Ford Shanghai – 2018 IBD

Members: James Westhafer (team lead), Sandra Tamer, Alyssa Warren, John Sheffield, Joe Akoni

Figure : The Ford Asia-Pacific headquarters in the Shanghai neighborhood of Pudong

Figure : The Ford Asia-Pacific headquarters in the Shanghai neighborhood of Pudong

The Ford-Shanghai team was tasked with a very unique problem in their IBD project: How can Ford improve their customer experience in the “pre-drive” space (before a journey starts) and the”post-drive” space (after the journey ends).  It was a relevant problem for multi-national company because so much of Ford’s internal effort is spent on the “in-flight” (during the journey) customer experience. We spent the spring semester at Berkeley researching customer use cases, benchmarking the competitive landscape, and speaking with as many Ford employees as possible to better educate ourselves on this unique problem.  We knew that our in-country experience in China at the end of the spring semester would be immersive and we came in with high expectations. Our time in Shanghai exceeded these expectations and gave us a level of exposure and experience that none of us thought was possible when we were sitting at our gate ready to board our flight to China on May 11.

After registering at the front desk of the Shanghai Information Center in the skyscraper-laden Shanghai neighborhood of Pudong and passing through the facial-recognition security checkpoint, we arrived on the 36th floor of Ford’s Shanghai office.  Our first day was filled with meetings of Ford executives, in groups ranging from strategy to Ford Smart Mobility to their Autonomous/Electric vehicle division.  It was the epitome of “drinking from the firehose” as we continued to educate ourselves on a very complex topic. We soon realized that talking and listening is only one component, and to fully understand the travel woes in urban China, our team had to experience it for ourselves.  We spent the entire second day of our project moving through Shanghai: subways at rush hour, the bus during non-peak hours, the dock-less bike share program, Didi (Uber equivalent in China), and even more.  

    

Experiencing the true urban China mobility experience first-hand was essential for our understanding of the true pains of residents and Ford customers.  It’s these pain points that drive Ford’s strategy in product development and partnership selection and an area that we believed to be a key area of focus in our project.  We didn’t have much time to debrief after our mobility outing because we were scheduled to travel to Beijing on Thursday for all-day meetings on Friday. We wanted to meet with other key Chinese mobility players to better understand their strategies for addressing customer pain points in the pre and post-drive space.  The partners we visited—Didi (Uber equivalent in China), Mobike (China’s most promising and successful dock-less bike company) and Shouqi (Didi competitor)—would be a great data point on how other companies in China were thinking about similar mobility problems.

 

After a marathon day of meetings, we were able to unwind a bit and take in the local flavors of northern China.  There was an eventful Beijing night that included the local favorite dish of Peking duck and a Chinese alcohol specialty, Bijou.  The next day, the team made a memorable trip to the Great Wall of China that far-exceeded everyone’s expectations. We had a great tour guide that educated us on all-things Chinese history and helped put the grandeur of the Great Wall into perspective.  It was a highlight of our trip and certainly a lifetime memory for all of us.

An amazing day trip to Huanghugcheng, north of Beijing, to visit a relatively tourist-less portion of the Great Wall

An amazing day trip to Huanghugcheng, north of Beijing, to visit a relatively tourist-less portion of the Great Wall

We got back to work the following Monday and began designing and creating a comprehensive interview guide that would help to validate (or disprove) some of our customer painpoint takeaways from our mobility outing and various meetings from the week before.  We lined up a number of Ford employees and other Shanghai residents that ranged from ages 23 to 60 in order to help our team better understand mobility trends and personal travel pain points in urban China. We had some very interesting and thought-provoking conversations that validated some of our personal painpoint takeaways, but also some unique nuggets that we used to develop some preliminary recommendations.  

As the week progressed, we had more meetings and team brainstorms to start landing on what our final recommendations would be to the Ford team.  There were many long nights as our team sifted through the massive amounts of data and information that we had in front of us from the 2 weeks of immersive meetings and interviews.  We left the Ford office on Friday on the second week of our in-country visit with a clear (yet ambitious) presentation outline that we would delve into during our last week.

