Meet the 2019 IBD Team Leads!

By Danner Doud-Martin

The fall semester is in full swing at Berkeley Haas — and so is IBD as we prepare for the approaching new year and the 2019 Full-Time MBA IBD program that launches in January.  IBD Executive Director David Richardson has been traveling the world, talking to potential IBD clients about projects.  IBD Faculty Director Frank Schultz and Associate Director Danner Doud-Martin recently spent a week interviewing IBD student Team Lead applicants.  

Beginning with a list of 60 Team Lead applicants, we ended up interviewing 28 MBA candidates, then selecting a final list of 16 Team Leads.  We are very excited about this new group of diverse and remarkable students and what they bring to the IBD program. They all have incredible stories that influenced their interest in being part of IBD.  

Per our tradition of wanting to give the IBD community a chance to know them, we asked the newly selected Team Leads to share something about themselves and why they applied to be a Team Lead.  Below you will find their answers, as well as a little bit about the amazing careers they have experienced before coming to Berkeley Haas. Enjoy!

2019 IBD Team Leads:

 

Adriana Bonifaz

Adriana Bonifaz

Adriana Bonifaz, MBA Candidate ’20

Adriana has spent the majority of her career in Lima, Peru working for the Banco de Credito del Peru as a Program Manager in the Innovation Center.   When she isn’t working or leading events fostering camaraderie among her colleagues, you might find her singing.

“I think being in IBD will give me more than one good lesson that I will take forever.  I believe that having the opportunity to work with people from a different culture, with different ways of looking at the world, and also with a diverse team of students, is going to help me open my mind to new ideas. In a global world it is really important to be open and to understand there are many different faces to the same coin. One must have the willingness and mindset to embrace them all and take the best of each version, so we all become better. Finally, and also very important, I want to build long-lasting relationship with my teammates and clients.” – Adriana

Alix Slosberg in front of the Taj Mahal

Alix Slosberg in front of the Taj Mahal

Alix Slosberg, MBA/MPH Candidate ‘20

Prior to Haas, Alix worked for Social Finance Inc., a nonprofit impact investing firm specializing in pay for success projects. Prior to working for Social Finance, Alix spent a year working for the Clinton Health Access Initiative in Swaziland.  In her free time, Alix has taught herself how to play the guitar.

“The opportunity to be an IBD Team Lead is a significant reason I came to Haas. I am really excited to apply the management concepts we’ve been learning in class to a real-world client project, and to have the experience of leading an international engagement from beginning to end – starting with team selection and concluding with an in-country presentation with company leadership.” – Alix

 

Brian Bell

Brian Bell

Brian Bell, MBA Candidate ’20

After spending four years working at the Acara Institute on the Environment at the University of Minnesota, Brian lived and worked in South and Central America as the Director of Programs at Agora Partnerships.  Agora is an entrepreneurship organization serving growing ventures in Latin America.  Brian also enjoys running marathons and cycling.

“From leadership experience to emerging market travel, from collaborative teamwork to new shared experiences, the opportunity for IBD lead was a reason I came to Haas and I’m excited to take on the challenge! For me IBD is a real opportunity to work closely with passionate Haasies and a committed management team, while having a big impact on a real world growth challenge.” – Brian

 

Fay Yu

Fay Yu

Fay Yu, MBA Candidate ’20

Throughout her career Fay has worked on multiple projects as a consultant with Deloitte including a two year stint in San José, Costa Rica.  She also coordinated logistics for Deloitte’s international pro bono consulting trip to Darién, Panamá, where she and her colleagues delivered sustainable technology based solutions at 5 local organizations.  

“When I think about the IBD experience, I am most excited about the opportunity to learn about the unique business problems faced by our client and deep-dive into the culture that influences them this coming summer!” – Fay

 

Felix Schadeck

Felix Schadeck

Felix Schadeck, MBA Candidate ’20

When Felix is not working for INNPACT, an Impact Investing-focused Consulting firm located in Luxembourg City, he serves as the Founder and President of MPG Responsibility Now, a non-profit that builds and operates schools for refugee children from Myanmar.  

I am most excited about the opportunity of being placed in a business and cultural environment that will be new to our whole team. I’ve always found that tackling a steep learning curve with like-minded people makes for exceptional bonding opportunities and has the potential to create friendships that last a lifetime.” – Felix

 

Jennifer Nixon in Peru

Jennifer Nixon in Peru

Jennifer Nixon, MBA Candidate ’20

Before joining her peers at Haas, Jennifer was a Deputy Chief Operations Officer in the U.S. Army.  Jennifer has received numerous awards for her service, including the Bronze Star Medal, a wartime award given for exceptionally commendable service affecting a large scale of responsibility.  She is also a dedicated Godmother.

“I am excited to jump into the unknown. A team I’ve never worked with, an industry I’ve never experienced, and a culture and country I’ve likely never been to! The whole point of business school for me is to pivot into the corporate world – one that is altogether unfamiliar to me – prepared to be an effective leader. Being an IBD Team Lead will allow me to do exactly that. Doing this job in the safety of the school environment will help to build my confidence in the skills I bring to the table and allow me to see how those skills work in a corporate environment.” – Jennifer

 

Joseph Bird, MBA Candidate ’20

Joseph Bird running a marathon

Joseph Bird running a marathon

Most of Joseph career has been in India working for various NGO’s, social enterprises and most recently as the CEO of Reality Tours & Travel, in Mumbai, India. When he has free time, Joseph is climbing mountains, cycling across countries and running half, full and ultra marathons to raise funds for various causes.

