IBD Blog “Dois dias no Brasil”

By Varstation Team Member, Dakota Campbell, MBA Candidate 2020

São Paulo Skyline

São Paulo Skyline

As a relatively inexperienced international traveler, I did not know what to expect when signing up for IBD other than that I’d stretch myself personally. As I was assigned to team Varstation in São Paulo, Brazil, I was excited to visit a country to which I had never been, but that my Brazilian classmates spoke highly of. After spending 3 weeks in country working with my Haas classmates and the Varstation team, I can certainly confirm that it was a transformative experience. Week days working in the office with the Varstation team and weekends exploring Brazil with my classmates both contributed immensely to the experience in unique ways. Profiling a “typical” week day and our shared weekend in Rio will paint the most complete picture of the Brazilian IBD experience.

Example of student deliverableWeek Day

The work days typically began with 6:15am alarm to rattle us out of our comfortable hotel beds. I’d fumble around the room for clothes and brush my teeth before heading upstairs to the hotel gym for a team workout! Depending on the adventures of the night before, team participation varied but was a great way to start each day. Afterwards, we’d all run downstairs to shower and hustle out the door for Starbucks on the way in to the office – a 20-minute cab ride from our hotel. Side note: we appeared the most American at Starbucks via our iced coffee or café filtrado orders as all the locals drink espresso-based drinks!

IBD/Varstation final presentation

IBD/Varstation final presentation

Our client, Varstation, is a genetic analysis software company that is in the process of spinning out of the prestigious Albert Einstein hospital in Brazil. Our office was located within an incubator that serves as a satellite office for the various companies the hospital is incubating in the Vila Mariana neighborhood. The Varstation team was gracious enough to carve out a conference room for us to set up shop for three weeks to finish all the deliverables we had been working towards over the semester.

IBD Touring Albert Einstein Hospital’s Sequencing Lab

IBD Touring Albert Einstein Hospital’s Sequencing Lab

You can’t have IBD without the work, so what did we actually work on? Our three main deliverables for the project were a spinoff playbook, market prioritization, and competitive audit. The spinoff playbook delivered best practices, case studies, and a synthesis of critical success factors across financing, governance, leadership structure, and business strategy. Market prioritization distilled down many factors including total healthcare spend, genetic analysis competition, market growth, etc. across ~26 different global markets to determine where Varstation could best expand in the near to mid term beyond Brazil. The competitive audit profiled four key competitors in the genomic space to provide Varstation with a competitive intelligence report. This report enables Varstation to more effectively compete by seeing services that are offered by everyone, what they do better or worse than others in the industry, how their value proposition stacks up, etc. Since the Varstation team is primarily comprised of computer engineers / coders working towards building their software, these higher-level business strategy documents were far beyond the scope of their daily activities and created value by more concretely guiding their business at it continues to take shape.

Our IBD team was usually in the office from ~9am to 630pm working towards these deliverables. We’d grab lunch at any one of several local eateries for lunch with many Varstation team members. This break for lunch is an integral part of Brazilian culture, as they can often take upwards of 90 minutes – a stark contrast to eating lunch at my desk as I was used to in the states. Our favorite destination was the “boteco”, a Brazilian staple that is a mix of a local café, corner store, and diner. Lunches were heavier than I was accustomed to, ranging from chicken parmigiana to a huge “corner” omelet, all served with rice, beans, and French fries.

After staving off the food-induced afternoon sleepiness, we’d finish our work for the day and depart the office back to our hotel. We stayed in the Itaim Bibi neighborhood which was a wealthier suburb, containing many stores for shopping and restaurants. We’d typically take 45 minutes upon returning to the hotel for personal tasks – tough to keep your life in order while out of the country for a month! Most nights the team would then all go to one of many local restaurants for dinner, spanning styles from Japanese, Brazilian, Mexican, American, etc. After dinner, we’d typically return to the hotel around 930pm. I’d put on the Warriors or Bruins games on the TV in the room and enjoy watching with the excitable Portuguese commentary, before going to bed around midnight to start the following day all over again!

Weekend in Rio

Ipanema Beach, Rio de Jainero

Ipanema Beach, Rio de Jainero

Our team had two weekends in Brazil where we could really cut it loose and see more of what the country had to offer. Since there were 4 separate IBD teams stationed in Brazil, we took the opportunity to plan a weekend in Rio together. Despite it being early winter in Brazil, Rio was still warm enough where we could take advantage of the nightlife, beach, and general outdoor ethos of the city. Teams from São Paulo, Florianopolis, and San Jose all assembled into two shared rental houses for a weekend full of shenanigans.