Figure 7: The Ford team working through some slides in “CR-9 War Room”, the designated space for the team during their stay in Shanghai.  Lots of snacks, coffee and water were needed.

Figure 7: The Ford team working through some slides in “CR-9 War Room”, the designated space for the team during their stay in Shanghai. Lots of snacks, coffee and water were needed.

The final week in Shanghai consisted of long working sessions to perfect the slide deck that would be presented to senior Ford leadership at 8am on Thursday May 31st, the last day of the project.  The climax of the in-country experience came on Wednesday May 30th when the team worked from 7:30am until 10:30pm at night, which included a final run through of the presentation in our hotel room while eating one last meal of Shanghai’s famous “soup dumplings”.  

The final presentation on Thursday morning was a wild success.  We presented to the head of Asia Pacific Ford Smart Mobility and the head of Asia Pacific Strategy for Ford along with a number of other Ford executives.  After presenting our findings and making final recommendations on Ford’s strategy in China, the VP of Strategy for Asia Pacific (formerly a partner at Bain Consulting in Shanghai) said that the presentation “exceeded his expectations” and that he saw really tangible ideas that could make a difference in China.  He even started brainstorming with Ford’s lead on Connected Services on how some of our recommendations could be piloted in China! It was a very rewarding ending to the project and validated the hard work that we put in throughout the spring semester. It was an absolutely amazing experience for all 5 members of the team and will certainly be a highlight of our two years at Haas.  We want to publicly thank the Ford team for their help and support throughout the project. It was a joy working with the Shanghai team and we are happy that our recommendations could have a lasting impact for the company. From the entire team, xiè xie for everything, Ford!

The Ford team on the 36th floor of the Shanghai Information Tower in Pudong on the last day of their project.  Thanks for everything Ford!

The Ford team on the 36th floor of the Shanghai Information Tower in Pudong on the last day of their project. Thanks for everything Ford!

 

Team Seedlink- Lives and Learns in Shanghai with Dynamic Clients and Colleagues

Written by Paola Blanco, Nanor Asadorian, Ralph Boyajian, Conor Farese, and Dean Guo

The Seedlink team on our first day of work.

The Seedlink team on our first day of work.

Only a week in, and the hustle and bustle of Shanghai is slowly seeping into our lives. We wake up at 8am every morning, and our team breaks into a myriad of mobility tools to get to work. Conor and Paola on the MoBikes – a local bikeshare service. Dean, Ralph, and Nanor grab a Didi – the local equivalent to Uber. We head into the coworking space where our company, Seedlink, is based. Grab coffees, crack open our computers, and turn on the VPNs (even in China, we are never far from gmail). And we get to work. 

Seedlink, our client, is a Human Resources Tech company based here in Shanghai, with offices in Amsterdam as well. They build an artificial intelligence tool that uses Natural Language Processing (NLP) to understand the science of human behavior. In a nutshell, they can use their tool to predict how well incoming job candidates will perform when compared to the talent a company already has in their organization. They have a strong foothold in China and Europe, and are working with IBD to establish their approach to the U.S. market. We have our hands full, to say the least. Our seven weeks in the U.S. prior to travel was jam-packed with interviews and insights, while our time here in China has been primarily about turning those insights into clear suggestions and tactics that the Seedlink team can use immediately.

Our team hard at work, with the Shanghai sunset behind us.

Our team hard at work, with the Shanghai sunset behind us.

Professionally, this has been a tremendous opportunity for all of us. In our push to build a business strategy, we’ve incorporated bit and pieces from almost every class from our core this year. Marketing lessons have influenced how we think about Seedlink’s value proposition and branding. Strategy frameworks have encouraged us to consider the incumbent response to Seedlink’s entrance. From Problem-Finding Problem-Solving, our Haas design course, we borrowed the Business Model Canvas and the insight session tactics. And of course, we lean on our diverse backgrounds to bring it all together: between the five of us, we cover Operations, Finance, Consulting, Tech and Design. Almost perfectly, our project with Seedlink has called on us to weave the lessons from these courses and experiences together into a carefully crafted plan for our client.