“I’m really excited to take of the role of IBD team lead as it represents a great opportunity to take my experience leading teams across the social impact spear in India and apply those skills to new cultures and industries. To me, IBD represents a unique opportunity to take what I’m learning here in the classroom and apply it to create positive change with our program partners.” – Joseph Bird

 

Joshua Summer, MBA Candidate ’20

Josh joins Haas as U.S. Army Veteran, where he was Captain and served all over the world, specifically in Afghanistan and South Korea.  Like Jennifer, he has received many honors and awards for his service. Josh is also a Service to School ambassador and mentors veterans applying to graduate programs.  Josh speaks conversational German.

Joshua Summer

Joshua Summer

“I applied to be a Team Lead to challenge myself in a global setting. Knowing that business is increasingly global, I was excited at the opportunity to step outside of the classroom and gain first-hand experience working with international clients. Also, as a veteran, I have a lot of experience with formal leadership.  With IBD, I am excited to practice more informal leadership with classmates from diverse backgrounds. Finally, IBD will provide an invaluable opportunity for me to learn about and practice consulting, managing clients, and working remotely. I am excited to not just develop personally but to make Haas proud by leading a team to solve an important business problem for an organization in need.” – Josh

Julian Florez, MBA Candidate ’20

Julian has spent his career working as a consultant for StratCo Consultores S.A. located in Bogata, Colombia.  StratCo is a spinoff of McKinsey by two partners who started McKinsey’s Colombian operation.  Julian focus is in the financial sector. As a student at Universidad de los Andes in Bogotá,  Julian went abroad as an exchange student in both Portugal and France.

Julian Florez in Chicago

Julian Florez in Chicago

“Being part of IBD was one of my goals while being at Haas. I wanted to be exposed to work with people from different backgrounds, build a relationship with an international client and get to know a different culture in a work environment. This is why I did not doubt when I had the opportunity to apply to be a Team Lead. I am sure we are going to build a close-knit working environment and that we are going to learn from each other past experiences, which will help us do a great job for our client!” – Julian

 

Katharine Hawthorne

Katharine Hawthorne

Katharine Hawthorne, MBA Candidate ’20

Until last December 2017, Katharine was a professional dancer and founder of Katharine Hawthorne Dance.  Concurrently, she worked at the Bixby Center for Global Reproductive Health at the University of California, San Francisco, as a senior contract manager.  Jennifer speaks conversational Mandarin and French.

“I value creativity and collaboration, and working in a global business context requires these skills in spades.  As an IBD team lead, I am excited to facilitate a group of my peers, question my own cultural assumptions, and make a meaningful contribution to an organization.” – Katharine

 

Kyle Rolnick

Kyle Rolnick

Kyle Rolnick, MBA Candidate ’20

Prior to attending Haas and working for Epic Systems, a medical records software company, Kyle lived in Rio de Janeiro, Brazil.  For three years he taught ESL and created English language courses for students preparing them for a public service exam. He left Rio a Brazilian music lover and karaoke enthusiast.  

“I applied to be a Team Lead because I’m excited about the IBD program and wanted to lead a team of very talented students to make a positive impact on an international organization. I love hands-on learning and see this opportunity as a great way to help leverage everyone’s existing skills while building on them by tackling unique problems in unique cross-cultural settings. I have high expectations for our experience and want everyone to walk away from it not only proud of the work we did, but also proud of their personal growth through it.” – Kyle

Nicholas Matcheck

Nicholas Matcheck

 

Nicholas Matcheck, MBA Candidate ’20

After departing the Navy in 2016, Nick went on a language learning sabbatical in Latin America and Spain.  He then became an Economic Development Specialist/NGO Advisor in the Peace Corps in Capiibary, Paraguay.  Before coming to Haas, Nick earned his Certificate in Project Management from University of California, Los Angeles.

“I love working with great people on important projects and I know IBD at Haas will be that kind of experience. Working overseas will be even more exciting. I can’t wait to find out my project and team and get started!” – Nick

 

Nina Ho

Nina Ho

Nina Ho, MBA Candidate ’20

Nina spent the last year before coming to Haas as a senior consultant at Clerestory Consulting, a boutique consulting firm specializing in change management, technology adoption, and process improvement. Nina has numerous certifications; including Project Management Professional (PMP), Lean Six Sigma Green Belt, and HCI Talent Acquisition Specialist.

“There are two things I am hoping to get out IBD.  First, I want to make a lasting impact; as a lead, I see my role as a facilitator, ensuring that both my team can thrive and our client feels supported.  Secondly, I am excited to travel and experience a new culture. Much of my personal learning has come from spending time with people who have lived very differently than I have.” – Nina

 

Perrie Briskin – MBA/MPH Candidate ’20

Perrie Briskin

Perrie Briskin

Prior to Haas, Perrie worked for Population Services International (PSI) in Washington and Yangon, Myanmar.  Her super fun job was as an Associate Producer working in New York with clients like The Notorious B.I.G. Estate, Wiffle Ball, and Kobayashi, ESPN, Kellogg’s, and the Billie Jean King’s Foundation.