Ipanema Beach, Rio de Jainero

Ipanema Beach, Rio de Jainero

On Friday night we all grabbed quick dinners, and then headed for the street fair located in the center of the city. Here, numerous food vendors, drink carts, musicians, etc. lined the central park of the city near a major nightlife district. The streets were filled with locals and tourists celebrating, popping into the local bars and eateries before spilling back out into the central street party. Samba music mixed with contemporary American music to create a truly unique cultural immersion.

Ipanema Beach, Rio de Jainero

Ipanema Beach, Rio de Jainero

On Saturday we all rebounded from the late night Friday by heading straight to the iconic beaches of Rio. Despite it being early winter, the midday temperatures were over 70F and the water was delightful to swim in. Most of us relaxed on the beach for the day, strolling down to check out the coast line, and getting drinks from beachside vendors. When late afternoon arrived, some of us decided to hop in cabs and head to Sugar Loaf Mountain, a high mountain at the edge of Rio that has a system of cable cars to take you up top for a breathtaking vista. It was a truly expansive view of the entire city. The only issue was that we were still damp from swimming and it was unsurprisingly window at the top of the peak, which you can see from some crazy hair in the second picture below! We grabbed a glass a wine from a vendor at one of these peaks and listened to a live band before departing for a pre-planned, all group dinner.

iew from the top of SugarLoaf; Multi-team photo

Multi-team photo

View from the top of SugarLoaf;

View from the top of SugarLoaf;

As a sendoff for the broader Brazil IBD teams, we planned a nice dinner Saturday night before everyone departed at varying times on Sunday. We went to the local restaurant Bazaar, where most people indulged in seafood paired with Argentinian wines. We even squeezed all of us into one photo!

Wrap up

Overall, the IBD experience pushed me outside my comfort zone, both personally and professionally. I had never worked internationally before, and all my international clients had previously come from Europe. Getting used to the more laid-back Brazilian culture away from the comforts of home tested me over the 3+ weeks I was out of country. Personally, it brought me close with my IBD team members Stephen Collins, Erika Renson, Michael de Lyon, and Moto Takai. Whenever you’re out of your element, as we were in Brazil, the uncomfortable external environment really draws you close to those most similar to you. From that standpoint, I really appreciated IBD in that it brought me closer to my teammates. We now share a truly unique experience between us, and I hope that propagates in our relationships beyond our time at Haas. As for our client team at Varstation, they were truly gracious hosts and a fun-loving bunch, and I hope to track Varstation’s progress and keep in touch with them moving forward.

Full Brazil IBD team photo in Rio

Full Brazil IBD team photo in Rio

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

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

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

Ananda1

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

Ananda2

Ananda3

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

Ananda4

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

Ananda5

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

Ananda6

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

Ananda7

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

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

Ananda8

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

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

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

Ford Shanghai – 2018 IBD

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

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

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

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

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

    

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

 

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

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

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

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

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

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

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

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

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

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

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

 

IBD Team Belize aka Team Unbelizable – Week 2

Written by Hima Erukulla,  Andrew Lee, Jerry Philip, Srinivas Rajamani and Nik Reddy

Week 2

Backdrop of beautiful water sceneryIt had been nearly 2 months, 4 grueling Saturdays, 1 week in-country experience since the “Big Reveal” of our IBD project in May, but the energy and excitement of the team was still intact. It was due in no small to our project which was to develop a sustainable business model for WCS GLovers Reef Research Station Belize. That the entire project was set against the backdrop of a tropical island was icing on the cake.

Diving on the Weekend

Travel to island named Marisol

Travel to island named Marisol

As Friday dawned, island fever crept on us and we decided to give ourselves a break. Starting Friday afternoon we spent our time at the nearby island named Marisol. We made a lot of connections on this trip, but one of the most impressionable people that we met was our transporter – Seth.

While the PADI certified folks snorkeled in the gorgeous lagoon, two of us were sweating towards getting our PADI certification as we had a special event planned for Sunday. On Sunday morning, five of us along with a couple of dive instructors dove in the Glover’s Reef Atoll to unfurl the CAL flag at a depth of 100 feet underwater!

Team dove in the Glover’s Reef Atoll to unfurl the CAL flag at a depth of 100 feet underwater!