The Seedlink team on a lunchtime stroll through the Jing’An gardens.

The Seedlink team on a lunchtime stroll through the Jing’An gardens.

But so much of this experience has also existed beyond the workplace. Our first week here was a huge learning opportunity for all of us. We struggled through the four tones of Mandarin, thankful to our teammate Dean who patiently instructs us (still) each time we stumble. We’ve tried countless food options: Dumpling (x3), Hunan, Yunnan, Hot Pot (x2), Xinjiang, Japanese, Korean… the list goes on and our bellies are full. 

A happy Dean, ready for the first soup dumplings of the trip.

A happy Dean, ready for the first soup dumplings of the trip.

The weekends have included a trip to Guilin to see the fabled mountains and Hangzhou for the storied West Lake.

Even today, we’re just back from a weekend on the beautiful Jeju island, one of Korea’s most famous spots. We stuffed ourselves full of Korean BBQ, took a trip through a 7km underground lava tube, climbed the side of the volcano, and hit the town at night to see K-Pop in action.

1km into the lava tubes of Jeju, Korea.

1km into the lava tubes of Jeju, Korea.

The Seedlink and 51Jobs teams take a boat cruise in Hangzhou, China.

The Seedlink and 51Jobs teams take a boat cruise in Hangzhou, China.

Shanghai, in other words, has served us well: we are working in an urban hotspot, and are eager to take advantage of the proximity to beautiful places and of the melting pot of ideas, cuisines, and cultures that happens here.

It should go without saying that this upcoming last week will pass by all-too-quickly. We much more learning in store, and are preparing our final pitch to our client encapsulating the output of 10 weeks of research and energy. And beyond that, we are focused on spending time with each other, and with the other IBD teams in our Shang-Haas family. We know this time is precious, and that this rare moment in our lives – when we can live and learn abroad with dynamic clients and colleagues – will come to an end before we know it.

On the Bund, a river walk in Shanghai.

On the Bund, a river walk in Shanghai.

The Spring IBD Program is Off and Running….

A lot has happened this past month in the life of the 2018 Spring FTMBA IBD program. On February 1st, we held the first day of Spring IBD class, revealing the names of IBD clients, their projects and country destinations to an excited group of 16 IBD Student Team Leads. The Team Leads then introduced themselves online to their project clients for the first time. Following that, IBD Team Leads and Faculty Mentors collaborated and successfully executed an IBD Team Member draft —  selecting up to four MBA Team Members for each project team.

Team Lead Reveal on Feb 1st

Team Lead Reveal on Feb 1st

This spring we are partnering with 16 client organizations in 12 different countries, spread across four continents.  Six clients from last year’s spring and summer programs, as well as three organizations from past IBD project years, have returned to work with our IBD FTMBAs on a project this spring. Our 16 Team Leads have certainly hit the ground running with their IBD projects, and they are looking forward to the first day of the full IBD class (March 15th), when incoming IBD Team Members officially join their project teams. 

We asked each of our Team Leads and Faculty Mentors to describe their impressions of their IBD projects, the “Big Reveal” of projects to the students, and what excites them about this stage of the IBD program.  Here is what they had to share:

“I am excited about the European expansion plans of Piri. It is such an ambitious and interesting project, that if it is successful it will have a big impact within YGA. So far it has been a great experience getting to know the team and the unique culture of YGA.” Team Lead Daniel Mombiedro

Catherine, Jocelyn, Daniel and Sara

“My Team Leads are in the throes of work planning and are really getting their arms around the client issues and available information. It’s so great to see them taking charge of the client relationship, and bouncing hypotheses off their client teams. I can tell their clients are excited about it, too. Keep up the good work, everyone!” Faculty Mentor Judy Hopelain