Working internationally prior to Haas was one of the most formative experiences of my life. I applied to be an IBD Team Lead for the opportunity to guide my peers in an experience that I hope will be just as meaningful.” – Perrie

 

Roland Ekop

Roland Ekop

Roland Ekop, MBA Candidate ’20

Roland has spent the majority of his career as Management Consulting Senior Analyst for Accenture in Nigeria.  Roland is a dedicated volunteer and has offered his services pro bono for nonprofit organizations through the Accenture Corporate Citizenship Volunteer program and to the Independent Petroleum Producers Group (IPPG) Nigeria.  

Beyond my interests in consulting projects, I applied for a Team Lead role because I wanted to work at the heart of a project – at the intersection of the interests of the client, the project and team members. In addition, leading a team of MBA classmates, providing and receiving feedback, and working towards a common project goal is certainly the prototypical experiential learning opportunity.” – Roland

 

Stephen Collins, MBA Candidate ’20

Stephen Collins

Stephen Collins

Stephen career has been at Prophet, a management consulting firm headquartered in Atlanta, Georgia. As a senior associate, Stephen worked on multiple consulting projects both in Atlanta and around the globe.  He also volunteered his time and expertise for the non-profit arm of Prophet and led the Atlanta office team in organizing service days and pro bono projects.  

I can’t wait to get to know my client and immerse myself fully in their industry, customer base, and challenges. Working with a new team, in a new industry, in a new geography is always a thrill and I can’t wait to see what IBD has in store for me!” – Stephen

~

Our newest Team Leads will start their IBD journey in January 2019, on the first day of spring semester at the “Big Reveal” IBD class.  Until then, they will have to wait patiently until they find out more about their IBD project, their project client, and where they will travel for their in-country project destinations.  Stay tuned for more on the IBD student Team Leads and their projects.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

It’s Time to Celebrate IBD!

Frank and conference

When Frank Schultz, IBD Faculty Director, took the stage on September 14th at the 2018 IBD Conference, he shared that he has two favorite days in the IBD yearly program cycle: the day that IBD projects are revealed, and the day of the annual IBD Conference.  “I see this as a celebration, a celebration of IBD, and more importantly of you all and the work you have done on behalf of Berkeley Haas and your clients.”

Like Frank, the entire IBD program (including FTMBA and EWMBA students) looked forward to the 2018 IBD Conference as an opportunity to connect with fellow students, and to hear directly from them about their individual IBD experiences.  Said IBD FTMBA student Team Lead Jocelyn Brown (Seva Foundation, India): “My team and I felt that the IBD Conference was a great way to reflect on our project and the accomplishments of our team. It’s easy to rush to the end of the project in-country, and not take much time to reflect on outcomes and overall learnings. I think the Conference really allowed us to do that, and to compare our experiences to our classmates’.” 

Team Ford with Ford Client, Sam Smith

Team Ford with Ford Client, Sam Smith

IBD EWMBA student Jerry Phillips (Wildlife Conservation Society, Belize) reported that the “IBD conference was an excellent opportunity to learn what our colleagues had delivered to their clients through a thoughtful exchange of war stories, experiences and results. Between all the posters, the energy in Spieker Forum was easily noticeable with smiles all around and a constant buzz of excitement.”

Spieker Forum in Chou Hall was a fantastic new venue for showcasing the hard work of our IBD student teams through project poster presentations.  The ample space and beautiful views added to the energy of students, staff, faculty and guests, as they walked from team poster to team poster, learning about each of the 19 international IBD consulting projects.

Team Seva with their poster

Team Seva with their poster

It is especially rewarding when IBD project clients attend the IBD Conference.  This year we were joined by representatives from Seva Foundation and Ford Motor Company.  Ford Motor Company executive Sam Smith, a Berkeley Haas and IBD alumnus, said he “found it deeply rewarding to return to Haas as a client of IBD, having been a participant 15 years ago.  The scope of projects this year was remarkable in its diversity, with a common thread of creative problem solving by the teams – kudos to the teams and the administration. I can say for Ford that the engagement with our team was excellent, with the best possible feedback – we are continuing the work that they started.  I’m thrilled to expand the IBD community!”

Team Novartis after presentation

Team Novartis after presentation

Following the general project poster session, the 2018 IBD Conference program kicked off with the long awaited announcement that IBD teams WCS and Novartis were selected by a vote of their peers to come on stage to present their projects to the audience.  In addition, annual awards were given out to IBD student teams in the categories of Best Blog, Team Photo, Art Photo — and a new category called “Beyond Yourself.” (Click here to see the winners of these awards.)

Team YGA with poster

Team YGA with poster

Community, celebration, awards, and acknowledgement of the efforts of our program’s MBA students are what the IBD Conference is all about.  It was great to hear that after all the hard work and time invested in IBD projects — along with the funny and challenging moments of traveling abroad — our MBA students found real value in the IBD project experience.  As IBD EWMBA student Nik Reddy said, “The proof is in the pudding; you’d be hard pressed to find a team that did not enjoy their IBD experience.”

Thank you to the students, faculty, staff, and project clients who made the IBD program in 2018 a success. We can’t wait to launch the next IBD class in 2019!

To see the photos from the IBD Conference click here.

The Annual IBD Conference Awards

This is the sixth year that the IBD staff awarded IBD teams with the best photos and blogs.  The competition is always fierce as so many amazing moments are captured by our IBD students around the world.  Here are the 2018 winners.