Team dove in the Glover’s Reef Atoll to unfurl the CAL flag at a depth of 100 feet underwater!

Back at Glover’s in the afternoon it hit us that it was our last day there. We spent the rest of the evening exchanging goodbyes, clicking pictures, swapping stories and went to bed reminiscing on all the good times.

 

Journey to Belize City

We were up early Monday morning as the boat was slated to leave at 6:30 AM with 9:00AM ETA in Belize City. Since the UCF students were traveling back with us it was slightly cramped but as the boat gently swayed we were too immersed in the vast ocean to be bothered with anything. Half an hour our ride, as we ventured deep into the ocean, one of the boat engines died with a with loud pop. Immediately, the boat started rocking violently with angry waves lashing at it. The boat captain cautiously maneuvered close to an island to send a signal to a rescue boat which was summoned to rescue us in the middle of the ocean. It was a long and choppy boat ride and, at one point, the fear was palpable in everyone’s face when the boat’s only working engine groaned, threatening to give up. Fortunately, we were safely transferred to the rescue boat before the engine could give out. We reached Belize City nearly two hours late, tired and extremely glad, given how precariously close the boat came to capsizing.

Final Presentation and Wrap up

We spent the rest of the week in WCS office working feverishly on the final report and presentation. Fortunately the World Cup semis coincided with two conveniently long lunch breaks.

Watching World Cup Semi Champs

Watching World Cup Semi Champs

Friday morning we presented our findings spanning our experience at the research station, journey, recommendations, and implementation playbook. As the presentation progressed it appeared as if WCS was connecting with the various sections, pausing to clarify, corroborating their earlier findings and having internal discussions as well.  At close, our audience seemed satisfied with the work and were eager to present our recommendations to the headquarters in New York. They then took us for an fantastic lunch at a popular restaurant that we were meaning to go to and gifted us Glover’s Station merchandise for our efforts.

After providing a final rundown of our analysis and models developed, we left the WCS office one last time after much hand shaking and mutual appreciation for getting to work on such a wonderful project together. We ended the evening celebrating the successful completion of our assignment in Belize City. 

Celebration lunch

Celebration lunch

Forever grateful to IBD and Haas for an amazing project. This assignment has been a rewarding opportunity to learn and an ideal setting to form lasting bonds!

 

 

GRRS Promo Video

https://berkeley.box.com/s/kzgo6ybzz75jkhw136ywkck1e54thzni

IBD Team Belize aka Team Unbelizable – Week 1

Written by Hima Erukulla,  Andrew Lee, Jerry Philip, Srinivas Rajamani and Nik Reddy

Sea Turtle at Belize Barrier Reef

Sea Turtle at Belize Barrier Reef

IBD Team Belize aka Team Unbelizable – Week 1

From the time we learned about our IBD summer project in May, we knew we were up for an amazing experience. Our assignment was to develop a sustainable business model for WCS Glover’s Reef Research Station in Belize. We spent most of June developing work streams to explore the business problem. Through extensive customer interviews, routine client interactions and pouring over their financial data we came up with the hypothesis that student groups are the most attractive customer segment and Glover’s should focus on scaling this customer segment to become sustainable. The next step was in- country experience to answer the questions – “how to scale” and “is the solution feasible”. It was now time to travel to the clients office in Belize.

Belize Barrier Reef

Belize Barrier Reef

June 25th – July 1st

Lobster for lunchOur first stop upon arrival in Belize was San Pedro. San Pedro is a popular tourist destination about 2 hour boat ride away from Belize City. It’s most prized possession is the Belize Barrier Reef, the second largest reef on the planet.

Three of us (Andrew, Jerry and Srinivas) arrived earlier on 06/27. We were either already PADI certified or got certified on short notice to be ready for some of the best dives in the world – Half Moon Caye, Great Blue Hole, the Aquarium as well as other local dives. We captured extensive footage of green turtle, reef shark, rays, variety of fish, corals reefs and an interesting tug of war with a nurse shark.

The remaining two of us arrived on June 30th and the team was back together. The team was also fortunate to be in-country during the famous, annual Lobster Festival. We made friends with a local bartender, Dion Samuels, who acted as our unofficial tour guide for the weekend. With his guidance, we were able to explore the local cuisine and popular bars for a couple of days before bidding a fond farewell to San Pedro on July 1st, Sunday.