“’I’m incredibly excited about both the scope of my project as well as returning to explore Latin America after many years away! Although the amount of work in front of us is daunting, my (TBD) team is amazing and I’m highly confident in our ability to deliver a great set of insights for our client.” Team Lead Colin Dunn

“I only wish I could go on these​ trips with all the students as our clients are doing incredibly important and impactful work in fascinating places.” Faculty Mentor David Evan Harris

Jorge Tellez

Jorge Tellez

“I can’t wait for the Big Reveal tomorrow. I have seen so many IBD students walking around, and I just want to shout with excitement about where they will be going and what cool project they will be on. I’m looking forward to meeting members of my team (some for the first time!) and getting them excited about our work together!” Team Lead

Catherine Soler

“I could not be more excited to be working for Ford in Shanghai this semester. Having accepted an offer to work as a consultant this summer, I’m anxious to begin developing my consulting toolkit during IBD and deliver a great project to our client.  It’s going to be an amazing experience and I’m excited to onboard my team and get things going!” Team Lead James Westhafer

Tech Team Drafting Team Members

Tech Team Drafting Team Members

“I’m very excited about my project, and I’m thrilled to be leading the first IBD team to work with Majid Al Futtaim

James Westhafer

Holding. I am confident that this project will be the beginning of a long and meaningful relationship between Majid Al Futtaim and Berkeley Haas.” Team Lead Jorge Tellez

“Being a Team Lead is a big responsibility, but I’m comfortable with the great support we have from our Faculty Mentors and the executive coaching program.” Team Lead Melea Atkins

Team Lead Reveal

Team Lead Reveal

“Our Team Leads are fantastic: full of enthusiasm and undaunted by somewhat ambiguous and ambitious client project scopes!” Faculty Mentor Whitney Hischier

 

“I’m excited for the opportunity to develop my team leadership style with a group of all-star MBAs. I also can’t wait to develop a team experience that supports all of our professional and personal development.” Team Lead Michelle Boyd

“I’m really looking forward to the Big Reveal and introducing my team to the Seva Foundation project. My team has a strong and diverse set of healthcare experiences, and I can’t wait to see how we can tackle our project together.” Team Lead Jocelyn Brown

Natalie Bauman

Natalie Bauman

“I originally wanted to a be a Team Lead to push myself outside of my comfort zone and gain experience leading peers. Choosing the team and realizing how impressive and awesome my teammates are has made me even more excited/nervous about the opportunity to be a Team Lead!” Team Lead Natalie Bauman

“I’m excited about the project and client! Working with a repeat client sets a high bar, but also makes it a little easier since the client knows what to expect from a project like IBD. This was one of the top projects last year, and I’m happy to have the opportunity to work with this client.” Team Lead Stan Cataldo

“I continue to be impressed by the talent pool at Berkeley Haas.  It really was an embarrassment of riches that we could draw upon for our IBD teams.” Faculty Mentor Frank Schultz

The IBD program is indeed very fortunate to have these talented MBA Team Leads working with our international clients.  We are looking forward to expanding the energy and talent of this group with an additional 64 MBAs, when we welcome them into the IBD fold on March 1st for the “Big Reveal.”

 

 

Team Flowers: A Flower Market Tour of China

Written by Leah Finn, Mary Harty, Anne Kramer, Laura Smith, and George Panagiotakapoulos

A hydrangea greenhouse at Kunming Hasfarms

A hydrangea greenhouse at Kunming Hasfarms

Agripacific Holdings is a holding company that owns a number of cut flower farms and distribution centers across Asia, including its two main growing sites, Kunming Hasfarm in Yunnan, China, and Dalat Hasfarm in Dalat, Vietnam. For our IBD project, our team (a.k.a, Team Flowers) partnered with Kunming Hasfarm (KMH) to develop a marketing strategy for selling cut flower crops throughout China – at the moment, most of KMH’s flowers are exported to Japan, while the domestic market is primarily served through a small scale of imports from Dalat Hasfarms. As Chinese incomes rise, a growing middle class is spending more money on luxury home products like flowers, creating a promising market. KMH tasked our team with helping them strategically scale their domestic sales of cut flowers by considering the optimal target customers and sales channels.