Best IBD 2018 Photos

Best Aesthetic Photo -Winner:  TEAM YGA

YGA- Art (1)

FTMBA’s: Daniel Mombiedro​, ​Joanne​ ​Lee​, ​Clara​ ​Jiang​, and ​Enrique​ ​San Martin Petit

Best Team Photo – Winner:  TEAM FORD

Ford-Team (1)

FTMBA’s: James Westhafer, Sandra Tamer, Joesph Akoni, John Sheffield, Alyssa Warren

Best Aesthetic Photo – Honorable Mention: TEAM SEEDLINKSeedlink-Art (1)

FTMBA’s: Paola​ ​Blanco​, ​Nanor​ ​Asadorian​, ​Ralph​ ​Boyajian​,​​ ​Conor​ ​Farese​, and ​Dean​ ​Guo

Best Team Photo – Honorable Mention: TEAM PSI

PSI Team in Masai Mara on Safari (1)

FTMBA’s: Sara Farsio, Jennifer Richard, Deitrich Davidheiser, Nick Greczyna, and Kamellia Saroop

Best IBD 2018 Blog

With so many great blogs written by our students describing a day in the life of their IBD project, it was nearly impossible to pick the best one.  This year ended in a tie between Team Ford and Team Think Beyond Plastic (TBP). Team Ford did a wonderful job of describing their project and how they spent their time in China working through the question that Ford asked them to solve.  Team TBP’s blog was notable because every team member contributed to the blog, sharing their own personal reflections and learnings from their in-country project experience.

This year IBD created a new award category called “Beyond Yourself.”  We presented this award to Team WCS because they wrote not just one, but two blogs detailing their IBD in-country experience, and at the same time created a video of their team experience of diving over 100 feet off the coast of Belize.  All five IBD team members obtained diver certification for this experience, which they memorialized by videoing themselves unveiling the UC Berkeley Cal Flag underwater. See the IBD Team Belize video here.

Best Blog Winners - Team Ford and TBP

Best Blog Winners – Team Ford and TBP

Team Ford : James Westhafer, Sandra Tamer, Joesph Akoni, John Sheffield, Alyssa Warren

Blog: Ford Shanghai – 2018 IBD

Team Think Beyond Plastic: Catherine​ ​Soler​, ​Leslie​ ​Brian​, ​Kelly​ ​Lamble​, ​Scott​ ​Peacock​ and ​Sipian​ ​Wan

Blog: How Three Weeks in the Bay Islands Changed our Perspective on Plastic

Blog: Continued Reflections on Our Plastic Use

Team Wildlife CS: Hima​ Erukulla​​, ​Andrew​ Lee​, Jerry Philip​, Srinivas Rajamani, ​ ​​Nik​ Reddy​​

Team WCS - Winners of the "Beyond Yourself Award"

Team WCS – Winners of the “Beyond Yourself Award”

Beyond Yourself:

IBD Team Belize aka Team Unbelizable – Week 1

IBD Team Belize aka Team Unbelizable – Week 2

WCS Video 

Click here to see all the photos from the IBD Conference

A Week in the Life of an IBD Team – Team Ananda

Written by Igor Borges, Stan Cataldo, Ryan Dingler, Elaine Leong, and Mila Pires, of the Ananda Development team in Thailand.

It was May 13th at 6pm and our team had just arrived in Suvarnabhumi, Bangkok’s main airport. Ryan (one of our team members) hailed us a Grab, Thailand’s Uber, and we were on our way to the hotel. In the hot and humid Thai weather, we passed two of our clients real estate developments. During our research, we found Ananda Development (our client) had a strong real estate presence in Bangkok and were already finding that to be true!

Ananda1

The next day we met Lloyd, our main employee contact and the best host we could have asked for. He introduced us to his staff and gave us a tour of the office, which looked more like a high-tech company office in the Bay Area than a real estate company.

Ananda2

Ananda3

After showing our initial research and framework to Dr. John, Ananda’s Chief Development Officer, we rebuilt our deck to dive deeper into the solutions we identified as strongest in preparation for our field research the following day. To decompress, back at the hotel we began a tradition, which continued for the full three weeks, where we would all play foosball but only Elaine would win. Then we managed to get through the intense Bangkok traffic to Beer Belly, a restaurant recommended by an employee at Ananda, where played some pool, air hockey and ping pong along with eating fried pork skin and some (very) spicy food.

Ananda4

Tuesday during the day, Lloyd and his team setup tours of three of Ananda’s real estate developments, from pre-construction to fully sold-out and transferred properties, including an amazing 4D projection for the Ashton brand (Ananda’s most luxurious sub-brand). The three developments were all different Ananda sub-brands (these brands vary by target resident income and style) which gave us a good perspective of the various types of customers Ananda attracts.

Ananda5

In the afternoon, we went to dinner with Ananda and a USC-Marshall team that was also doing a project with Ananda. It was a great opportunity to mingle and try several typical Thai dishes that our Ananda team ordered for us. This was also the point where Ryan was introduced to mango sticky rice – a true love story in the making.

Ananda6

Wednesday we spent the day incorporating our initial feedback from Dr. John and additional information and insights we gathered during our field tours into our deck before our presentation to the CEO on Thursday. We also got to participate in a Singularity University event on the development of “fake meat” delivered by a professor from Japan.

Ananda7

Thursday, was our big day to present to Ananda’s CEO, Khun Chanond Ruangkritya. Khun Chanond is a young Berkeley alum that is at the forefront of rewriting how real estate is done in Bangkok. During the meeting, he gave us the go-ahead and said we were heading in the right direction and gave us a lesson on how to be a successful but humble leader – a true Haasie! To close the day, we were invited to the presentation of USC’s project and networked with professors and other USC teams that were also in Thailand.

