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August 2009 Archives

August 8, 2009

DMBA professor, James Forcier, to speak at Commonwealth Club

Monday 10 August 2009

Groundhog Day Economics: Why Do We Keep Making the Same Mistakes?

James Forcier, Assistant Professor and Director, Applied Economics Program, USF; Managing Director, Bay Analytics

Are we getting a clear picture of what caused the current economic situation and who is responsible? Forcier contends that blame is not being allocated according to responsibility. He asks how we can avoid similar situations if we don't first understand the problems and recognize who is responsible - including ourselves.

Location: SF Club Office
595 Market St., 2nd Floor [map]
San Francisco, CA 94105
Time: 11:30 a.m. check-in, noon program
Cost: MEMBERS FREE, $15 non-members
Program Organizer: Norma Walden
Presenting sponsor: Wells Fargo Bank

August 11, 2009

The Catalyst (new book)

This new book from Jeanne Liedtke, a professor at Darden (and her co-authors), The Catalyst: How You Can Become an Extraordinary Growth Leader is really smart and insightful. It lays-out the attributes of successful innovators, through case studies, as well as ways managers and leaders can improve their own functioning.

August 13, 2009

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August 27, 2009

Year Two

Today, we started our second year of classes with a new set of 26 students, in addition to our 25 continuing students, starting their final year. Everything is doubled this year: twice as many students, twice as many faculty and courses concurrently, and twice as many interesting interactions. I'll post about the courses separately but it looks to be twice as great a year already.

Operations & Systems, Fall 2009

Instructor: Robert Sevy

This is the first time we're teaching this course. The purpose of this course is to teach our students about the effective management of human, financial, and natural capital as it applies to the systems within an organization. These include: operations strategy, human resources, manufacturing and inventory, quality assurance, supply chain management, service ecologies, facilities, and process design. The main textbook we're using this semester is:
Operations strategy: Competing in the 21st Century by Sara L. Beckman and Donald B. Rosenfield, ISBN: 978-0-07-250078-3

In addition, the students will be reading and using several Operations case studies from Harvard. Their semester project is to create an Operations Plan for an organization of their choosing.

August 29, 2009

GM shareholders meet to develop new innovative offerings

We are ALL now shareholders in General Motors corporation. What was once the largest company in the world now languishes on the brink of financial failure. Poor planning, poor product offerings, poor strategy? Whatever your theory, we've posed the task to our first-year students this semester to research, ideate, and formulate new scenarios and offerings for the future of GM. They may focus on infrastructure, services, or products, and each team will is required to present their results in a long range plan for GM based on these visionary scenarios.

This is the project in our Innovation Studio this semester.

August 30, 2009

Innovation Studio, Fall 2009

Instructor: Raffi Minasian

This year's Innovation Studio will follow a similar format as last year's, including the same books required for reading. In addition, we've introduced a theme to the projects this year, choosing to focus on the troubles facing the US automobile industry. We've asked the students to envision innovations across the entire industry, whether new products, services, infrastructures, or business models.

Financial & Managerial Accounting, Fall 2009

Instructor: Dan Sevall

The accounting course this Fall remains largely untouched from last Fall. For those following along at home, the required books for this course include:


Managerial Economics, Fall 2009

Instructor: James Forcier

This introduction to economics basics as they relate to markets, organizations, and innovation will challenge the students to understand traditional, neo-classical economics as well as to push past this material into new economic theories.

For those following along at home, the required books this semester include:


Live Exchange, Fall 2009

Instructor: Linda Yaven

This has proven an enormously helpful course--and somewhat intense for all involved. Students are challenged to question their own communications biases in personal reflection, team projects, one-on-one interactions and through a variety of projects. Assignments are weekly with one big learning event produced for the program by the students themselves at the end of the semester.