For our in-country visit, KMH planned an itinerary that would give us a thorough look at the flower industry in China by visiting six cities – Kunming, Beijing, Shanghai, Hungzhou, Guangzhou, and Hong Kong – to tour flower markets, interview wholesaler customers, and even visit the farms of several of their competitors. Luckily for us, this meant we got to experience a diverse range of Chinese cultures, food, and sights as we learned about some of the nuances of each local market.

We began the trip in Kunming, a small (by China standards) city of 6 million in the western Yunnan province. We spent two days touring KMH’s greenhouses and learning about the processes of growing carnations, green wicky (a fuzzy green flower described to us as “soft, like a panda’s face), and hydrangeas. We also visited the Dounnan Flower Market, one of the largest flower wholesaler markets in China. The coolest part about this was the flower auction: an enormous warehouse full of lower-quality flowers (mostly roses) and a huge room to the side where wholesalers gathered to bid on them, Dutch auction style while smoking heavily and doing business on cell phones. It was quite a sight!

Flower auction in Kunming

In Beijing, Shanghai, Hungzhou, and Guangzhou, we visited KMH’s largest wholesaler customers and the Shanghai-based distribution center for the import business. Through our many interviews, we learned that KMH has a strong reputation as a high-quality grower; most of their wholesaler customers would buy more flowers from them if not restricted by supply. Since the China-based farm already had plans to expand growing, we saw an opportunity to organize their Shanghai- and Beijing-based sales teams to begin selling domestic product in those regions, rather than solely managing the import business.

Another powerful opportunity we recognized for KMH is the meteoric rise of e-commerce that has taken place in the past few years, impacting all industries. In many ways, China has surpassed the US in its use of technology in commerce: for example, rather than credit cards, nearly everyone pays for things by scanning a QR code on the item with an app on their phone called WeChat. In the flower industry, many startups have innovated by offering weekly flower delivery services through a subscription model, and several wholesalers have shifted all of their operations online. We had the chance to interview several contacts from these companies to learn about their innovative models. A key question we investigated for KMH was how they could incorporate technology into their business model, and how far down the value chain they should reach to implement it – that is, whether to switch from B2B (selling to wholesalers) to B2C.

Team looking over Beijing with 2 of KMH’s staff acting as our tour guides

The trip concluded with a trip to Hong Kong, where we delivered our final presentation at Hasfarm’s office there. In addition to recommendations about reorganizing their sales force and adopting a technology platform to track customer data, we discussed the trend we observed of new flower companies, particularly in the eCommerce model, shortening the value chain (typically grower to wholesaler to retailer to customer) to increase margins and lower prices beyond the offerings of their more traditional competitors. We encouraged KMH to pay attention to competitors adopting this model as the market grows.

Overall, we were incredibly impressed by the hospitality provided to us by our clients and associates in the industry. After nearly every interview or market visit, we were taken to an elaborate meal, treated to a tea ceremony, or toured around sights like Tianenmen Square by members of the KMH staff or their wholesaler clients. We feel lucky that this experience introduced us to the warmth, beauty, and diversity of China.

Updates from IBD Shanghai – ARM Accelerator

Written by Harsh Thusu, Jennifer Hoss, Justin Wedell, Chris Roberts, and Amanda Eller

FTMBA students Harsh Thusu, Jennifer Hoss, Justin Wedell, Chris Roberts, and Amanda Eller traveled to Shanghai, China during summer 2017 to work with ARM Accelerator.

IBD team in the ARM Accelerator Shanghai office

The Internet of Things (IoT) involves embedding objects in our surroundings with sensors, which capture data and make decisions without the need for human intervention. IoT is poised to change the world, and our client, ARM, is playing a major role in the IoT revolution. ARM is a multinational semiconductor company that designs architecture for the chips that power our smartphones and tablets. Over the next 20 years, ARM expects to deliver 1 trillion chips for IoT devices.

