Tackling the Youth Skills Gap in Uganda: An Update from Makerere University

Written By: Team Makerere, Hans Klinger, Elizabeth Foster, Matthew Hamilton, Jeannie Valkevich, and Carolyn Chuong

Our sweet ride while in Kampala that we affectionately call the “Mute-mobile” (our IBD team is creating the strategic plan for the Mutebile Center at Makerere University)

Our sweet ride while in Kampala that we affectionately call the “Mute-mobile” (our IBD team is creating the strategic plan for the Mutebile Center at Makerere University)

We arrived in Uganda around midnight, which meant we needed to wait an extra day to see the bright blue sky, rich red clay, and lush green foliage of East Africa. However, what we didn’t have to wait for were the bright smiles of the welcoming Ugandan people. Charles, one of our clients at Makerere University, was awaiting our arrival with a Berkeley baseball hat, personalized sign, decaled car, and a grin ear to ear. This would become standard during our first week in-country, when we would meet Makerere students, university professors, the Governor of the central Bank of Uganda, the Prime Minister, and many others.

Our team is working specifically with the Makerere University Private Sector Forum (PSF), which was established 11 years ago as a public-private partnership in the country’s largest and most prestigious university. The Forum’s mission is to bridge academia and the private sector to foster socioeconomic development throughout the country. It’s now launching a new center, for which our IBD team is creating the strategic plan, that will address the youth skills gap in Uganda.

Jeannie Valkevich demonstrating how to create a journey map

Jeannie Valkevich demonstrating how to create a journey map

Before arriving, and continuing into our first-week in-country, we’ve conducted over 50 interviews across what our client calls the ‘trinity’: Academia, the Public Sector, and the Private Sector. Part of the process was understanding the student perspective and, in particular, their pain points as they enter the workforce. To that end, we carried out a design thinking workshop for 23 students, led by our team’s former rockstar teacher (and timekeeper connoisseur) Jeannie. After a silly icebreaker that involved some pretty embarrassing dance moves on our end, we asked students to draw out their “journey maps.” Students mapped out the high points when they felt encouraged and confident about the career development process, as well as low points when they felt confused or discouraged. Given that the students were overflowing with ideas Jeannie had her work cut out facilitating the group discussion.

Matt Hamilton showing off his flawless dance moves during the icebreaker

Matt Hamilton showing off his flawless dance moves during the icebreaker

The workshop really started to get rolling after the break. Four groups of students, each paired with one IBD team member, began to ideate on potential programming for the new Center. After diverging, we encouraged students to converge around an agreed upon set of programs. The groups came up with a number of creative ideas–everything from a student-run farm, to a marketplace to share student ideas with the private sector, to a cross-faculty idea sharing platform. The groups then presented their ideas and recommendations (Shark Tank style) to PSF leadership. And they weren’t shy about asking questions or challenging each others’ proposed programs. As we closed out the session, we had to cut off half-a-dozen raised hands and ask them to keep the conversation going after the workshop. It was pretty inspiring to see how much energy the students had at the end of the three hours. One of the PSF staff members Patrick remarked afterward, “Our students often feel like their voices don’t matter–they were so happy to have their perspective considered.”

Hans Klinger working with the students as they begin to converge on a program idea for the center

Hans Klinger working with the students as they begin to converge on a program idea for the center

After wrapping up the design workshop, we headed over to the Parliament of Uganda to meet with the Prime Minister, Dr. Ruhakana Rugunda, who just happens to be a Cal Alum. Dr. Rugunda has been a staunch supporter of this new center at Makerere University from the start. Before getting down to business, he was eager to hear which states in the U.S. we hailed from. He was back on campus just a few years ago for a class reunion, which I’m sure made some of his classmates feel unaccomplished. Apparently, Berkeley hasn’t changed much since 1978. He also mentioned there was an East Africa Berkeley reunion in Kampala just a few months ago–pretty cool knowing there’s a Cal Bears community in this part of the world. Before heading out, we gave Dr. Rugunda a Cal pennant as a gift, which we’re sure certain he’ll hang behind his desk, right next to the flag of Uganda.

Left to right: Jeannie Valkevich, Matt Hamilton, Khamisi Musanje (Makerere University), Dr. Ruhakana Rugunda (Prime Minister of Uganda), Carolyn Chuong, Beth Foster, and Hans Klinger

Left to right: Jeannie Valkevich, Matt Hamilton, Khamisi Musanje (Makerere University), Dr. Ruhakana Rugunda (Prime Minister of Uganda), Carolyn Chuong, Beth Foster, and Hans Klinger

More to come from Kampala soon!

