| Ses. | Session, agenda & prescribed material | Type |
|---|---|---|
| 1 | Introduction to AI and Couse Overview What is AI? What is Machine Learning? What is an LLM? What is an AI Agent? How can it be valuable for business? Prescribed material CaseDominant Needs: Self-Assessment ToolsHRO010018-U-ENG-WODTechnical noteConflict Handling StylesHRO020136-U-ENG-WODSlides & notes Session 1U-ENG-WODpdf | Lecture |
| 2 | Machine Learning Taxonomy Supervised learning Unsupervised learning Reinforcement learning Connection to GenAI and Agentic AI. Before the class: Technical note & The Fraud Analyst: Humans Vs. (ENT020206-U- tutorials Machine Learning ENG-VID) Prescribed material MultimediaBigML SoftwareBIGArticleKey ML TerminologyTechnical noteWhat is Big Data?ENT020210-U-ENG-VIDTechnical noteTypes of AlgorithmsENT020208-U-ENG-VIDTechnical noteWhat is Reinforcement Learning?ENT020207-U-ENG-VID | Lecture |
| 3 | Machine Learning Taxonomy - Continuation Before the session: Data Science - AI and ML for Business: Online Learning Journey This session includes the completion of an online learning journey on Data Science and Machine Learning The online learning journey includes articles, videos, multimedia tutorials, feedback and it is a self-paced learning experience Instructions on how to register and access the online learning journey will follow in class Students must successfully complete the online learning journey and obtain the Certificate of Successful Completion | Lecture |
| 4 | GenAI: LLMs Transfer learning and its practical importance Foundations of the GenAI revolution How to measure the quality of LLMs LLMs in production: Open Source vs Proprietary Practical techniques: prompt engineering Prescribed material MultimediaVideo. Deep Learning In 5 MinutesArticleDeep LearningMultimediaGPT-3 Demo Showcase, 300+ Apps, Examples, &MultimediaVideo. AlphaFold: The making of a scientificMultimediaVideo. OpenAI GPT-3 - Good At Almost Everything!MultimediaVideo. The Smartest Machine On EarthSlides & notes Session 41737373440741B8rQ3 185030pdf | Lecture |
| 5 | GenAI LLMs hands-on Application of LLMs with real data. Prompt engineering iteration. Other / Complementary Documentation Prompt Engineering Guide | Hands-on |
| 6 | GenAI: Agents Emphasis in agents and implications in Business. The agent loop. Tools. Extra: MCP, connector, Claude, Claude code. Forum images and art from a description in natural language Prescribed material Technical noteEthical Implications of Artificial Intelligence, (W21095- Machine Learning, and Big Data PDF-ENG)ArticleTop 9 ethical issues in artificial intelligenceArticleDALL·E: Creating Images from TextMultimediaDALL·E 2 is a new AI system that can create realisticSlides & notes Session 61pdfSession 6W21095-PDF-ENGpdf | Lecture |
| 7 | Learning Milestone: Agentic AI hands-on Practical session building a Agentic AI solution using low-code or no-code (e.g. n8n) | Hands-on |
| 8 | Supervised Learning: Classification What is classification? Practical examples Performance metrics Unbalance datasets Before the session: Watch the two videos about the BigML Interface and How to add Sources (just up to minute 9:00). Prescribed material MultimediaVideo. Introduction to the BigML InterfaceMultimediaVideo. Sources (Add data into BigML) (Up to 9:00)Technical noteLogistic RegressionUV6767-PDF-ENGSlides & notes Session 8UV6767-PDF-ENGpdf | Lecture |
| 9 | Supervised Learning: Model selection No-free lunch theorem Overfitting Cross-validation Hyper-parameter tuning Before the session: Watch Logistic Regression video (just first 10:20 minutes) Prescribed material MultimediaVideo. Logistic Regression in BigML (up to 10:20)ArticleBored? This App Already Knows—and Has a SolutionSlides & notes Session 91pdf | Lecture |
| 10 | Learning Milestone: Supervised Learning Hands-on | Hands-on |
| 11 | Supervised Learning: Regression What is a regression task? Linear regression Performance metrics Practical examples Other algorithms: Decision trees, KNN, Random Forests... Prescribed material ArticleA Refresher on Regression AnalysisH02GBP-PDF-ENGSlides & notes Session 11H02GBP-PDF-ENGpdf | Review |