July 2nd

Monday morning we met the client at their office in Belize City and gave a presentation to update them on the work done so far. The presentation was well received, and the client appreciated our efforts and were looking forward to hearing our solutions.

After a quick lunch, it was time to visit the station itself. Glover’s Reef Research Station is located on the Middle Caye island of the Glovers Atoll, about a 3-hour boat ride from Belize City. We reached the island late afternoon, and after a quick orientation and a sumptuous dinner we called it a night after what was a very long, day.

July 3rd – July 8th

Life on Tropical Paradise: A typical day started at 8:00AM after breakfast which was served from 7-8am.

Morning: (8:00AM – 12PM)

Dining overlooking the oceanMornings were our high productivity time and we reserved it for brainstorming. We would meet in the library, which was a long room with a narrow center table, a few chairs, white board and two wall fans. It was far cry from the conference rooms we were accustomed to at Haas.

We would then discuss our potential solutions with the operations manager, Kenneth, to check for its feasibility in implementation. We would also walk around the island to interview the staff to learn about the facilities and its operations. Our goal was to evaluate if the station had capacity to handle an increase in customer volume.

Afternoon (12:00PM -5:00PM)

Lunch was served in a cozy dining area adjoining the kitchen. They were both located on the second floor overlooking the ocean. Pristine beach views made for a luxurious dining experience to an otherwise modest and rustic dining area.

Afternoons, we worked in the wet lab and focused on execution work. We would usually break into solo or smaller groups to work on feasibility/ROI analysis and other research and documentation tasks. Our favorite hangout spot by far, for work or pleasure, was the Wet Lab. The Wet Lab at Glover’s is a large square open air area, filled with benches, tables, chairs and HAMMOCKS. There was also a 360 degree view of the island – an ideal setting to temper the tediousness in execution tasks.

Evening (5:00PM -10:00PM)After Volleyball

Volleyball Time. We played volleyball with the staff every day. Initially it was Haas vs. GRRS/Belize Coast Guard but soon we mixed up the teams. These volleyball matches got quite intense, but they were a lot of fun. There was also a match between the UCF students and Haas & GRRS. Naturally, Haas dominated UCF, even winning the first game with a 21-0 sweep.

Volleyball was followed by dinner. Similar to lunch, the dinner menu was elaborate and included salad, a couple of main dishes, a side dish, dessert and fruit drinks. To say that every meal at Glover’s was exceptionally delicious is a gross understatement. All thanks to Rushell – chatty, patient and a brilliant chef. We would then retreat to the hammocks in the Wet Lab and relax in the fierce but warm tropical breeze for some reading, reflection, banter and bonding. Of course, we also hydrated with some fresh coconut water. Despite spending an entire day together on a remote island, we still looked forward to this time to get know each other more, form stronger bonds and become better friends.

Playing VolleyballAs blissful as this life sounds, it was not without its challenges. Andrew, Jerry, Nik and Srini were crammed into a tiny room and had to deal with a particularly stubborn gecko every night. Nik invariably made the gecko’s daily musings the topic of every breakfast meal. Sand flies did have a feast on some more than others. A/C was a luxury we could only dream about and internet was at best intermittent and non-existent at worst. Despite these challenges, time spent on this tropical paradise was productive, relaxing, fun. The team was able to make beautiful memories to last us a lifetime.

Stay tuned for part two which covers deep sea diving on the weekend, an “adventurous” boat ride back, and wrapping up in the main office in Belize City.

Hydrating with Coconut Water

 

 

Check out next weeks Haas In the World Blog for the second student blog from Team Belize which will include a video.

Using Human-Centered Design to Improve Patients’ Lives

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

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

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

Sticky notes

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

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

The Novartis Brazil team collaborates in small groups

The Novartis Brazil team collaborates in small groups

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

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

Bree Jenkins leads our team through our own ideation workshop

Bree Jenkins leads our team through our own ideation workshop

IBD BLOG – TEAM MAJID AL FUTTAIM

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

Entry 1: May 17, 2018

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

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

Team Majid Al Futtaim at the Cultural Center

Team Majid Al Futtaim

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

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

 

Entry 2: May 24, 2018

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

Penguins

Penguins

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

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

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

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

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

More next time from Team Majid Al Futtaim!

Entry 3: May 31, 2018

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

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

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

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

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

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

Team MAJ enjoying dinner after their presentation

Team MAJ enjoying dinner after their presentation

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

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

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