Young Guru Academy (YGA) Partners with IBD for a Brighter Future

“IBD was the best experience I had at Haas.”  One of the reasons we repeatedly hear this sentiment from our Berkeley-Haas alumni is because of the client/student project dynamic.  The IBD experience goes beyond the classroom and intersects with real life.  For 24 years IBD clients have looked to the MBA’s in our IBD program to solve concrete challenges for their organizations.  They have invested their time, resources and trust in our IBD consulting teams.

One of our exceptional spring 2017 IBD client organizations is known as Young Guru Academy or YGA.  YGA is a non-profit organization founded in Turkey in 2000 with the mission of cultivating selfless leaders to realize the dream of a brighter future for younger generations.  YGA students volunteer over 3,000 hours of their time working in teams on social innovation projects.  The organization focuses on three fields of innovation – science, orphans, and the visually impaired – and develops innovations that impact the lives of many in these areas.

We asked Sezin Aydin, YGA’s Director of International Affairs, to answer some questions about YGA and the IBD experience to date.

IBD: What made you decide to participate in the IBD program?

YGA:  Over the years, we have experienced that the essence of a fruitful partnership is one of shared values and meaning. Once we saw that (Berkeley-Haas and YGA) both value field study and we both find the development of a student imagining a better world to be meaningful, our passion in participating in the IBD program grew.

 

IBD:  What do you hope to accomplish from your IBD experience?

YGA:  The field we chose to collaborate with IBD Students is YGA’s project on the advancement of science among youth.  The IBD team is specifically working on developing sustainable marketing and financial strategy for all three parts of the science project- the launch of a Science Museum to inspire youth and adults with attractive, inspiring and thought-provoking content, production of a Live Science Show, which will be broadcasted on CNNTurk; and the distribution of Science Kits which has been designed by YGA graduates and funded through crowdsourcing.

What strongly unites the IBD team and YGA in this project is the shared dream of children becoming more curious and enthusiastic about science. YGA brings years of experience of working with students from age 10 to 22, visually impaired students, orphans and recently, refugees, as well as knowledge of local opportunities, obstacles, and challenges. The IBD students, on the other hand, bring a global perspective as each team member comes from a different background and knowledge of best management practices.

IBD: How has the IBD experience been to date?

YGA Visits Berkeley-Haas

YGA: It has already been an amazing experience. Even before YGA was selected to participate in IBD program, we always felt we are on the same team. We are aware of the approach most international universities adopt for programs in Turkey nowadays. There are not enough words to explain our gratitude to Prof. Kristiana Raube for the support she has provided to YGA. We very much appreciate her confidence in us, and we will strive to make this meaningful collaboration work in the best way possible.

IBD: Have you enjoyed working with your Team Lead, Faculty Mentor, and newly formed Team Members?

YGA:   Prof. Kristi said in our last meeting, “We feel like we are old friends now.”  This is exactly how we feel about each other.  Team Lead Chelsea Harris and Prof. Kristiana Raube devote many hours each week and have brought valuable resources to the YGA Science Project.  Our team members, Amol Borcar, Mariana Martinez-Alarcon, Annie Porter and Jeanne Godleski, have impressive backgrounds from diverse fields.  Their combined strength is a valuable resource for this project.

Berkeley’s culture is very close to YGA’s culture.  We believe in the essence of Berkeley Culture’s 4 pillars, just, we have them in different words. We believe in questioning the status quo: we say “Positive Challenge” to do things in a better way.  We believe in confidence without attitude: we say “Selfless Confidence.”  We believe in the unlimited potential we possess: we say “Best Today, Better Tomorrow.”  And we always believe in students: we say “Our main project is people project.”

IBD: Are you excited for any part of the process that is coming in the future?

YGA:  Next week, our team will present a benchmark analysis of world-class science museums, their key performance indicators (KPIs) and examples of some of the best practices. The most exciting part will be their final presentation which they will be delivering to a very high executive level audience- the advisory board of the Science Museum. As challenging as it may be, we have no doubt it will also be a broad experience for them.

IBD: What are you most excited to share with your team when they arrive in Istanbul?

YGA: Most importantly, we would like to share the YGA culture. We already consider them YGA students, like ourselves. We would like to share our challenges and what we have learned from them.  A special trip to Trabzon-Tonya, a north city by the Black Sea, is planned which includes science workshops with primary school students.  

There will be two notable events which will take place during our teams’ in-country visit: Great Place to Work Awards Ceremonyin which YGA will be awarded a Great Place to Work in Turkey for the second time; and the YGA Annual Advisory Board Dinner in which YGA will announce its new entrepreneurship model.  