On Friday we visited another Ananda building to learn about their Property Management division and how they manage existing developments. Also, Ananda had a TGIF event, where we were able to hear an amazing Adele performance by one of our close Ananda contacts, who used to be a professional singer before joining Ananda.

Ananda8

After the performance, we headed to our flights to Chiang Mai (a city in the north of Thailand) where we spent the weekend visiting temples, caring for our “own” elephants at a sanctuary and driving rented motorcycles.

It was an amazing pleasure and privilege to be in this project and we hope the next classes are as lucky as we were in getting such a heartwarming, exciting and eye-opening experience as ours. Lloyd and the team were wonderful hosts, every week they planned multiple events for us to network with CEOs, academics, and Berkeley alums.

Thank you Ananda for this unique experience and for the invaluable lessons!

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!

 

How Three Weeks in the Bay Islands Changed our Perspective on Plastic

Beautiful water and boatsPOST 1: Written by Catherine Soler, Leslie Brian, Kelly Lamble, Scott Peacock and Sipian Wang

How three weeks in the Bay Islands changed our perspective on plastic

Prior to this consulting project, none of our team members had even heard of the Bay Islands. Now, we will never forget them. The beautiful lush scenery, the warm people, the exquisite sunsets – our IBD adventure was chock full of moments to remember. And yet, the most frequent way we will remember our time on this project will be through the sight of plastic.

The objective of our consulting project was to help Think Beyond Plastic (“TBP”), a Carmel-based NGO focused on plastic reduction through creative enterprise models, bolster its Mesoamerican Reef Plastic Reduction Initiative through the identification of business ideas and partnership opportunities. We explored the question:   

“How might we provide clean drinking water to the communities of the Bay Islands without a plastic footprint?”

And now, we will share the answer to another question that came from this work:

“How has this project changed the way we look at our own plastic footprint?”

Pile of plastic and trash

Leslie’s Reflections: The Shield of Waste Management System

Our team came to the Bay Islands with the hypothesis that tourists were the problem behind plastic pollution. We were right, just not in the way I had first imagined.  Waste management is a problem in most developing countries, and the Bay Islands are no exception. A 16-year-old boy described how the trash outside his home would smell and attract dogs. The government simply stopped collecting trash at the end of last year due to mismanaged funds. What would I do in the absence of reliable waste management? Most likely, I’d do what the islanders do: throw trash in an uninhabited, public space.

Yes, plastic pollution is a problem in the Bay Islands, but an average person there consumes far less than an average person in the United States. The local people reuse everything out of economic necessity — kids use plastic bottles as toys. On an island, everything you consume has a direct impact on your surroundings, while in the US, our waste management system shields us from the impacts of our consumerism. I am certainly guilty of the mentality that once the garbage man comes, my trash is out of sight, out of mind. Yet, I don’t really know what happens next. My trip to the Bay Islands has pushed me to lift the lid on waste management in the US and not to rely on recycling to undo the effects of unnecessary consumption.

Sipian’s Reflections: Every Effort Counts

Sipian’s Reflections

Sipian’s Reflections

I was standing on a white sand beach in Utila. On my right hand side is one of the most gorgeous scenes I’ve ever seen with crystal-clear blue water and the colorful coral reefs underneath. On my left hand side, pieces of plastic waste can be spotted all over. In fact, the picture above captures only part of the plastic we picked up during a 3-hour cleanup: toothbrushes, straws, toys, etc.

Beyond government and institutional efforts, I believe our day-to-day actions are the key to reducing plastic footprint. Every piece of plastic waste we produce doesn’t disappear when we throw it into the trash can; it can end up somewhere in the ocean. While there is no quick path to minimize our plastic footprint, every small effort counts. Ask for no straw in your next drink, resell children’s plastic toys online, and reuse your solo cup.

Look for our next post to continue our team’s reflections here

 

 

Maximum Satisfaction: The IBD Max Warehouse Experience

Written by Natalie Bauman, Vicky Ngo-Lam, Jeremy Scheier, Elana Congress, and Alex Austin

Team Max WarehouseMay 31, 2018

“Before you come, there are two very important words which you must know: guacamole y frijoles,” asserts Juan Carlos on our first weekly team call. Juan Carlos is the project lead at Max Warehouse and serves as our cheerleader and guide throughout. He is really invested in our Spanish language education. “Next week, you will learn some new words,” he assures us. Can you guess the word we learned the next week? Cerveza–por supuesto! We learned vocabulary beyond just guacamole, beer, and beans, though. We pick up “Guatamaleños” (Guatemalan slang words)  and use them incorrectly and excessively.  Our favorite is “va” (“let’s go, sure, got it!”). We figure that between us, we have 2.5 people proficient in Spanish (and also 2.5 MBAs). Our motley collection of Spanish knowledge and ability to support one another in communication attempts represents well our team dynamics.