Two years ago, ARM China launched the ARM Accelerator to support IoT startups. Our five-person IBD team traveled to Shanghai to work with ARM Accelerator, helping them develop a strategy to attract Silicon Valley startups, and crafting a plan to diversify their revenue sources.

Initial Research: Bringing Silicon Valley to China

IBD team members Jen, Harsh, and Chris presenting our recommendations to ARM leadership

Our initial challenge was to advise ARM Accelerator on a strategy for attracting U.S. startups. We hypothesized that U.S.-based startups would not want to travel to China for the program, and anticipated recommending a Silicon Valley office. To test our hypothesis, we spoke with founders from 12 different IoT startups in the U.C. Berkeley ecosystem.

We were surprised to learn that virtually all of the founders had either already spent time in China, or anticipated going in the near future. The primary reason for Chinese travel was to connect with manufacturers, but several startups were also interested in meeting Chinese investors and customers.

IBD students with ARM Accelerator leadership, including Allan Wu (center), President of ARM China and Haas MBA ‘96

We also discovered that most startups learn about accelerators through their networks. The ARM brand is strong, but few startups had heard of ARM’s accelerator, underscoring the need for business development efforts and localized marketing content in Silicon Valley.

Evaluating the Accelerator Business Model

In the weeks leading up to our trip, we expanded our focus. At two years old, ARM Accelerator is still a startup, and they wanted insights into how other accelerators achieve financial sustainability. We analyzed successful accelerators from around the world, and compiled preliminary recommendations to test in-country.

IBD team member Jen Hoss at the TechCode Shanghai Accelerator, testing an Augmented Reality windshield

 

Day of Arrival

On May 12, we flew to Shanghai. None of us had ever visited mainland China, and we were eager to meet the ARM Accelerator team and learn more about the Chinese startup ecosystem.

ARM Accelerator founder Andy Chen and head engineer Shi Lei gave us a warm welcome, and briefed us on an itinerary packed with interviews. Over the following days, we met with ARM Accelerator graduates, venture capital investors, other accelerators, and the local government. We even attended a presentation in which ARM Accelerator companies pitched their autonomous vehicle technologies to representatives from BMW.

IBD team members from left to right, Jen Hoss, Justin Wedell, Amanda Eller, Chris Roberts, and Harsh Thusu, meeting with bike-sharing startup MoBike.

Interview Highlights: TechCode, Shanghai government, and MoBike

TechCode is an accelerator and incubator started in China, with locations all over the world. Daphne Han provided insights into the benefits of the accelerator for TechCode’s corporate sponsor. She also gave us a tour of their co-working office space, and IBD team member Jen got to test a TechCode company’s “Smart Windshield,” which uses Augmented Reality to provide real-time information to drivers.

Another highlight was our meeting with Zhang Lan from the Shanghai government’s Development and Reform Committee. Mr. Lan shared fascinating insights about the government’s role in supporting entrepreneurship, and the incentives available to ARM Accelerator companies.

Mr. Lan then brought us to the MoBike headquarters. MoBike is a bike sharing startup that has taken

IBD team at the MoBike Shanghai office, with Shanghai government official Mr. Zhang Lan and our ARM colleague Allan Zhong

China by storm, with support from the government. 25 years ago, Shanghai was full of bicycles, but their replacement with motorcycles and cars has exacerbated pollution. MoBike is reversing the trend, and we were impressed by the number of Chinese taking advantage of MoBike. MoBikes can be parked anywhere, and locked or unlocked with a smartphone app; each morning the bikes pile up in front of office buildings, and by evening rows of MoBikes surround the metro stations.

Our ARM Accelerator hosts took us for a traditional Chinese business dinner, which meant plenty of baiju, or Chinese spirits

Eating our way across China

The team made the most of our free time by trying every dumpling we could find. We learned about the art of handpulled noodles, sampled Uigher-style barbecue, and tasted Schizuan Province’s spicy mala peppercorns.  We even contemplated opening a Berkeley franchise of China’s popular Yang’s Dumplings chain.