Finally, İstanbul is one of the most glamourous cities in the world.  We will enjoy the most beautiful views of this city throughout the program. Of course, Turkish cuisine is an inseparable part of the program, so we advise our team to start exercising in advance to make room for delicious food!
The IBD Team leaves for Istanbul on May 13th to experience all that YGA has planned for them during their three weeks in-country.  We look forward to hearing from the IBD Team about their experience.  Please check back over the summer as we will feature blogs written by our student teams.  We leave you with the last thought from Chelsea Harris, the IBD Team Lead, about how she feels about the partnership with YGA.

Frank Schultz, IBD Faculty Mentor and Instructor

frank-schultz-compressedThe Haas “Student Always” principle resonates strongly with Faculty Mentor and Instructor, Frank Schultz. “Each time I teach it’s a learning opportunity for me” shares Frank.  “I get to learn about new, exciting places, companies, technologies, and I get the opportunity to work with new students.  Every team, every project is so different.”    

This is Frank’s 7th year of being a Faculty Mentor for the Full-Time MBA IBD program and he has been the Evening-Weekend MBA IBD instructor since its inception in 2012.  As an IBD instructor, Frank loves that he gets to keep one foot in academia and one foot in the business world.  “With IBD I get to apply the theories I am teaching in class to the real world and see what is changing in the business world on a global level.”  

Frank wants his students to adopt this same methodology of applying the skills they are learning in the classroom to real-world situations. “This is where the rubber meets the road”, says Frank, “These are real organizations with real situations that need to be solved. This is valuable work and I want my students to see the value they are giving to their clients and getting from the class.”

To get the full experience, Frank stresses to his students that before they try and “solve” anything, they need to first build a relationship with their client.  He realizes this can be tough, but by slowing down and asking more questions, students can really get at the true root of the problem. “I want my students to walk away from this saying it is the best experience that they had as an MBA.”

Frank has been teaching at Berkeley-Haas since 2005 when he left Michigan State University and followed his wife, former Haas COO, Jennifer Chizuk, to Berkeley.  He has taught Executive Leadership, Competitive Strategy, and International Seminars in Brazil and China in addition to spring and summer IBD. His teaching has consistently placed him in Haas Club Six for outstanding teaching.  Frank says the role of IBD Faculty Mentor is very different.  He regularly works on balancing the different roles he has to play as a mentor, supporter, instructor, and grader.  

Frank coaching Technology Team Leads, Raphy Chines and Harsh Thusu.

Frank coaching Team Leads, Raphy Chines and Harsh Thusu.

Frank admits, “I am always trying to figure out the nature of the relationship.  Sometimes I need to be more hands off and other times I need to offer more support to my students.  I want them to learn for themselves but I also have to be task driven.  Each team dynamic is different and each person reacts to my approach differently.  Relative to teaching my other classes, I have to feel comfortable with having less control over the process. There is no determined journey and as we teach our IBD students’ to be flexible, I, too, have to be flexible with the uncertainty.”  He also jokes that a good Faculty Mentor has to be available to be on calls at all hours, especially very early and very late.  

Frank and Jennifer in Mendenhall Glacier, Alaska

Frank and Jennifer in Mendenhall Glacier, Alaska

One of the perks of teaching international courses is traveling abroad. Frank’s favorite city is Rio de Janeiro because he loves the beautiful scenery, happy people, caipirinhas (Brazil’s national cocktail made from lime, sugar, and cachaça, a spirit distilled from sugarcane juice), and picanha, a popular Brazilian cut of beef.  When asked if he had any travel advice, Frank laughed and said, “Travel business class.”  

2017 IBD Draft; Team Leads Select Their Four Team Members

A sea of resumes covered the IBD classroom tables on February 16th as Full-Time MBA Team Leads and their Faculty Mentors from four categories of IBD projects (Wild Card, Technology, Social Impact, and Retail and Consumer) met to identify and draft four additional Team Members for each IBD team.  The Team Leads were looking for the perfect balance of talent and experience to round out their individual IBD teams.

Faculty Mentor Whitney Hischier and Team Leads Elspeth Ong and Kasey Koopmans

Faculty Mentor Whitney Hischier and Team Leads Elspeth Ong and Kasey Koopmans

As the IBD Team Member draft proceeded, there was no drama or contention, and everyone came out of the process not only as friends but team allies.  While Team Leads looked out for their own team’s interest, they also kept in mind what worked best for their fellow Team Lead’s teams.

“It’s all about balance,” said one Team Lead when asked about her strategy.  “The goal is making the best team for all of us.”   