Introducing: IBD Team “MaxWareHaas.”Team with Duracel Bunny

We are the MaxWareHaas IBD team: Natalie, Jeremy, Elana, Alex, and Vicky.  Our project is with Max Warehouse, a subsidiary of Grupo Cemaco, the fourth largest retailer in the country. Max Warehouse started in 2012 as an online wholesaler for Ace hardware products and then launched its own website, MaxWarehouse.com, in January 2017 as a way to increase profits, build brand equity, and ensure a sustainable business. Our task is to create short-term recommendations, tactics, and a 3-year roadmap for MaxWarehouse.com’s growth. As the project progressed additional questions emerged, which kept us busy and provided a perfect opportunity to leverage our MBA skills to help this enthusiastic company. Our work at Max Warehouse
While at Berkeley this spring, we completed a design thinking-style story-board about Max Warehouse as a client and their current story. It really helped us get a grasp on how we fit in and how we can help them. What we came away with is that Max Warehouse is a feisty, entrepreneurial company pushing for growth. They are in a bit of an identity crisis though,
unsure of their value proposition or ideal customer. They are tenacious and eager to succeed in the U.S. market as an ecommerce player, despite the fact that they’re Guatemala-based and competing with Amazon.

IBD presentation Our final recommendation included 5-10 short and medium term recommendations. When we came in the next day, they were already in the process of implementing the recommendations. They had started interviewing for search optimization personnel, cutting products that weigh > 50 lbs from their SKUs, figuring out how to eliminate products without complete content listings, and implementing project management and communication software to increase cross-functional knowledge sharing across the team. This just shows the client’s drive to improve, and is what has made this project so rewarding and fun.

Touring Guatemala in Style

One of the highest ROI moments of the trip occurred when Alex and Natalie Team site seeingattended Grupo Cemaco’s annual internal football tournament. 26 teams competed, consisting of Grupo Cemaco employees from the stores, warehouses, and corporate teams. The Zona 5 office team, where we work, made the championship game for the first time ever. Alex and Natalie attended the game to cheer on the team and show our support. Afterwards, they chatted with Don Mario, the patriarch of the family that founded and leads the Grupo Cemaco enterprise. They mention that the upcoming weekend agenda was a trip to Tikal to see the ancient Mayan ruins. Don Mario asked about flights, arrangement, and hotels. Alex and Natalie sheepishly admitted that nothing has yet been booked. Two hours later, we had an entire weekend itinerary: flights, a stay at a beautiful eco lodge in El Remate (near Tikal) and a luxury hotel in Antigua, a top-notch tour guide, and complete transportation. The generosity and care is unfathomable to us. We cannot even begin to express our gratitude. This is just another example of the hospitality which is woven into the fabric of the Guatemalan

Sunset in Antigua IBD

Sunset in Antigua IBD

culture.

Farewell to Guate.

As we prepare to depart from this beautiful country, return to Berkeley, and start our internships, we are grateful for our amazing experience here. In addition to the work we accomplished for the company, everything that we learned about ecommerce in the home goods segment, and how a startup nested within a corporation can find success, we have learned about this hidden gem of a place and met some of the kindest people in the world.Team in Antigua

Using Human-Centered Design to Improve Patients’ Lives

By Melea Atkins, Kathryn Balestreri, Bree Jenkins, Ben Lauing, and Hannah Levinson

There were bright pink and orange and blue post-its everywhere. It looked just like the Innovation Lab at Haas had looked weeks before as we ran through an exercise during our Problem-Finding, Problem-Solving class. But we were 6,500 miles away from Haas, many of the post-its were written in Portuguese, and the stakes were high.

The São Paulo IBD team was facilitating a three-hour rapid ideation workshop at the major pharmaceutical company Novartis, leading a group of 16 senior-level employees through the human-centered design cycle to generate ideas about why patients don’t adhere to their medication. Our fear that directions would be lost in translation given the language barrier was immediately assuaged as people openly shared personal journeys with chronic illness and others wrote down observations. One woman shared her personal experience being treated by a physician for a chronic illness. He chose not to pursue aggressive treatment because he didn’t want to impose physical pain on his patient. She was left feeling out of control over her own life, and her emotional and physical suffering only increased over time. This led to an insight around shared decision-making and that a personal physician relationship is foundational to patient engagement and medication adherence.

Sticky notes

After the workshop, we received such a thoughtful WhatsApp message (the primary mode of communication – even for Novartis professionals!): This was so great, I’ve worked here for so long but I forgot that I’ve been the patient too.

Leading this workshop was a transformational Haas experience. When facilitating, we were pushed to command a room of people who were senior to us, whose primary language was different from ours, and who had no prior exposure to design thinking tools. The workshop also strengthened the bond of our IBD team, as we all worked together to ensure the success of the experience. Our team was especially fortunate to have Kathryn Balestreri, who brought design thinking expertise from her work as an innovation consultant and through Haas at Work. 

The Novartis Brazil team collaborates in small groups

The Novartis Brazil team collaborates in small groups

This human-centered design approach landed well with the Novartis team, and we realized how well it lent itself to the overarching goal of our project: helping patients better adhere to heart failure medication. Through our research and 71 interviews with subject matter experts, physicians, startups, and heart failure patients over the course of our project, it was abundantly clear that we wouldn’t be able to identify the root cause of non-adherence to heart failure medication without truly understanding why patients behave the way they do. Thus, when it came to generating solutions for Novartis, we generated six key insights about how we might positively impact patient behavior and improve adherence, used these insights to power ideas, and ultimately converged on one idea to create a prototype and action plan for Brazil. We called the prototype “Rede Integrade de Acolhimento” (RIA), which means “smile” in Portuguese. This is a title that a Novartis employee generated during the final prototyping stage of the ideation workshop.