Between meals, we climbed the Great Wall, explored Beijing’s Forbidden City, and hiked the mountains surrounding Hangzhou’s famous West Lake.

And throughout our trip, we were greeted by local Haasies. Alan Wu, President of ARM China and Haas MBA ‘97 provided valuable feedback throughout our project and shared his visions for China’s technological future.

Making new friends over a Beijing-style hotpot dinner

And the Haas Shanghai Alumni group welcomed us with a happy hour, where we met two incoming classmates to the class of 2019.

After a successful three weeks in China, we are excited to continue following ARM Accelerator’s progress as they help build companies shaping the future of IoT.

All Around the World; IBD Teams In-Country

Written by:  Danner Doud-Martin, Assistant Director, Operations for the IBD Program

When I introduced myself to the Full-Time MBAs on their first day of class for the Spring IBD program, I told them I wanted to either be the sixth member of their team or be stowed in their suitcases.  There wasn’t a team I didn’t want to join as all 16 were going to work with great clients, on impactful projects, and in amazing destinations.  Now that our IBD students are scattered all over the world and sending photos and updates from their first weeks in-country, I am of course envious, but also proud to be a part of a program like IBD.  I am living vicariously through our Haas students as they have experiences that perhaps will change their lives, or at least make these next three weeks incredibly exciting.   

Team YGA having breakfast on Bosphorus river

Team YGA having breakfast on Bosphorus river

Teams tell us that they have been welcomed by their clients and the other members of the organizations with warmth, appreciation, and support.  They have enjoyed delicious local cuisine, been invited to people’s homes and seen the local sites.  They have toured crane factories, hospitals, warehouses, and flower markets.  Teams have scrubbed up and witnessed eye surgeries in Peru, been included in their client’s internal pitch meetings in Shanghai, and invited to lunch by the Prime Minister of Uganda.  They have been featured on local Turkish television and have conducted 3-hour design workshops for university students in Uganda.   

Team Seva before going into to witness a surgery in Peru

Team Seva before going into to witness a surgery in Peru

Importantly, they have learned more about their client’s needs: “One interesting thing that we have realised in our first 2 days is how much more we know of the business and the internal politics behind our client by just being here; which is something not very clear when you are sitting that far away,” shared one Team Lead.  There is an opportunity now to “fill in our gaps in knowledge through the interviews, market visits, and retail store visits we have scheduled over the next several weeks. We look forward to the rest of the trip!” shared the Agripacific Team.  IBD Teams also feel more connection to the client’s objective and how important the project outcome is to their client.   “It is most exciting to be on the ground here and feel the immensity and importance of the work that our client does,”  shared Blakey Larson, IBD Team Lead for Civil Right Defenders.  IBD teams also see where and how they can add value.  Team Lead, Harsh Thusu said of his project, “we are most excited about helping the accelerator in this interesting journey as they are at a crucial stage of their operations and our recommendations could bring great value to them to tap into the US market with a sustainable business model.”

Team ElectroMech Team ElectroMech with crane

Team ElectroMech

On their first day in-country, IBD Teams gave a day-of-arrival presentation, updating their clients on their findings to date and outlining their 3-week work plan leading up to their final presentations.  Teams felt good about their presentations and expressed how “engaged their clients were.”  They appreciated the collaboration, feedback, and lively discussions.  Carolyn Chuong, Team Lead for Team Makerere said that their clients were “very enthusiastic and also helped us refine our Theory of Change for the Center and think through private sector needs.”

Client’s have already shared accolades about their Haas IBD team members.  Khamisi Masanje, from Makerere University, said:

“This team is exceptional. They are very innovative, articulate, friendly and professional. The team has the right blend of skills because everyone is so good at what he or she does while at the same time, everyone is working as a team. The testimony from our Makerere students, who attended today’s design workshop led by the IBD Team, were so amusing.  I like the natural blend they are having with our students, staff and the general population of Makerere.  We shall surely miss our Haas students when they leave”.