It was a very collaborative process across all four project categories.  In addition to keeping an eye on their own team’s needs, individual IBD Team Leads looked out for the interests of the incoming Team Members.  There was a considerable amount of internal group discussion to make sure that each Team Member was assigned to his or her best project based on previously expressed project preferences.  Personal insights and class awareness also played a role in team selection: in many cases the Team Leads said to each other that a certain potential Team Member “would be perfect” for another Team Lead – sharing their knowledge of that individual’s strengths as a project candidate and how that person could positively affect the project team.

The Retail and Consumer Goods IBD group working on their selection of Team Members

The Retail and Consumer Goods IBD group working on their selection of Team Members

In the end, all of the Team Leads appeared pleased with the selection of their respective Team Members.  Overheard was this comment about the overall draft process: “I love my team.  That was way better than I thought it would be.  Our group was extremely supportive and made sure we all got the skills we needed to be successful.”

Team Leads Nolan Chao, Harsh Thusu and Raphy Chines

Team Leads Nolan Chao, Harsh Thusu and Raphy Chines

Next on the agenda for the Team Leads is making a short video that will introduce the newest Team Members to their respective projects.  These individual video presentations will be shared on March 2nd at the “Big Reveal” IBD class,  during which incoming Team Members will learn about their IBD project, as well as their Team Lead, Faculty Mentor, client, and project destination.  Here in the IBD program, we can’t wait for March 2nd.  Stay tuned for more!

 

 

Getting started

To get a sense of the evolution of our project, one could start with the name of our team. Initially, we – Theo, Vaisakh, Josh, Asli, and myself (Cameron) – were assigned to groupelephant.com, a South African for-profit company with a  “three-zone” business model consisting of a for-profit software business as well as non-profit and impact investing activities around wildlife conservation and poverty alleviation. The client was frustrated that all of the good work it had done for conserving elephants and rhinos had gone nearly unmentioned in the press, and hired us to turn that around.

After a semester in Berkeley figuring out how to market this unique business model to a corporate audience in the U.S., we decided to refocus our efforts on just the non-profit entity of groupelephant.com, ERP – short for Elephants, Rhinos, and People. We were fortunate to work with Quintin Smith, a Haas alum himself, who embodied the passion and entrepreneurial spirit we came to recognize in all of ERP and groupelephant.com.

On The road!

The highlight of our three-week trip was without a doubt heading down two days after we arrived to a wildlife reserve in the Eastern Cape. The reserve had recently suffered a tragic rhino poaching, and we were there to discuss steps the reserve could take to protect the rest of its herd. These conversations dovetailed nicely with one of our final deliverables, developing an Indiegogo crowd-funding campaign for a technology-driven rhino security solution.

Every good Indiegogo campaign has a short video to go along with it. So we had to take to the streets – er, the dusty trails – of the reserve to start shooting some film.

To get the best lighting, we woke up at the crack of dawn for some sunrise safaris…

Our director and team lead, Theo, with his cinematographer Rob (of ERP)

Our director and team lead, Theo, with his cinematographer Rob (of ERP)

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…and went back for round two as the sun set:

 

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With this trip, we really took mixing business and pleasure to new heights – we struggled to think of another time when we’d be holding team meetings around a campfire, or conducting research from the back of a safari truck.

Enjoying my fifteen minutes (seconds?) of fame as a stand-in for our interviewees.

Enjoying my fifteen minutes (seconds?) of fame as a stand-in for our interviewees.

Our crew hard at work

Our crew hard at work

As much as we loved our time on the reserve, eventually, we had to pack our bags and say goodbye.

Me, Josh, and Vaisakh on a final ride with our German-Spanish-French tour guide Pablo

Me, Josh, and Vaisakh on a final ride with our German-Spanish-French tour guide Pablo

A weekend retreat

Fortunately for us, the Quintinator was not about to let us go back to Pretoria quite yet. Instead, he and the rest of the crew took us up to Modumela, a ranch several hours north of the city.

After several days of filming and focusing exclusively on our Indiegogo campaign, we needed to step back for a moment to think through our project’s broader objectives.

Hard at work, clearly

Hard at work, clearly

But it was the weekend, and we made sure to relax:

Learning new hobbies

Learning new hobbies

Grilling full chickens!

Grilling full chickens!

Closing down the campfire at 2? 3am?

Closing down the campfire at 2? 3am?

The real work begins

When we got back to Pretoria, we buckled down in the office and got back to work. We had a gargantuan task ahead of us: taking a semester’s worth of research, conversations, and observations and coming up with a succinct yet comprehensive branding for this burgeoning non-profit. Very quickly, we realized that this work was more than just a marketing exercise; it was getting to the heart of ERP’s strategic first, figuring out how to communicate it second.