Most of the readings for this course use a reader that gathers articles, reports, and chapters throughout a wide variety of sources and, unfortunately, isn't available outside the program. However, there are two required books as well:



Suggested Readings include:

• Martin Barber's I and Thou: Practicing Living Dialogue, by Kenneth Paul Kramer
Emotional Intelligence: Why It Can Matter More Than IQ, Daniel Goleman
The 100 Languages of Children, The Reggio Emilia Approach Advanced Reflections, Carolyn Edwards, Lella Gandini, George Forman • The Wisdom of Crowds by James Surowiecki

Managerial Finance, Fall 2009

Instructor: Dan Sevall

This is another new course for us. Dan Sevall, who teaches Accounting in the DMBA program is also teaching this course.

This course emphasizes how management, through financial analysis, can increase the value of the firm. The course combines theory and practice. Simply put, this course enables the student to have a deep appreciation and understanding of the role of the CFO. The course begins with a review of financial ratios and Time Value of Money, and then progresses to more advanced topics such as valuation theory, cost of capital, real options, capital structure decisions, lease financing, Mergers & Acquisitions, and Multinational Finance.

Required textbook for the course is:
• Financial Management, 12th edition. by Eugene F. Brigham and Michael C. Ehrhardt

In addition, the course is using the following Harvard Business School cases:
• Whirlpool Europe (202-017)
Netflix (201-705)
Dell's Working Capital (201-029)
• A-Rod: Signing the Best Player in Baseball (203-047)

In addition, students will work in teams to develop a Finance Plan for an organization of their choosing.

Experiences Studio, Fall 2009

Instructors: Nathan Shedroff & Linda Yaven

This course is both an investigation into the dimensions of experience, with a particular focus on the senses, and a chance for our students to begin a year-long final project. Design processes and techniques will be studied in readings as well as put into practice in projects throughout the course. Students will be required to present articulate design concepts verbally as well as visually at a professional level in an open class critique format. A final presentation will be made representing a high level of professional finish, including but not limited to drawings, marketing materials, sketch models, and finished models.

All interactions with products, services, and events are experiences. These experiences occur, whether or not they are designed, and often do not have the effects their creators might intend. What are the mechanical and aesthetic components of products and services and what do they mean for value? How can organizations consciously create successful experiences for their customers and other stakeholders? What innovation processes work appropriately for what kinds of organizations?

The semester project will challenge the students to identify an interesting customer/user/audience group, investigate their needs as well as the senses and meanings embedded in their experience, and develop an innovative product, service, event, environment, or policy solution that both meets these needs and expresses and triggers meaning throughout the dimensions of experience. Several students will, likely, use this solution as the basis for exploring the offering in next semester's studio, the Venture Studio, where they will build a business model and realistic financial scenario around the offering.

Required readings for the semester include a reader with selected articles as well as the following books:
• A Natural History of the Senses, by Diane Ackerman
The Secret of Scent, by Luca Turin

Optional tools include:
• Experience Design 1 Cards by Nathan Shedroff

Ethics & Organizational Culture

Instructor: Sharon Green

In the midst of rapidly changing social, economic, political, technological and environmental circumstances, leaders must have the capacity and wisdom to create balance and health in the systems--the organizations and communities--where they have an impact. This requires the ability to reflect, moral and cultural intelligence, awareness of ethical issues, sensitivity and responsiveness to cultural differences, individual and group decision-making skills, the ability to tap the wisdom of the collective, and the capacity to respond to day-to-day ethical dilemmas.

This course will explore ethical relationships with attention to both individual and systemic elements. Emphasis will be given to developing reflection capacity, communication skills, frameworks for conducting ethical analysis, systems thinking, and change management methodologies. The class will follow a seminar format, with dialogue around ethical and cultural issues, exercises, guest speakers and a team presentation. Students will be asked to articulate their perspectives on ethical issues, exercise moral imagination in collaborative exploration of ethical and cultural dilemmas, explore moral courage and its application, and listen to classmates and learn from them. Teams will be asked to investigate the ethical climate of an organization and make design recommendations for an ethical and responsible enterprise.

In addition to several articles, required books for the course include:
• Conscience and Corporate Culture by Kenneth E. Goodpaster
Moral Intelligence by Doug Lennick and Fred Kiel
Cultural Intelligence by David C. Thomas and Kerr Inkson