YGA’s Sezin AYDIN said of Team Lead Chelsea Harris’s performance at their press conference, “Chelsea has done a great job, you

Team Ananda

can see how clearly she conveyed her messages, in a calm yet positively energizing way.  We are very happy that we had a chance to offer this kind of experience to our team and very glad that we represented YGA & Berkeley and the mission we serve together in science center project the most beautiful way possible”.

My favorite compliment was from Makerere’s Charles Baguma who said, “I think we got a high-flying team from Berkeley”.  In my opinion, Mr. Baguma’s comment resonates with me because Team Makerere and all of the other 15 Full-Time IBD teams are exceptional.  Based on their photos and comments, all the teams feel they are flying high right now.  Is it because of the incredible opportunity to work internationally on a consulting project? Is it because of the impact that our students are making on the company and the region or the bonds that are being formed between team members as they share this incredible journey? Is it the beautiful places they are visiting and the culture that they are experiencing? It is all of the above and more!  

You can enjoy their adventures by friending us on Facebook at bit.ly/facebookibd.  Each week we will post a blog written by each IBD team highlighting their experiences, and our first one written by Team Makerere can be found here.   You can also subscribe to our blog by going to bit.ly/ibdblog.

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IBD Teams United – The 2017 Full Time MBA IBD Program “Big Reveal”

017 Full Time MBA IBD Program “Big Reveal” Day

Finally, the wait is over!

The Spring 2017 IBD program Team Leads, faculty, and staff don’t have to stay quiet any longer.  The IBD “Big Reveal” event took place on March 2nd when each Team Lead welcomed their respective Team Members with a short two-minute video on their client, their industry, and their overview on what the team has been tasked to solve.  Team Leads also included information about their project destination and what they might experience while living and working for three weeks in-country.  Finally, Team Leads presented their four new Team Members with a small gift that represented something about their project country or client.

Said one Team Member of the experience, “The IBD reveal day was a lot of fun. (Team) Leads did a great job staying silent until the day of so it remained a mystery, which I loved. The videos were hilarious and all of the gifts were so thoughtful.”

Team Tekes has hugs all around

Clapping, hugs and handshakes were exchanged after each IBD team was revealed.  

Another incoming IBD Team Member commented that “I loved seeing all of the fun videos and learning about all of the projects!  The local country specific gifts for team members made the reveal especially tailored and fun.  I was so excited to find out that I’d be spending my summer in Thailand, with a great group of people, working in a new industry.  It is sure to be a fun experience and I look forward to being challenged personally and professionally along the way.”

Team ARM meeting for the first time

Once the IBD project “Big Reveal” was concluded, it was time to get the newly formed groups working on a team building exercise called the Viking Attack – a longstanding IBD tradition.   Building successful team dynamics is one of the main goals of the IBD course; IBD Executive Director Kristi Raube often describes IBD as “teamwork on steroids.”  Although there are many courses at Berkeley-Haas in which MBA students work in teams, there isn’t one quite like IBD in which students end up spending three weeks together outside the US working on a consulting engagement.  As Kristi Raube put it, “we really emphasize teamwork, as students will need to rely on each other in-country.  International work is all about being flexible and being able to handle unpredictable and difficult situations.”  

YGA Team Lead giving her new Team Members yummy baklava

Over the next seven weeks leading up to the departure to their respective project countries, IBD teams will work to gather more insights from their clients, conduct extensive research, and tackle the problems they have been tasked to solve.  At the same time, Kristi Raube and the IBD Faculty Mentors will work with the students on IBD course goals like developing consulting skills and techniques, communication and storytelling skills, and understanding cultural dynamics.   As Faculty Mentor Judy Hopelain observed at this point in the course, “My teams are excited, revved up, and they know what they are doing.”  

Team G-Hub

Tune in next month when we check back with the IBD teams on their progress, and we learn how ready they are to head out on their international adventures.  

To see all the photos from the Spring 2017 IBD Program “Big Reveal”, click here.  https://drive.google.com/open?id=0ByYfWhxK5s7RUzJQX1BULU11VFk

Team ElectroMech