Like any good first-year Haas students, we got our PFPS on:

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The Windy City

Despite being in crunch time, we managed to find time to get away, just the five of us – the dream team. We spent the weekend in beautiful Cape Town, taking a much needed break from everything branding, marketing, and frameworks.

Asli making some new friends

Asli making some new friends

 

Blown away by Table Mountain!

Blown away by Table Mountain!

Elephants, rhinos…and sea lions?

Elephants, rhinos…and sea lions?

Wrapping up

In the end, we delivered a comprehensive branding and marketing action plan for our client. This final report provided some realistic, actionable recommendations for coordinating ERP’s communication from the inside out.

It wasn’t always the easiest process – we took the liberty of proposing some bold new ideas, and the clients didn’t always pick up what we were putting down, sending us back to the drawing board. This entire experience was undoubtedly a valuable learning process. If anything, we learned that, for all of the immense value of the Haas core curriculum, what works in a business setting isn’t always the most feasible for a young non-profit. We didn’t realize it at the time, but our challenge was adapting what we had learned in Marketing (and in Strategy, Leading People, Leadership Communications…) and adapting it for an untraditional setting. Three weeks and many Post-Its later, we can confidently say that we “cracked the code” on non-profit marketing.

All done!

All done!

As for me, I learned that, when you have the right crew by your side, getting around the South African bush on crutches isn’t so hard. I wasn’t sure what three weeks abroad while unable to walk properly would be like, but with help and support from my awesome team, I’d do it all over again in a heartbeat. It was, as Josh would say, truly something special.

The Big Five

The Big Five

Alumni Spotlight: Angela Dorsey-Kockler – Dual Degrees and a Delicious Career

Angela Dorsey-Kockler EWMBA 06, RD, a native of Lacon, Illinois, first came to California to complete her dietetic internship, which would allow her to become a registered dietitian.  Since she was passionate about her work and her independence, and wanted to stand out in her field  she came to Berkeley to continue her education.

Working full-time and attending Berkeley-Haas at night, Angela was driven to complete her MBA.  During her tenure at Berkeley, Angela worked as an Infant Nutrition Representative for Nestle, USA, educating physicians and nurses about infant nutrition products. Once graduated, Nestle promoted Angela to a Marketing Associate.  She says her Haas experience taught her to be competitive and confident and gave her the essential business skills she needed to take on this new role.

Though grateful for the exposure and experience she received at Nestle, Angela was happy to move on to a smaller, more entrepreneurial firm called Promax (an energy bar company).  There she was able to have her “hand in many pots,” which made the work more demanding, but also more interesting and fulfilling,.

Angela found success, – not shocking given her determination to “do [her] own thing,” and consequently, all those pretty letters after her name.

Currently Angela works as a stay at home mother, yet still gives back to her field and community by volunteering as the President of Portland Academy of Nutrition and Dietetics. The organization aims to promote the success of RDs in their communities as well to improve the health of local citizens through food and nutrition.

In her current volunteer role Angela applies her Haas foundation to the great work she does. Managing volunteers to maintain focus on the common vision presents challenges, but she is excited to be learning more about non-profit work.

Angela is taking steps toward her ultimate dream job, which would be to own and run a non-profit restaurant for low-income, high-obesity families in her community.  The idea would be to provide an affordable alternative to people in need of a fast food option due to time constraints. Angela is thrilled about this “next phase” in her life, and the entrepreneurial dream really does suit her reality.

In her free time, Angela works on edible landscaping, and even envisions a chicken coop in her backyard to further promote ecologically and financially sustainable foods in her own home. Her work and her goals are truly inspiring, and she advises that Haas grads be open minded to all opportunities they may come across.  This “wavy curvy road” can lead to many places you wouldn’t predict, she says, and indeed it can. Admittedly, “it’s scary to go out and try something new,” but Angela is proof that it is well worth the risk.

In the Eyes of a Mexican Ophthalmologist

Team salaUno is working in Mexico City with salaUno, a for-profit social enterprise that seeks to eliminate needless blindness by providing low-cost cataract surgeries. EWMBA students Thomas Chuang, Stephanie Lai, Aarti Shetty, and Shailendra Srivastava are developing salaUno’s value proposition for ophthalmologists. 

Hola amigos! Although none of us have medical backgrounds, we now better understand the point of view of a Mexican ophthalmologist after spending 2 weeks at salaUno. We conducted 9 individual interviews and 2 focus groups with salaUno ophthalmologists. Drawing from our PFPS and Leading People courses, we engaged the doctors in a Post-It idea generation exercise and dot-voting to brainstorm ways in which salaUno can retain and recruit doctors.