In our final client call, the project manager requested materials about leading human-centered design workshops, because she wanted to replicate the workshop for Novartis teams in other Latin American countries. Hearing not only that Novartis was interested in our ideas, but also that they wanted to use some of the tools that we’d brought felt like a true success.

Bree Jenkins leads our team through our own ideation workshop

Bree Jenkins leads our team through our own ideation workshop

IBD Team Makerere, Changing the Trajectory of Uganda’s Tourism Sector

Team Makerere together in front of a lakeWritten by Elizabeth Andrada, Luca Cosentino, ​Tamara Pace-Emerson, ​

Logan Gallogly, and ​Renee Medina

Changing the trajectory of Uganda’s tourism sector

Our IBD team worked with the government of Uganda and a team focused on enhancing public and private sector partnerships at Makerere University, Uganda’s largest university, to redefine the country’s tourism strategy. Many sectors have invested a lot of time and money to improve the country’s tourism sector, however, there were a few elements missing in both the strategies and execution that prevented Uganda’s tourism sector from thriving.

Making an impact with a dedicated audience

Our team had a once in a lifetime opportunity to present our final recommendations to the Prime Minister of Uganda, Governor of the Central Bank of Uganda and Minister of Tourism of Uganda, in addition to many other members of government and private sector leaders in the country. Our three weeks in country culminated in this exciting event, which was followed by a private dinner with the mentioned stakeholders (several of whom are UC Berkeley alums!) that evening. The dinner gave us an opportunity to discuss our final presentation in a less formal environment, share more details of our findings, and highlight the key resource requirements so Uganda can successfully implement our recommendations.

Our project approach

Before heading to Kampala (the country’s capital), our team conducted secondary research on the tourism industry in Uganda and studied tourism strategy for the neighboring East African countries such as Rwanda, Kenya and Tanzania. Based on the research, surveys and focus groups with classmates as well as our weekly client calls, our team developed a set of initial hypotheses related to improving the current state of tourism in Uganda.

IBD Team Makerere posingDespite our pre-work and research, we quickly discovered once we had arrived in-country that there was a lot to learn with many more nuances and local considerations to keep in mind when thinking about our final recommendations. We spent the first week conducting interviews with more than 15 stakeholders across the tourism sector, which changed our perceptions of the primary challenges facing the Uganda tourism sector. We spent the second week traveling around the country as tourists ourselves in order to understand first-hand the differentiators and challenges to a thriving tourism sector in the country.

Where we visited

Our team used Kampala, Uganda’s largest city, as our home base, but because many of the country’s key tourist sites are outside of the city, we also wanted to spend time visiting these destinations. This primary research would help inform our final recommendations related to a tourist’s experience in the country. Our team had the opportunity to visit:

  • Jinga, the source of the Nile River (where the Nile meets Lake Victoria) and to do a sunset kayaking trip on the Nile;
  • Entebbe and the Uganda Wildlife Conservation Education Centre where we got to pet cheetahs and feed lions and baby elephants;
  • Murchison Falls National Park, where we participated in a traditional safari game drive and saw giraffes, hippos, elephants, lions, bison, buffalo, birds and countless other animals as well as hike to the top of the two waterfalls in the park;
  • Lake Bunyoni, the second deepest lake in the world and the deepest lake in Africa, where we stayed at an eco-lodge and had the opportunity to boat, swim and hike; and
  • Queen Elizabeth National Park, where we participated in a second game drive and enjoyed views of the Rwenzori mountain range while having an authentic ‘Rolex’ breakfast.

IBD Team Makerere in front of body of waterOur final recommendations and project culmination

The team developed four final recommendations for our client, focusing on marketing as well as the tourist and business experience. As mentioned, we had the unique opportunity to present our findings and final recommendations to the Prime Minister as well as other government and private sector stakeholders.

Our IBD experience was a highlight of our time thus far at Haas and is one that we will never forget. Our team created a meaningful bond as we sought to provide an actionable roadmap for the country’s leaders to make it a top tourist destination. We feel so honored to have had the opportunity to make an impact and to change the trajectory of the tourism industry in Uganda. We look forward to visiting Uganda again to see the progress that has been made in implementing our recommendations.

IBD BLOG – TEAM MAJID AL FUTTAIM

Written by: Jorge Tellez, Ryan King, Jennifer Rokosa, Daniel Clayton and Kelly Gillfillan

Entry 1: May 17, 2018

The five of us (Jenny, Daniel, Kelly, Ryan, and Jorge) touched down in Dubai five days ago and were greeted by 105-degree heat and a 4-day long sandstorm. Dubai has a giant desert in its backyard, and if the wind is blowing strong enough in the right direction, the entire city gets hit with a wall of sand. From the street, a sandstorm just looks like a foggy day (not quite San Francisco level fogginess, but close), but if you run your fingers across any outdoor surface, you can immediately see the layer of sand blanketing everything.

The jetlag is finally starting to wear off for most of us. Dubai is 11 hours ahead of Berkeley, meaning we’ve been hitting the coffee pretty hard. However, starting today, we’ll be drinking those coffees in a large closet at Majid Al Futtaim’s (our host company) headquarters. Let me explain…

Team Majid Al Futtaim at the Cultural Center

Team Majid Al Futtaim

Today is the first day of Ramadan in the UAE, meaning most Muslims are fasting for the whole month. Between the hours of 4am and 7pm, it’s is not permitted (whether Muslim or not) to eat or drink in public, including in the office. So while we’re on-site, we’ve been instructed to keep any eating or drinking restricted to a small pantry area on the fourth floor—don’t worry, they have an espresso machine in there.