| 12 | Unsupervised Learning Clustering algorithms Anomaly detection Dimensionality reduction Generative Models Practical examples Prescribed material MultimediaVideo. Supervised vs Unsupervised in BigMLMultimediaVideo. Clustering in Big ML (up to 9:30)MultimediaVideo. Anomaly Detection (Youtube.com)MultimediaVideo. Association Rules in BigML (Market-Basket Analysis Case Study as Demo) | Lecture |
| 13 | Learning Milestone: Traditional ML Hands-on Asynchronous learning applying some of the techniques discuss in the previous classes. Details about this will be given in class. | Hands-on |
The Hundred-Page Machine Learning Book AUTHOR EDITORIAL Andriy Burkov Andriy Burkov (13 enero 2019) YEAR ISBN 2019 9781999579500 Managing Machine Learning Projects: From design to deployment AUTHOR EDITORIAL Simon Thompson Manning YEAR ISBN 2023 9781633439023 Machine Learning Engineering AUTHOR YEAR Andriy Burkov 2020 ISBN FORMAT 978199957957 Digital From the author of a world bestseller published in eleven languages, The Hundred- Page Machine Learning Book, this new book by Andriy Burkov is the most complete applied AI book out there. It is filled with best practices and design patterns of building reliable machine learning solutions that scale. Andriy Burkov has a Ph.D. in AI and is the leader of a machine learning team at Gartner. This book is based on Andriy's own 15 years of experience in solving problems with AI as well as on the publis dataset_linked Library link Data Mining for Business Analytics: Concepts, Techniques and Applications in Python AUTHOR EDITORIAL Galit Shmueli; Peter C. Bruce; Peter Gedeck; Wiley-Blackwell Nitin R. Patel YEAR ISBN 2019 9781119549840 Big data in practice : how 45 successful companies used big data analytics to deliver extraordinary AUTHOR EDITORIAL Bernard Marr Wiley YEAR ISBN 2016 9781119231387 Noise: A Flaw in Human Judgment AUTHOR EDITORIAL Daniel Kahneman; Olivier Sibony; Cass R. Little, Brown Spark Sunstei YEAR ISBN 2021 978031645140 Prediction Machines: The Simple Economics of Artificial Intelligence AUTHOR EDITORIAL Ajay Agrawal; Joshua Gans; Avi Goldfarb Harvard Business Review Press YEAR ISBN 2018 1633695670 Data science for business : what you need to know about data mining and data-analytic thinking AUTHOR EDITORIAL Foster Provost; Tom Fawcett O'Reilly Media, Inc. EDITION YEAR 1st 2013 ISBN FORMAT 9781449361327 Digital dataset_linked Library link Weapons Of Math Destruction: How Big Data Increases Inequality and Threatens Democracy AUTHOR EDITORIAL Cathy O'Neil Penguin Books YEAR ISBN 2016 978014198541 Human Compatible: Artificial Intelligence and the Problem of Control AUTHOR EDITORIAL Stuart J. Russell Viking YEAR ISBN 2019 978052555861 The AI Advantage: How to Put the Artificial Intelligence Revolution to Work AUTHOR EDITORIAL Thomas H. Davenport The MIT Press YEAR ISBN 2019 0262538008 Competing on Analytics: The New Science of Winning; Updated With a New Introduction AUTHOR EDITORIAL Thomas H. Davenport; Jeanne Harris Harvard Business Review Press YEAR ISBN 2017 9781633693722 Big data : a very short introduction AUTHOR YEAR Dawn E. Holmes 2017 ISBN FORMAT 9780191824616 Digital dataset_linked Library link The Master Algorithm AUTHOR YEAR Pedro Domingos 2018 ISBN FORMAT 1501299387 Digital For non-experts. Not-technical. It does a great job of introducing not just the concepts in machine learning, but also statistical ideas like variance, over-fitting, and even principal components. dataset_linked Library link Machine Learning Interviews AUTHOR EDITORIAL Chip Huyen NA YEAR ISBN 2021 0000000000
Machine Learning is already changing how organizations make decisions and automate work. From spotting patterns in search data to anticipating customer needs from purchasing behavior, the common thread is turning data into predictions and actions. This course starts with an overview of AI and Machine Learning, building a clear foundation of key concepts and where they create value in business. Next, we move into Generative AI, covering how Large Language Models (LLMs) work, how to assess their quality, and how they are used in real products. We then explore AI agents, what an agent is, how the agent loop works, and when agents are genuinely useful.