Focus group 2

Shailendra, Thomas, and Aarti with the doctors

The doctors commented that the focus group was a great exercise that helped them come together as a team to discuss issues of concerns and brainstorm solutions.  We discussed some potential solutions that we had developed, and their feedback gave us useful insights.

After spending Wednesday and Thursday preparing for our final presentation for the co-CEOs and HR Director of salaUno, we felt privileged to have a professional photographer, Val Torres, come to salaUno to take photos of the clinic and our presentation. A few select pictures are included below, and here is the entire gallery for your viewing pleasure: http://valtorres.jalbum.net/SalaUno/

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Thomas, Shailendra, Stephanie, and Aarti with patients in the waiting room

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Team salaUno with 2 ophthalmologists, Omar Honerlage and Flor Reyes

salaUno final presentation

Team salaUno with Co-CEOs Javier Okhuysen and Carlos Orellana (Haas MBA/MPH ’10)

Our presentation became a 3-hour meaningful and constructive dialogue with salaUno’s co-CEOs. Reflecting on the past month, we’ve learned about the complexities of scaling a health care business, as well as leading and motivating people effectively. Muchos gracias for an amazing IBD experience!

Team Habanero Spices it up for EPI-USE!

Team Habanero (we’ll explain later) was recently in the United Kingdom, Australia, and South Africa working with EPI-USE on a project to build a forward-looking operational model to help senior leaders better understand regional performance and share best practices across EPI-USE, globally.

Our team was thrilled to learn that our International Business Development experience would be supporting a Haas alum, Quintin Smith.  Working with an alum was a privilege. Quintin went above and beyond to show us how important this project, and our professional development, was to him. Quintin is a 2008 FTMBA alum from Haas and joined EPI-USE upon graduating. This brought him back to his native South Africa, and more specifically, to his hometown of Pretoria which is also home to EPI-USE Global HQ.

A bit more on EPI-USE:  a technology solutions provider traditionally focused on SAP Human Capital Management products and implementations.  In additional to South Africa, EPI-USE has 3 other major Territories of operation: Australia, United Kingdom and the U.S. Luckily enough for our team, this meant we would have the unique opportunity to travel to multiple countries during our in-country stint.

Early on, the team realized that we had something big on our hands. Every week, we spent time with Quintin via telephone, bouncing ideas off of him and reporting on our progress.  Not only that, we held bi-weekly calls with Jonathan Tager, Group CEO of EPI-USE.  Jonathan was extremely engaged throughout our project, making sure that we had all the resources and access needed to build or model and understand the operations in each of the four regions.

The team spent a considerable amount of time scoping the project, making sure that our expectations were challenging, yet manageable.  This time proved to be crucial as we began to delve deeper into the nuances and differences in operations among the regions. Before traveling to the regions, we scoured their financial statements and held in-depth interviews with the leaders and head accountants in each region.  Our goal was to have a good understanding of the business before arriving in-country.  One key milestone we wanted to achieve was to have a working excel prototype of the model ready before our travel – and we did!

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Berkeley > London & Sydney > Pretoria

As we mentioned before, in order to build our model with the level of accuracy required, we had to travel to each of the regions and uncover the drivers of revenues and costs.  Stephen and Kevin traveled to the UK while Rodrigo and I headed off to Sydney.  What we found there was no surprise: amazing people! An overarching theme of our IBD experience was the generosity, hospitality and kindness of each and every EPI-USE employee we encountered. Our team was taken aback by the level of caring showed by our hosts.  When we needed their time, they were there, no questions asked.  We cannot say enough about the unique culture at EPI-USE, where we learned ‘management’ is a verb, not a noun (thanks, Jonathan!).

So what did we do? After building a solid understanding of the EPI-USE business, including how the company earned and invested money, we iterated on our excel-based model.  These iterations made for some long days…

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We worked long days…

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…and long nights (Julio was the resident photographer. He actually did do some work)

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Sleep? We got it however we could!

We certainly do not want to portray our IBD experience as all work. We played…a LOT! It was our first time in these countries, and we took full advantage thanks to our extraordinary hosts.

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Rodrigo (left) and Julio (right) in Sydney

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Kevin in London

South Africa was unbelievable. We saved rhinos! In South Africa today, rhinoceros poaching has reached an all-time high, threatening the species. They are poached for their horns, which can fetch upwards of $250,000 USD on the black market. We had the extremely rare opportunity to participate in the transport of a number rhinos, which were being moved to platinum mine, where they would be heavily guarded against poachers.

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Kevin (left) and Rodrigo (right) on safari

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Stephen getting up close and personal with the rhinos.

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This was basically dinner each night.

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In the end, our project was a success.  Our model was well received and is being piloted in the UK.  We have memories to last a life time.  Thank you EPI-USE and a special thanks to Quintin!

Oh, and we were dubbed Team Habanero because Quintin always wanted us to go the extra mile in our analysis.  He encouraged us to be creative and think outside of the box.  He called it “making things spicy”!

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The guys found some time to play a few holes before hopping on their flights back home.

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Discovering electronic identity in Hong Kong – defining a global strategy

Team 2 checking in from Hong Kong, where we just finished up our project for an international security and systems integration company.  We used many of the tools from our strategy class to provide the company with recommendations on how they should attack the electronic identification market and to assess their internal and external fit.

Arriving very excited for our three weeks of work, we were in for a couple surprises on our first day.  After walking a few blocks from the MTR station in what may have been the most humid weather I’ve experienced, we arrived early at our office only to find that the facial recognition system was down.  We mingled with a handful of company employees in the lobby, which felt more like a sauna, until someone with a key finally arrived.  Soaked in sweat wasn’t how I imagined starting the first day.

When lunchtime rolled around, the company invited us to join them for dim sum.  Chicken feet weren’t something I had planned on eating in my life, but when in Rome… This video more or less sums up our cultural experience at lunch – check it out! http://www.youtube.com/watch?v=6_WAmt3cMdk – though our food was delicious!

Our final surprise of the day came when we learned part of the team may be going to a biometrics conference in Sydney – question was, who would go?  We ended the day by dodging a massive thunderstorm at The Pawn with the other IBD team working in Hong Kong for some cold beers.

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(view of Kowloon from our hotel)

Our accommodations were a little bit further away from Central Hong Kong, but the compromise was size and quality.  Real estate is very expensive in Hong Kong, and as we saw from the other group’s rooms (maybe 6’x6′ with a bathroom and shower included), it’s very tough to find space.  Here’s a quick peak at our place:

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(we shared a couple of 2-bedroom suites for our stay – we were quite comfortable)

As I eluded to earlier, this was an adventure that included many surprises, one of which was the weather.  Our first taste of Hong Kong was particularly rainy – thanks monsoon season!  After peering out our office windows at the dark and ominous skies, we heard that many people in Hong Kong hope for “black rain” – an advisory from the weather service to stay home and off the roads, which happens every few years and people run to the shopping malls and movie theaters.  Nobody goes to work.  You can guess what happened next.

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(weather advisory warning >70mm of rain per hour – advised to take shelter)

Another theme for our trip is FOOD – and a lot of it.  We’re pretty sure as a group that we tacked on something like 30 pounds while we’ve been here.  Our experiences have varied from traditional Cantonese all the way back to the unforgettable taste of a bacon cheeseburger.  You’ll see below just a selection of the impressive feats Team 2 was able to accomplish.

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(Michael enjoying not one, but two dinners – he’s a growing boy)

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(Richard discovering the difference between a 1/2 lb burger and 1/2 kilo burger in Sydney – and why i love the metric system)

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(demonstrating western culture – Richard inexplicably clears his plate)

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(incredible sushi spread at dragon-i, where we met up again with our classmates and our Berkeley alumni project sponsors.  sadly i was only able to capture one of the seven courses of our dinner)

We want to say a special thank you to our friends in Hong Kong – for all the lunches, dinners and guidance you gave us while we were here, and for your patience and willingness to help as we navigated the uncertain waters of the identity document market.  There were many twists and turns along the way, and we asked a lot a questions.  I hope we were able to provide you with some answers that will be valuable to you in the future.

We learned how difficult it is trying to converge on a single strategic direction when faced with so many options.  We dipped into our post-it note collection and wore out a few dry-erase markers before arriving at our conclusions, and now come back to Berkeley looking forward to the next time Ned asks us to disagree with him. We’ve master the fit, in and out!

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(happy birthday Alex!  we popped in on another Haas IBD team in Sydney to celebrate)

As we reflect on our time here in Hong Kong, we can definitely say it’s been quite a ride.  We’ve demonstrated what fun you can have when you send a group of Haasies out into the world – and that no matter where you go, you don’t have to go too far to find another.  You’ll never meet a more welcoming group of people – regardless of graduation date.

We leave you with views of Hong Kong from Victoria’s Peak, as the city transforms from day to night. We will miss it!

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Sincerely, Team 2

Disrupting the Education Technology Industry in Brazil

Team Starline is in Belo Horizonte, Brazil looking to help our client, Starline Tecnologia, an education tech start-up, evaluate the opportunities in the Brazilian Education B2C market and define an appropriate business model for entry.

As our project is winding down and we work on our final deliverables we have had a chance to reflect on our wonderful experience in Brazil thus far. We spent the first weekend in Rio, where we visited with Team Funio, enjoyed the picturesque scenery and lively nightlife, and made sure that before we left we became experts in Samba.

View from Pão de Açúcar (Sugar Loaf), Rio de Janeiro

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Team Starline enjoying Pão de Açúcar, Rio de Janeiro

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Enjoying Samba at Carioca de Gema in Lapa, Rio de Janeiro

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Our second weekend we stayed in Belo Horizonte; the holiday weekend promised a fun-filled two days. We took in an outdoor music festival, experienced the Mercado Central where we not only purchased souvenirs like Cachaça and Havaiana flip-flops, but also enjoyed sipping beers squeezed between locals that heckled every time someone wearing an opposing team’s soccer jersey walked by. We also had a chance to visit Ouro Preto, the picturesque former capital of Brazil from when the Portuguese reigned, that is surrounded by gold mines.

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 Amy and Stephanie with our Host/Company Liaison, Marcelo, Ouro Preto

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Our project has come together very well in the last two weeks. While we had completed a lot of market research at home in Berkeley, we were lacking in ethnographic data and really wanted to get a deep and thorough understanding of what the day-to-day teaching life was like for both private and public secondary school teachers, our potential consumer targets. Thus, our first week consisted of visits to public and private schools.

Our first school visit was to Milton Campos, a public high school. In many ways it reminded us more of a prison—metal gates and high walls that are covered in graffiti surround the school.

Entrance to Milton Campos

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We were greeted by the Assistant Principal who gave us a tour of the school, which consisted mainly of dark halls and classrooms filled with nothing but old desks and a chalkboard.  

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Vivek shows some Haas love

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The library had one computer, which was close to 10 years old and looked as though it had not been turn on or used in years

Ancient computer in the library at Milton Campos

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The public school kids were required to wear t-shirts as uniforms and go to school in shifts. At this school the 11th and 12th graders attend school in the mornings from 8-12 and the 10th graders came in the afternoons from 1-5. Others who work during the day attend evening classes from 6-10. We observed a chemistry class where on that day the kids were lucky enough to have a lab that they get access to only once a month. The students were very excited to show us the experiment they were conducting and shouted out the few English words that they knew.

We were told that many of the kids drop out by 10th grade and of the ones who graduate only a few will go on to private universities. The public high school students do not even attempt to apply to public universities, which are considered the elite colleges in Brazil, because they are too hard to get into and the students have not had the resources available to them to compete with private high school students. The irony is that one has attend a private high school, which is very expensive and elite in its own right, in order to be accepted into the free public universities.

Students from the chemistry class we observed

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The public school teachers that we spoke to were tired. They spoke to us about teaching more than 1500 students at any given time, and explained that they typically worked at two or three different schools per day in order to make enough money to live on. The school provides them with no resources and often times they have to pay out-of-pocket to provide paper or other materials for their students to use. They show up to work and struggle to connect with their students, frustrated by a lack of pay and the lofty expectations of the school administration. They all spoke of not having the time to track student progress or come up with new lesson plans.

 The next day we visited a private school, Isabela Hendrix, which houses not only grades K-12 but a university as well. Many of the students spend their entire educational upbringing at this school. One girl we met has attended the school since kindergarten and is finishing up her law degree this year. We were given a tour of the facilities by the program director, which included well-lit, clean classrooms with modern computers, projectors and white boards. The school had numerous science labs, kitchens to teach the younger kids how to cook, computer labs containing more than 30 modern computers and university caliber auditoriums. The contrast to the public school is like night and day. 

A computer lab at Isabela Hendrix

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Auditorium

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We sat in on an English class with graduating seniors. The teacher was excited to have us there and asked that we each sit with small groups of 6-7 students. We proceeded to tell them about ourselves, our project, and discussed what the students like to do on a daily basis. Some of the kids spoke very well, while others were just beginning to learn the basics of English—however, it was clear that these students have been given opportunities and a foundation for success.

 Amy telling the students about Taiwan

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Our new friends 

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Teachers at this school were much more optimistic. They all emphasized their love of teaching and were clearly much less stressed out. They don’t have to worry about resources for the students as the school covers their expenses– it also does not hurt that they are paid 3-4 times more than public school teachers. They work at only one school and are in charge of somewhere close to 100 students at a given time as opposed to the 1500 students that public school teachers are responsible for. The overall environment leads to both happier students and more satisfied teachers.

With our ethnographic research done, it is now up to Team Starline to come up with a suitable product for the potential B2C market. We will continue to contemplate our recommendations over Caipirinhas, Brazil’s national cocktail. Saúde!