezE-mail: [email protected]

Contact at UASM

#EIV2021

Or email: [email protected]://administracion.uniandes.edu.co

The Uniandes Impact Entrepreneurship Bootcamp is an intensive course for the development of entrepreneurial skills and the creation of high-impact entrepreneurship projects. The course is structured around two different types of methodologies: (i) Problem Based Learning (PBL) methodology, where participants will face challenges associated with the different stages of the entrepreneurial process and will be guided by international experts; and (ii) the construction of an individual entrepreneurship project that will be presented to an external evaluating panel that will award the winner a seed capital prize for its development. The course requires high participant interaction both in group and individual work in order to develop their entrepreneurial skills. It will feature the participation of prominent Latin American entrepreneurs who have created new milestones in entrepreneurship in the region in last years and will be able to share their experience and knowledge with the participants.

Blended

Monday July 19 – Friday July 23(8:00 am – 2:30 pm)Synchronic sessions (blended)

*Saturday July 24 (8:00 am – 12:00 m) Closing session

BOOTCAMP

UNIANDES IMPACT ENTREPRENEURSHIP

ENTREPRENEURSHIP INEMERGING MARKETS

July 19 – July 24

course descriptions-eiv 2021

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