We head to the UAE cultural center later today where we’ll learn a little bit more about the history of the country, the traditional dress, food and customs. This weekend, we’re heading out to the desert on a guided tour, and then to Abu Dhabi to check out the sights there. Pictures to follow!

 

Entry 2: May 24, 2018

Somewhere between hanging out with two dozen penguins at the foot of an indoor ski slope and watching tourists scuba dive with sharks inside a three story aquarium, you realize the words “shopping mall” in Dubai mean something very different than they do back in the states.

Penguins

Penguins

For us, five millennial Americans dropped into the Middle East for the first time, the word “mall” evokes imagery of angsty loitering teens, sticky movie theater floors, and CDs with the parental advisory warning peeled halfway off (I don’t know about you, but that’s the only way my parents would let me listen to Eminem). Conversely, malls in Dubai have less to do with shopping and more to do with mind-blowing art installations, architecture, five-star restaurants and hotels, movie theaters where you’re served three-course meals, and did I mention, PENGUINS!

This is all to say that while malls in the US have been dead for nearly two decades (thanks, Bezos), they’re thriving here in Dubai. Why? A couple reasons:

  1. E-commerce hasn’t had nearly the same impact here as it has had in the states. Online sales penetration stands at just 2% of total retail sales in the Middle East and Africa, compared to over 10% worldwide.
  2. It hot. Really, really hot. Six months out of the year its too hot to go outside, so heavily airconditioned malls are absolutely the place to be.
  3. The folks at Majid Al Futtaim (our host company) and Emaar (their primary regional competitor) realized a long time ago that experiences would be the way forward for brick and mortar retail. Hence why malls here are built around incredible, experiential attractions.

That last point, which doesn’t really sink in until you’re watching a fountain show at the base of the tallest building in the world, left the five of us asking “How are we going to add value here when this company is so far ahead of mall operators in the US?”

Sitting in Silicon Valley, its sometimes easy to think the US is at the forefront of virtually every industry, but our ignorance was made abundantly clear with just one lap around the Mall of the Emirates. Our recommendation to Majid Al Futtaim was not going to be as simple as relaying what mall operators in the US are doing. Instead, we’d have to figure out how a company that is performing quite well can continue to innovate in the retail space, and how they can even better prepare to defend against e-commerce, which we’d be naïve to think Dubai is immune from.

More next time from Team Majid Al Futtaim!

Entry 3: May 31, 2018

We presented our final project today! The last week and a half was filled with almost a complete overhaul of our presentation, as we homed in on some key recommendations for the company and what we envision the mall of the future will look like. If you had asked me a month ago, my vision of the mall of the future would have been precisely the malls we saw on this trip, but there are some really interesting regional dynamics that lead us to believe a lot may change behind the scenes for malls in the Middle East.

A good example is everything happening in Saudi Arabia today, where the crown prince is loosening up a lot of restrictions, allowing women to drive for the first time and allowing movie theaters to reopen after a more than 30-year ban. Majid Al Futtaim, who manages Vox Cinemas, has plans to open 300+ screens in Saudi Arabia in the next year.

From the dozens of conversations we had with Majid Al Futtaim employees over the last three weeks (including the CEO), it seems absolutely key for malls to position themselves as “experience centers” going forward, as opposed to shopping-only centers. This means more movie theaters, gourmet restaurants, and leisure activities—like an indoor ski resort, for example, or a giant aquarium full of sharks! (Those last two already exist.)

We also believe that the relationship between mall operator and tenant (retail stores) will change in the coming years. We’ve seen a ton of direct-to-consumer brands realize that their e-commerce presence isn’t quite enough, and that they actually need a brick and mortar presence to round out an “omnichannel” offering (e.g. Warby Parker, Everlane, Casper, and dozens more). We think this will be one of the primary retail models going forward, meaning that there will be a host of online-only retailers looking to move into the brick and mortar space through pop-up shops and showroom-style stores.

Mall operators can take advantage of this trend by pioneering what we’re calling a “store-as-a-service” model, whereby the mall operator provides everything required to build and run a store, making it very easy for brands that do not have a physical retail presence to create one quickly. This would also have the benefit of attracting fresh, new retailers to the UAE by offering a de-risked and less capital-intensive entry to the country.

We’ve also been really impressed with Majid Al Futtaim’s commitment to sustainability. Most of their buildings and hotels are LEED gold or platinum certified, which is no small feat. Further, they have a goal to be “net positive” in carbon and water by 2040. Jenny absolutely nailed her piece of the presentation, which focused on how the company can make progress towards achieving that goal by partnering with clean building technologies (at Berkeley, for instance) and helping them through the commercialization phase, which is often known as the “valley of death” for cleantech given the number of companies that fail at that stage.

Team MAJ enjoying dinner after their presentation

Team MAJ enjoying dinner after their presentation

Our presentation was very well received, and we’re thrilled to hear they’re interested in many of our suggestions. We look forward to being in touch with the team in the future and we’re incredibly thankful for the opportunity to work with them all.

We went out on the town to celebrate the end of our project and this journey last night. We shared highlights over pizza and drinks and then packed up for the 15 hour flight I’m currently on now. I think we’re all excited to get back stateside and start our internships, but sad at the same time that this amazing journey has come to an end.

That’s it from us (Jenny, Dan, Kelly, Ryan and Jorge)! Thanks for reading!