With that context in place, the course shifts to core Machine Learning problem types:
Understanding programming concepts can help managers communicate more effectively with their technical teams. This can be especially useful when discussing project requirements and technical issues.
Responsible AI Build awareness of the main obstacles faced when working with data.
Unlock the power of Machine Learning and AI, no technical background required! This course is perfect for anyone looking to stay ahead in today's rapidly changing
business environment. You don't need a technical background to join us on this exciting journey.
By the end of this course, you will:
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| AI and ML | Slides | |
| Classification Case | Slides | |
| Classification | Slides | |
| Intro | Slides | |
| links | — | docx |
| LLM | Slides | |
| ML | Slides | |
| Model Validation | Slides | |
| Regression Methods | Slides | |
| SETUP FOR STUDENTS | — | md |
| SYLLABUS | — | md, pdf |
| Ses. | Session, agenda & prescribed material | Type |
|---|---|---|
| 1-2 | RISK ANALYSIS I: optimal capital structure The Diageo Case Preparation: Doc.: “Diageo” Case Study (HBS 201033-PDF-ENG) Doc.: Albright, C.; Winston,W.; Zappe, C. (2011). Data Analysis and Decision Making. Cengage Learning: CHAPTER 15 : "How much should a corporation borrow" “Principles of Corporate Finance”, Global 10th Edition - Brealey, Myers & Allen - McGraw Prescribed material OptionalPreparation (how firm value rises due to tax shield but falls due to financial distress costs)optionalCaseDIAGEO PLC201033-PDF-ENGBook chapterHow much should a corporation borrowCEDBook chapterData Analysis and Decision MakingSlides & notes Session 1 and 21748247345544geHP0 187423pdfSession 1 and 2201033-PDF-ENGpdfSession 1 and 2diageo spreadsheet supplementxlsSession 1 and 2Option valuation using @RISK (2)xlsSession 1 and 2QuestionpdfSession 1 and 2session 1pdf | Case |
| 3-4 | RISK ANALYSIS II Use of discrete and continuous probability distributions Scenario analysis Introduction to Monte Carlo Simulation The Wellyntoy Products case Preparation: Doc.: “Wellyntoy Products” Case Study Prescribed material ArticleRisk Analysis in Capital Investment (HBR (79504-PDF- Classic)Book chapterMaking Hard Decisions ( (CED) Clemen, R., Reilly, T2004Technical noteAnalyzing Uncertainty: Probability (UV1461- Distributions and Simulation PDF-ENG)Slides & notes Session 3 and 41739459357800mMDhK 185035pdfSession 3 and 479504-PDF-ENGpdfSession 3 and 4Dynatron Sensitivity AnalysisxlsSession 3 and 4Dynatron SimulationxlsSession 3 and 44 wb notespdfSession 3 and 4UV1461-PDF-ENGpdfSession 3 and 4Wellyntoy Products case (2)pdfSession 3 and 4Wellyntoy slidespdf | Simulation |
| 6 | Review simple and multiple linear regression - Review simple and multiple linear regression - Non-linear effects - Excel add-in for building linear regression models Slides & notes Session 6IntroductionpdfSession 6S06b - Lineal regression Introductionpdf | Review |
| 7 | Practical exercises with multiple linear regression - Practical exercises with multiple linear regression Slides & notes Session 7DATA FAT EXERCISE RegressionAnalysisLecturexlsxSession 7Non Lineal DATA Cost of PowerxlsxSession 7S2 Guideline for Regression Models in Microsoft Exceldoc | Exercise |
| 8 | Multicollinearity - Multicollinearity - Analysis and interpretation of the correlation matrix - Categorical variables - Interaction effect Slides & notes Session 8 and 9BikesxlsxSession 8 and 9extra DATA CLOCK EXERCISE vFxlsxSession 8 and 9EXTRA Interaction effect and categorical variablespdf | Lecture |
| 9 | Overview of common financial risk analytics problems encountered in practice - Overview of common financial risk analytics problems encountered in practice - Practical exercises for revenue and margin maximization - Introduction to the group assignment Slides & notes Session 8 and 9BikesxlsxSession 8 and 9extra DATA CLOCK EXERCISE vFxlsxSession 8 and 9EXTRA Interaction effect and categorical variablespdf | Exercise |
| 11 | Business School - Introduction to Text Analytics - Text encoding techniques - Information extraction and retrieval - Text categorization - Application of Text Analytics for legal context Prescribed material CaseEvisort: An A.I.-Powered Start-up Uses Text (CU251- Mining to Become Google for Contracts PDF-ENG)Technical noteAn Introduction to AI for Text Mining: A (CU253- Companion to the Evisort Case PDF-ENG)Slides & notes Session 11-15assignment-briefpdfSession 11-15CU251-PDF-ENGpdfSession 11-15CU253-PDF-ENGpdfSession 11-15IMBA Applied Data Analytics S12 - How LLMs workpdfSession 11-15IMBA - ADA - S11pdfSession 11-15IMBA - Applied Data Analytics S14pdfSession 11-15R1601H-PDF-ENGpdfSession 11-15R1801H-PDF-ENGpdfSession 11-15R2001C-PDF-ENGpdf | Lecture |
| 12 | Text Analytics Practical Workshop - Text Analytics Practical Workshop Slides & notes Session 11-15assignment-briefpdfSession 11-15CU251-PDF-ENGpdfSession 11-15CU253-PDF-ENGpdfSession 11-15IMBA Applied Data Analytics S12 - How LLMs workpdfSession 11-15IMBA - ADA - S11pdfSession 11-15IMBA - Applied Data Analytics S14pdfSession 11-15R1601H-PDF-ENGpdfSession 11-15R1801H-PDF-ENGpdfSession 11-15R2001C-PDF-ENGpdf | Workshop |
| 13 | Practical Workshop - Practical Workshop - Overview of LLMs Slides & notes Session 11-15assignment-briefpdfSession 13problem-statementmdSession 13Altura-knowledge-basezipSession 11-15CU251-PDF-ENGpdfSession 11-15CU253-PDF-ENGpdfSession 11-15IMBA Applied Data Analytics S12 - How LLMs workpdfSession 11-15IMBA - ADA - S11pdfSession 11-15IMBA - Applied Data Analytics S14pdfSession 11-15R1601H-PDF-ENGpdfSession 11-15R1801H-PDF-ENGpdfSession 11-15R2001C-PDF-ENGpdf | Workshop |
| 14 | LLMs in the real world - LLMs in the real world - Implications for modern managers Prescribed material ArticleAlgorithms Need Managers, TooR1601H-PDF-ENGSlides & notes Session 11-15assignment-briefpdfSession 11-15CU251-PDF-ENGpdfSession 11-15CU253-PDF-ENGpdfSession 11-15IMBA Applied Data Analytics S12 - How LLMs workpdfSession 11-15IMBA - ADA - S11pdfSession 11-15IMBA - Applied Data Analytics S14pdfSession 11-15R1601H-PDF-ENGpdfSession 11-15R1801H-PDF-ENGpdfSession 11-15R2001C-PDF-ENGpdf | Lecture |
Business Analytics: Data Analysis & Decision Making AUTHOR EDITORIAL Christian Albright; Wayne Winston Cengage Learning EDITION YEAR 7th 2019 ISBN FORMAT 9780357109953 Digital dataset_linked Library link
The Applications of Analytics for Business course is a practical, hands-on course, which can be understood as a sequel to the “Data Analytics for Managers” core course. Drawing on the tools and methods taught in the previous module, the main objective of this course is to deepen students’ understanding of data analytics applied to specific business areas such as customer management, financial risk analysis and to get an overview how to manage analytics initiatives in different sectors. After a brief introduction to the module and recap of basic analytical methods at the beginning of the course, students will get exposure to common analytics problems encountered in industry practice. The sessions will be divided into 3 main blocks, each of which focuses on applying data analytics to the specific business function aforementioned. During each block students will discuss several real-world cases and work on a team-based analytics project. