Phnomenal Times

Written by Sushant Barave, William Conry, Daniel Conti and Joe Layton

For our IBD project, we’re working with Cambodia’s first and only rum distillery, Samai, based in Phnom Penh. Our team is partnering with Samai’s founders, Antonio and Daniel, on expansion strategy, new market pricing, operational improvement and accounting guidance.

Prior to arriving in Phnom Penh we had been corresponding with Samai to finalize the scope of the project and complete as much pre-work as possible. While our team was productive across those six weeks, it was remarkable how much more effective we became on location with the client. For instance, we had an idea of what the rum production process looked like, however being able to visualize the steps enhanced our understanding to the level required to make recommendations.  Additionally, speaking face to face with Daniel, Antonio and Champich, the master distiller, we were able to have more insightful conversations and gain a better feel for the business and its needs.

Dan and Sushant review the production steps with Daniel in order to calculate COGS

Dan and Sushant review the production steps with Daniel in order to calculate COGS

Another byproduct of live meetings is shifting priorities. While the project work streams had been determined in advance of our arrival, it became clear our first-day additional challenges that require support will surface. Our team recognized the importance of prioritization as a guiding principle – we need to invest our time and resources into the projects that are most vital to Samai and also ensure our deliverables are actionable.

 

Cocktail Competition

Samai’s distillery is open to the public on Thursday nights, when it serves up Samai rum-based cocktails to a lively, mostly expat, clientele. During our required rum tasting our first day on the job I suggested –  somewhat jokingly –  that we have a competition on Thursday to determine which Haas team member can create the best cocktail. Antonio sounded intrigued and within a day we had teams decided, menus set, ingredients purchased and a professional flyer posted on social media. That escalated quickly!

Dan and I settled on a variation of a Dark and Stormy entitled Ann’s Arbor, an homage to our undergraduate institution. Leveraging Joe’s advanced rum knowledge, he and Sushant crafted a more complex, boozy concoction, a Queens Park Swizzle.

We met at the distillery early to pour practice drinks and tweak the recipes until we had it right. This was not just a fun experiment; patrons would be paying for these cocktails! Once we had the proportions, preparations, and presentations down, it was game time.

It could have been the Berkeley-Haas name on the flyer, perhaps it was the sophisticated drink selection or maybe it was our rugged good looks and charm behind the back bar, but the orders flowed in like Trump tweets after a New York Times bombshell report.

Bill and Joe try to keep up with demand behind the bar

Bill and Joe try to keep up with demand behind the bar

At a few points we couldn’t keep up with the demand – we were forced to act like seasoned bartenders who knew how to accommodate a packed bar.

For the competition piece, believe it or not, according to the official tally the contest ended in a tie! The Ann’s Arbor team will point out that our drink had a higher volume of orders, which should be the tie breaker. The Queen Park Swizzle duo will remind us that more orders led to more misinformed votes from those who only sampled one beverage.

Regardless of who deserves the crown, overall the cocktail competition was a win. We learned useful skills that aren’t often taught in the classroom, had fun, brought in incremental sales for Samai and met some interesting people.

After shaking and stirring as celebrity bartenders for the night, it was back to our real lives Excel modeling and PowerPoint-ing as consultants at the Samai office the next morning. It was fun while it lasted, but there’s still work to do!

Back to work

Back to work

Berkeley Haas IBD 2017 – Aramis Menswear, Sao Paulo, Brazil

Written by Diane Chiang, Barun Mazumdar, Abhishek Mishra, Kalyan Pentapalli and Priya Vijayakumar

Weekend before in-country: Foz de Iguaçu

Five happy and excited Cal bears arrived at the Iguaçu airport on late Friday evening after spending almost a day in air and in connecting airports. We checked in at the beautiful Belmond hotel (which overlooks a small portion of the falls) and had our introduction to authentic Brazilian cuisine and Caipirinhas. It was love at first sight! The Iguaçu falls were absolutely breathtaking – on Saturday, we took a short walk along the waterfall trail and a boat ride on the Iguaçu River before flying to Sao Paulo.

The beauty and grandeur of the waterfalls made this short detour to Iguaçu totally worthwhile.

We arrived at Sao Paulo (SP) on Saturday evening and to kick off our 2-week stay at SP, we went to the acclaimed chef Alex Atala’s restaurant – D.O.M for an amazing fine dining experience. We spent the rest of the weekend exploring Sao Paulo and fine-tuning our Day of Arrival presentation.

First Week at the client site in Sao Paulo

We had an early start on our first day at Aramis’ office – Fabio Davidovici and Luan Silva with whom we had been collaborating since the start of our project greeted us. We presented our “Day of Arrival” presentation to Richard Stad (CEO) and Fabio. It was a very interactive session peppered with questions and interesting discussions around retail trends, brands, and competition.

Because of the high level of engagement, our meeting that was initially scheduled for an hour ran for over two hours. Richard appreciated the groundwork we had done while at Berkeley, it was also a great opportunity for us to learn more about the company and its challenges directly from the CEO. At the end of the first day, Fabio gave us a tour of one of the stores to round out the day.

On Tuesday, we spent the entire day visiting Aramis’ stores at various malls in Sao Paulo. This was an amazing way for us to get to better understand their products, store layouts, and store employees. We interviewed many store managers and sales people to understand the challenges and processes within the stores. We also visited many of Aramis’ competitor’s stores. We shared our initial feedback, observations, and ideas with Fabio, many of them centered on visual merchandising in the store.

Throughout the course of the week, we met with directors and managers across different functions – Marketing, CRM, Inventory planning, Warehousing, E-Commerce, Store Supervisors, Retail, HR and Customer Service. We also got a chance to have lunch on one of the days with the Founder, Henri Stad. Although we experienced a language barrier, Fabio attended all the meetings with us and helped with translation and provided more context.

We also scheduled meetings with stakeholders outside Aramis. We had a very insightful discussion with Fabio Matsui from Cypress Capital (HAAS ‘03) where he walked us through the Brazilian apparel retail industry and the various participants.

We also met with Daniel Maladrin (HAAS ‘05) from 2BCapital/Bradesco – the PE firm that invested in Aramis few years ago. Daniel introduced us to Leonardo Santos from Semantix, which was another company that the PE firm had invested in. We invited Fabio to join us for our meeting with Leo, where he walked us through the omni-channel strategy he had implemented at an American retailer and the challenges he faced launching in Brazil. We identified many synergies between Aramis’ omni channel implementation and the current work that Semantix is doing, and the two companies plan to start some initial discussions to collaborate.

By the end of week one, we learnt a lot about the Brazilian people – their food, culture, and working styles.  Fabio spent a generous amount of time to ensure we were comfortable, got enough face time with Aramis employees and explored Sao Paulo the way locals do.

 

Splendid Salvador and Refreshing Recife

We took a late flight on Friday to Salvador to experience the northeastern part of Brazil. We spent Saturday at Salvador exploring the churches, beaches and the colorful Pelorinho neighborhood. The highlight of the day was the amazing Bahian cuisine we had at Pariso Tropical. This restaurant won our top vote among twenty other strong contenders for the best food of our entire trip! Later that night, we flew to Recife and spent our Sunday exploring Recife and nearby Olinda. We returned to Sao Paulo on Sunday night.

Monday started with a series of previously scheduled meetings.

Talia from Visual Merchandising was the first meeting; she travels around the country for store openings and renovations. She has been re-working the store layouts to make them look fresh and cater to younger demographic. The major challenge she faces is convincing the store managers that the new layouts will lead to increased sales. We then met with Felipe from Store Sales Management who manages all store managers across the country and was able to share how sales strategy has changed over the years and lately with the advent of new POS technology.

 

At the end of each day, we debriefed and communicated our findings till date and next steps with Fabio. We had dinner with Fabio and his wife Fernanda, who took us out to Don Veridiana, which many locals claim to have better pizza than in Italy.

On Tuesday, the team interviewed Mariana, Director of Product, the final scheduled interview and learnt more about how Aramis designs and sources its products. With interviews now over, we focused on consolidating our findings and clarifying any remaining questions we had. After a full day working session, the team agreed to expand the scope beyond assortment planning and omni-channel to include other functional areas and do a 360 analysis.

On Wednesday, the team marched towards the converge phase and began to build on the final business plan to the client. We separated our recommendations into multiple functions including: Inventory Planning (Assortment and Replenishment), Customer Relationship management (CRM), Customer Service, Data/IT Integration, Store Experience, Multi-channel, and Internal Communication. Throughout the day, we had multiple calls for clarifications, and by the end of the day, we had an initial draft that we shared with Fabio before we headed out for some excitements! In the evening, we went to watch football match between two bitter rivals: Palmeras and Colinhas, accompanied by Fabio and Luan.

Thursday being the final day, the team had an early start. We received feedback from Fabio on the initial draft, and decided to move forward with additional deep dive into assortment models. We had dinner at the CEO Richard’s house, along with his wife and son. We learned about Richard’s travel experiences, and discussed his vision about emerging technologies in retail. After dinner, the team headed back to the hotel for the final home stretch of our business plan and wrapped up around 4am.

Friday, the last day at Aramis, was quite a bittersweet experience. We started the day with our presentation with Richard (CEO), Fabio and other executives. Richard showed strong interest and agreed with most of our findings and recommendations. He showed special interests in the assortment models that we recommended and believed it could be quickly implemented. Richard appreciated the fact that we had dug deep into the entire organization, and that we understood the sentiment and culture of Aramis in such a short timeframe. Though rewarding and relieved, it was quite a bittersweet moment when we finally had to say good bye to everyone at Aramis.

Brazil Finale

For the final weekend in Brazil, we headed to Rio de Janeiro. Over the next two days, we experienced the landmarks, nightlife, shopping, and cuisine. The experience of the IBD program has been beyond our expectations and cannot be expressed in words. We appreciated the opportunity to work with Aramis while experiencing the incredible country of Brazil. The five of us also built such strong bonds during the trip that we know we can rely on each other.

Leaving on a Jet Plane: Four Summer IBD Teams Depart for IBD In-Country Experiences

2017 Evening Weekend IBD Students

The IBD Evening Weekend MBA (EWMBA) Teams are on their way to their in-country destinations where they will spend the next two weeks working with their IBD clients before presenting their final recommendations on July 14th.  Despite only having a short 6 weeks to prepare, IBD teams are ready to start their time with their clients, face-to-face.  Teams are traveling to Harare, Phnom Penh, Mexico City, and Sao Paulo.  Are they ready?  Faculty Mentor and Instructor, Frank Schultz shares that his students “can’t wait!  They have been preparing with such intensity for their in-country time.  They have formed very good relationships with their clients via skype, google hangouts, etc, but are anxious to work directly with their clients.”

While the teams have been digging into the scope of the project and learning about their client’s industries, they have also been focusing on team dynamics.  ACT Team Lead, Praveen Settipalli is impressed with all that his team has accomplished in a short 6 weeks.  “Our team has quickly bonded and formed a trust that has helped us to divide and conquer our workload and be able to deliver what we promised to our client.”  

In addition to great team dynamics, the Team Leads must put all of team members’ skills to work.   This may be one of the hardest parts of the role, but when it is done right, it is one of the most rewarding.  Sushant Barave, the Team Lead for Samai Distillery, has found this part of the journey “personally satisfying”.   He has been working with a “great bunch of Hassies” who “in several aspects, are at a higher level of expertise in specific subject matters, than me”.  Sushant has looked to his peers to provide a “high level of expertise in specific industries and functions” and he feels that his peers “strengths have created a tremendous learning opportunity for all of us, (that) hopefully set (them) up for delivering a quality product to their client.”  

It should be no surprise that the time in-country makes the whole process more productive and manageable.  It is difficult trying to communicate via video platforms across time zones,  language differences, and cultural nuances.  Teams and clients are excited to break down those barriers and dig into their projects face-to-face.   

Team Lead, Kalyan Pentapalli, and his team are ready to get to Sao Paulo to work with their client Aramis Menswear.   With no retail experience on the team, they have had to get up to speed quickly. This is exactly the experience that they hoped to get by signing up for IBD.  “In the past month, I have learned so much about consulting and retail, more than I have learned in the two and a half years of being in the MBA program,”  Kalyan shared.  

Cambodia’s first rum distillery. Founders Daniel and Antonio grew up in Venezuela, soaking in rum culture and drinking the best rums of the world

Sushant couldn’t agree more with his classmate, Kalyan.  “I am super excited about getting to Cambodia. I feel it is all coming together.  Over the last 6 weeks, we have already been able to apply several concepts we grasped as part of our coursework at Haas. Part of our project focuses on operations, and I can see our (Berkeley-Haas) Operations Professor talking about inventory management concepts that we are trying to apply.  We are also be looking at the quality of financial statements as well as pricing and expansion which bring together the knowledge we have gained at Haas. One of the main reasons I wanted to be a part of IBD was to see how we can apply what we learned in the classroom to the real world.  This is where the rubber meets the road. In a couple of days we start to find out what works and what doesn’t in a practical setting. This is the most exciting part. In some ways, most of our work in Berkeley has been on paper and now it’s time to test it.  We are going to do that over the next two weeks.“

IBD Team & ACT 2015

This summer, two teams are working with repeat clients, ACT and Samai Distillery, and having the past IBD exposure has helped with efficiently this year.  Samai’s Co-Founder, Daniel Pacheco learned a lot from the “previous year where communication was not great before the team arrived.   It was hard for us to understand capabilities and expectations and also because things change so fast being a startup.  But with this team, we discussed these points from the very beginning and were able to have a more effective approach.”  These insights benefited this year’s Samai team and they were able to define a clear scope and identifying which deliverables would be the most useful.

Two weeks can go by very quickly and with so much to accomplish, clients and students are anxious to hit the ground running. Kalyan’s team has already presented their full day agenda and wish list for customer and stakeholder interviews to Aramis.  Fabio Davidovici, Aramis’s Strategic Planning Director, is anxious for the team to arrive so they can “have great discussions and clever insights”.  Samai’s co-founder’s goals are to get them more familiar with the business, then they will spend time gathering as much data as needed to finalize their deliverables.  “We hope these deliverables will not just be a one-off report, but tools that can be used by us to work more efficiently moving forward…it was also very valuable for us to be able to pick the teams brains about areas that might be outside the agreed scope,” shares Daniel Pacheco.  ACT’s Team will stay in their client’s home for the two weeks that they are in Harare.  Praveen says they are excited to experience the intensity and productiveness of a work and living situation.   He also mentioned that his client has a pool and so that makes the six-day work week more appealing.   

On the eve of their departure, we are excited to get all of our Berkeley-Haas students safely to their destinations and started on their team and personal IBD journeys.  We are confident in their abilities to provide their clients with valuable insights and recommendations.  As one of our 2017 Full-Time MBA Team Lead’s shared after returning from her in-country experience, “IBD really is all it’s cracked up to be.”  We expect the same reaction from our Evening Weekend MBA teams.

IBD Team’s Unique Opportunity to work with Crane and Material Handling Equipment Manufacturing Company, ElectroMech

Written by: Jose Vitor Ribeiro Dos Santos, Johnny Gutierrez, Jason Palacios, Hejar Oncel, and Jeff Neblett

Background

Visit to Cranedge, ElectroMech’s servicing, and maintenance subsidiary

India is the world’s second most populous nation and arguably the world’s most exciting business environment. Despite all of us traveling extensively, no one on our IBD team had ever been to the country. We were thrilled to navigate a new business landscape as part of such a unique program, all while exploring a country that we had heard so much about. Yet we were faced with a daunting project scope from our client, ElectroMech, in an industry we knew very little about – crane and material handling equipment manufacturing. Our scope was to broadly explore disruptive technologies and business opportunities that would allow the company to grow revenue 25x from $40 million to $1 billion in the next 10 years (sounds easy, doesn’t it?!). Not to mention, we were handicapped as our team lead could not travel with us. Despite these factors, we knew the ElectroMech team was eager to have our input and help us in any way possible – with their support we were ready to help the company grow!

First Week

Our trip to Pune from Berkeley was over 24 hours and involved many adjustments (new culture, different food, and habits, crazy

Day 1 – Our team visiting the factory floor to understand the production process

drivers and a 12-hour time difference from California), all while preparing for our day-of-arrival presentation. One would think that the first-week in-country would be rough, right? Well, while it certainly had its challenges, the overall experience was nothing short of amazing. Pune is a rapidly expanding city located about three hours by car from Mumbai. We quickly found it to be filled with very friendly and helpful people, great food and an ambitious and ready-to-work client. The first interaction with the ElectroMech team was our day-of-arrival presentation, in which we were able to meet many other leaders of the company, showing them our goals and explaining how important our interactions with them would be in order to achieve a successful project. The presentation was followed by a tour of the factory floor – quite helpful in understanding ElectroMech’s processes and organization – and by the kick-off of our internal meetings with members of the organization.

“Crane Score” – the number of cranes ElectroMech has built at this plant.

ElectroMech organized many meetings with their division heads and team members so we could develop a full understanding of where the company currently stood as well as the company’s strategy. Every interview – we spoke with sales, design, engineering, finance, innovation and others – was very helpful for us, in the sense of corroborating and invalidating parts of the hypothesis we had developed, identifying new opportunities and generating new ideas for our final presentation. We also interviewed local and multinational clients and partners of the company to support this process.

 

Second Week

A lot of work, but a lot of fun – that’s the best definition of our second week in Pune. After a sightseeing weekend in Mumbai and a

Our team with ElectroMech’s Board and the Managing Director’s family after our final presentation

few more meetings with customers and partners on Monday, it was then time to focus on our main assignment in India: a two-hour presentation to ElectroMech’s Board of Directors on Friday. The expectations from the company were very high, and we felt that we had quite the responsibility considering all the attention and support that we had received. We needed to deliver a great presentation and point to innovative solutions and opportunities for ElectroMech.

Our final presentation to the board on Friday, May 26th

The team worked very well together and, even though we had a few long nights researching and tirelessly editing PowerPoint slides, we all were happy with the intensive learning and growth we were experiencing. It was great to use insights discovered during our interviews to better explore and assess the technologies and potential new business models we were proposing for ElectroMech. For example, by interacting with ElectroMech clients we identified key core competencies that allowed the company to stand out from the competition, as well as what new technological core competencies needed from ElectroMech in order to increase productivity and reliability. After several meetings discussing the presentation, working through nine different versions of the slides and practicing the full presentation a few times – it was time to show the result of our work to ElectroMech’s management and the Board.

The final result was great! Our recommendations brought to life several discussions among the board members – just as we hoped it would – and the overall reaction was very positive. The hard work was definitely worth it, and we could finally relax and prepare for a great weekend in New Delhi and Agra… after all, it was about time we visited the Taj Mahal!

Johnny, Jose and Jeff at the Taj Mahal during the second weekend of the trip

Closing

Overall, the ElectroMech IBD project was an amazing experience for us. Not only in understanding more about India – that it is indeed a vibrant country with huge potential for further growth and development – but also the opportunity to work with ElectroMech was unique. We are getting back to Berkeley more prepared for our next professional steps, and certainly with lots of amazing stories to tell!

All Around the World; IBD Teams In-Country

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

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

Team YGA having breakfast on Bosphorus river

Team YGA having breakfast on Bosphorus river

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

Team Seva before going into to witness a surgery in Peru

Team Seva before going into to witness a surgery in Peru

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

Team ElectroMech Team ElectroMech with crane

Team ElectroMech

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

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

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

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

Team Ananda

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

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

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

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IBD 2016 Crowns Conference Winners!  Team Apsara Takes Home Best Presentation.

Every year at the Berkeley-Haas IBD Conference, the IBD faculty announces student team winners in a variety of categories to celebrate another successful year of IBD spring and summer courses.  This year’s IBD team winners were:

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After reviewing six IBD team presentations delivered during the Conference, the award of Best IBD Presentation was unanimously awarded to Team Apsara.  Team Apsara traveled to Harare, Zimbabwe, to develop and teach a two-week entrepreneurship program named ACT (Apsara Capital Trust).  The ACT program was directed to young Zimbabweans who are passionate about social change in a country that faces challenging economic and political conditions.  This was the fourth IBD team to work with Apsara, and the team’s main project objective was to develop curriculum for an online and in-person course for ACT’s Intensive Entrepreneurship Program.   During two weeks of teaching, Team Apsara worked with 21 students daily on design thinking, prototyping, brainstorming, constructing empathy maps, and developing interviewing skills.  At the end of their in-country experience, the IBD team delivered more than course materials. They also recommended how to create an ACT Ecosystem whereby students could share and help each other with entrepreneurial ideas.  In addition, the IBD team suggested possible revenue streams to help ACT become more sustainable.  IBD team member Julian Garzon shared this conclusion from his project experience: “We were impressed to find great people with great ideas everywhere, but the resources are not for them all the time.  It makes us think how privileged we are, and how we should be committed to give back and contribute to the community because these great people should have a shot to flourish with their business ideas. Finally, we can’t underestimate the power of bringing people together who are motivated and driven to work hard and achieve their dreams”.

To read Team Apsara’s blog click here.

Students Shine at 2016 IBD Conference

We officially wrapped up another amazing year of the Berkeley-Haas International Business Development (IBD) program with our final event, the 2016 IBD Conference on September 16th. The Conference started with an interactive poster session during which 22 IBD teams presented their projects, answered questions and showcased their unique experiences and wearables.  Some of the IBD students who went all out were Team Nando, who wore custom designed clothing produced by their client; Team Ashesi, who had matching pockets sewn onto their shirts; Team Inka Moss, who sported Peruvian sweaters and caps; and Team PAG, whose student team lead, Zarrah Birdie, donned a panda hoodie in honor of her team’s experience working in China. 

“All of the students were excited not only to share their adventures and the consulting work they did with their clients around the world, but also to see the huge variety of other projects and cultures that their classmates completed and experienced. Curiosity and enthusiasm were extremely high, and the noise level even higher.” Mark Coopersmith, IBD Faculty Mentor.

The energy was high for everyone at the Conference, including Haas’s CFO, Suresh Bhat, who came by the poster session to engage with IBD students and spend time learning about their projects.

“Attending the IBD conference is always a fabulous experience and seeing the enthusiasm from both FTMBA and EWMBA students as they present their findings, brings their project to life.  The students favorably commented on the experiential learning process. In addition, having to face and overcome language and cultural barriers is a mirror of what many of them will have to face as they take on new career opportunities post their MBA.” Suresh Bhat.

shot-of-the-group-in-the-great-hall

Following the poster session, students and guests were treated to a lunch program that consisted of a panel presentation of IBD student team leads, overall comments from Berkeley-Haas Dean Rich Lyons, TED Talk style presentations by six IBD teams, and an acceptance speech from the 2016 IBD Alumnus of the Year, Rajiv Ball.

Rajiv, a Partner at THNK, Berkeley-Haas lecturer and host of the Design Thinking Course held recently in Amsterdam over spring break, worked previously with IBD as a project sponsor.  In his acceptance video he talked about the amazing experience that IBD provides for students:  “The notion of broadening your international horizons… and the ability to really step outside the US, and explore how business gets done there, that is a true gift that the program brings its participants.”

While there are many highlights from the IBD Conference, it was ultimately about hearing from the students their impressions of their projects and their reflections on the IBD experience.  New to the IBD Conference this year was a panel discussion with IBD student team leads.  IBD Executive Director Kristi Raube interviewed five student team leads and asked them to share their insights on serving in a team lead capacity. One student team lead, Vanessa Pau, said, “It is a rare opportunity to lead a team of peers, many of whom are much smarter than I am, and to actually work with them, learn from them and motivate them throughout times in the project.”  

In addition to the panel discussion, six IBD teams were chosen by a combination of student and faculty voting to present their projects to the Conference audience.  Videos of the lucky winners and presenting teams can be seen here.

Many IBD teams shared how their journeys changed once they were in country, including shifts in their perspectives, relationships, and overall project recommendations.  The student team lead for Team groupelephant.com, Theo Grzegorczk, said of his team’s time in South Africa, “It gave us a real reason to care, and we made this transition by actually getting involved with their company…we learned by really getting into their business.  We went through this process of understanding how they work…and by living the way they do business…we came to understand a little bit more of their company and that is the first step in the design thinking process.”

Team Samai’s Bruno Vargas said, “We had all kinds of backgrounds, not just nationally, but professional backgrounds…We were hands on, we were rolling (up) our sleeves, working hand in hand with them…We were actually giving them to tools to manage their business and in the end, we built strong relationships.”

IBD Faculty Mentor Whitney Hischier summed it up best when she shared the following comment: “The students were really energized and proud of their work and the relationships they built with their clients.  A few told me it was the best experience they had at Haas, and specifically the best team experience.  Exciting to see we are having such an impact!”

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Spurring Innovation in Nairobi’s ‘Silicon Savannah’

 Team Juhudi Kilimo is in Nairobi, Kenya working with Juhudi Kilimo to develop a strategy for structuring, financing and operating a new innovation lab, dubbed “Juhudi Labs”, which will support the continual development of Juhudi Kilimo services to rural smallholder farmers.

Before our trip, we knew that Nairobi is one of the most prominent and fast growing cities in East Africa. Yet, I don’t know if we were fully prepared for the culture of innovation that Nairobi breeds. Also, we didn’t quite realize the impact that we would have as we developed the business model for Juhudi Labs, an innovation lab that would partner with outside entrepreneurs and streamline internal resources to develop micro finance solutions.

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Week one started off at our client’s headquarters: a brand spanking new second floor location in the posh Kilimani area – boasting reliable Internet, a generator, and security guards.  From our balcony, we interviewed local entrepreneurs and Juhudi’s team to delve more into the structure that Juhudi Labs would undertake.

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 That first week we also ventured to iHub, a co-working space and business incubator for local entrepreneurs, designers, and developers. iHub is heavily funded by big players such as Microsoft, Samsung, and Google; and is the heart of Nairobi’s Silicon Savannah.  And although locals deride the term “Silicon Savannah” since there is no real manufacturing capability here, the bigger picture is that Nairobi is abuzz with innovation and entrepreneurship, and our project with Juhudi Labs is positioned to be right at the center of it. GrowthHub, our next stop on the Nairobi tech movement discovery and as equally impressive, offers mentorship, access to capital, and training.

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 Week two took us into rural Kenya, our client’s satellite stronghold. Juhudi offers micro financing to rural farmers, and Ned our strategy professor would say, that is their internal fit. And what a fit it is – we spent about 48 hours over 5 days in a rented matatu, a Kenyan minibus, on Dramamine-required dirt “roads”, visiting farmers throughout El Doret, Bungoma and Masaii Mara (okay that last town was for a safari trip but I digress). We came face to face with the Kenyan spirit of kazi ngumu (hard work), from the farmers who worked tirelessly tending their dairy cows, the cooling plant operators who collected and distributed the milk to brokers, and Joseph our matatu driver who never seemed tired while we uncomfortably slept through most of the ride.

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A lot of us came to business school and chose Berkeley specifically for its proximity to Silicon Valley and the Bay Areas’s ecosystem of entrepreneurship. What we IBD’ers at Juhudi were privileged to experience was not just Mother Africa and the best she has to offer (oh yeah safaris and beach houses!!) but the ability to spur innovation and this ecosystem through Juhudi Labs in the ever-growing Silicon Savannah.

 We are very grateful to IBD and Juhudi Kilimo for the opportunity to meet, work with and learn from such an amazing group of people!

Asante Sana!

Thank you! Merci! Gracias!

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Haas Alum Carlos Orellana Named a 2012 Entrepreneur of the Year in Mexico

Mexico’s Entrepreneurs of the Year include Carlos Orellana, MBA 10 (l.)

Haas alum Carlos Orellana, co-founder of a network of low-cost, high quality eye-care clinics in Mexico, was named an Entrepreneur of the Year by CNN Expansión–and made its cover (see right).

Orellana, MBA/MPH 10, and co-founder Javier Okhuysen are co-CEOs of salaUno, which delivers eye care, such as cataract surgery, to patients on the bottom of the socio-economic pyramid. The duo aims to make salaUno (which has also been an IBD client for two years) the leading health-care provider for Latin America.

CNN Expansión, a magazine covering business and entrepreneurship in Mexico and Latin America, awarded two companies with the Entrepreneur of the Year honor, selecting salaUno in the High Potential category for its rapid growth and social impact.

While at Haas, Orellana co-founded the Latin American and Hispanic Business Conference with classmate Pedro Kudrnac, MBA 10. Though he and Okhuysen had the idea for salaUno before earning his MBA, Orellana says, “It was during my time at Haas that the project really took shape.”

Note: Read about the experiences of IBD teams working with salaUno this summer in these Haas in the World posts.

As part of a summer 2012 IBD project, Sarah Fisher, MBA 13, helps out at a salaUno outreach eye camp in a remote area outside of Mexico City

Ready, Set, Innovate! Autodesk Tournament Tests Students’ Left and Right Brains

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“You’ve just described the Holy Grail for designers…but how will you crack it open?” Next!

 “Great idea. In fact, it’s so great we’re already doing it.” Next!

 “You’re really onto something. Now be like James Cameron—make us believe it’s the next Titanic.” Go!

It was like American Idol for elevator pitches as about 45 students in Haas’ Design, Innovation & Strategy Club (DISC) raced against the clock—and each other—to impress some of Autodesk’s most strategic thinkers at the club’s first innovation tournament March 9 in San Francisco. They sketched teddy bears, scribbled flow charts, and even flapped their arms and shrieked like hawks as they wrestled with the question: How can Autodesk use the cloud and the crowd to help far-flung teams work better together?

Teams of students, paired with “innovation sages” from leading design firms, had just 30 seconds for each pitch, but could return for multiple rounds. Each time, the judges prodded them to go further, pulling out the most promising nuggets and displaying their ratings on screens to stoke the fires of competition.

“We’re hard to impress. We think about this stuff all the time, we hear a lot of new ideas, and they’re under pressure to do it fast,” said judge Mark Davis, Autodesk’s senior director of user experience, midway through the tournament. “But things are popping up—new ideas, new ways of looking at things.”

The competition was part of the daylong event Life in 4D: Discover, Define, Design, Develop, held at Autodesk’s San Francisco Gallery and organized by DISC to give students inspiration and practice with the process of innovation.

The tournament format was developed by InnoCoop, a company formed by Haas visiting scholars from Finland’s University of Oulu, who credited Haas Adjunct Professor Henry Chesbrough’s work on open innovation and Senior Lecturer Sara Beckman for inspiration. “We were looking for a way to get people excited about being innovative in short sessions, and to turn it into a game,” said PhD student Petri Morko, who has run more than a dozen tournaments in Finland with fellow visiting PhD students Mikko Jarvilehto and Tomi Huttula.

Corinna Kester, MBA12, said her team used techniques from Beckman’s Problem Finding, Problem Solving course as they hashed out their concept, which won high praise from judges. “The ideas of converging and diverging played out as we went through the process,” she said. “We get this in the curriculum, but we also need to practice it on real-world problems to get better.”

This mashup of cultures, methods, and competition led to quite a few “a-ha” moments. Jill Schweitzer, MBA13, pitched a concept for a collaborative voice- and touch-controlled system for designers to discuss and manipulate their work, catching the attention of judge Karen Brewer, Autodesk’s vice president of marketing. “We thought it was a big idea, so congratulations,” Brewer said.

Schweitzer said the judges’ “what if” questions spurred her group on. “Pitching to the judges multiple times and within such a condensed timeframe was an interesting experience—we had to make quick changes and produce concise, illustrative explanations of our idea without much prep time,” she said. “The initial idea rapidly transformed into something far more robust and colorful than the original. Our team really enjoyed thinking big and further into the future.”

Ultimately, it was the team that took to heart the advice about James Cameron—given by Autodesk Director of Strategic Initiatives Jonathan Knowles—that won over the crowd and the judges.

Running out of time to create a visual aid, they decided to act out their concept for an application called Photohawk, which would crowdsource 3D models. Gabe Cohen, MBA 12, played the part of a designer who submitted the request to “hawk” Evan Atherton, an engineering student who flapped enthusiastically as he collected images from Cohen’s social network: full-time student Eileen Chang, MBA 12; evening-and-weekend student Deepti Gottipati, MBA 13, and coaches Cheryn Flanagan of Sequence and Adam Menter of Autodesk. 

For their performance, the group took home the tournament’s Oscar—actually Autodesk’s Oscar-winning special effects software. Perhaps more valuable was the praise from the hard-to-impress judges: Knowles even tweeted a photo of the winners along with the post, “I have a new positive perspective on MBAs after being a judge @BerkeleyHaas Innovation Tournament today.”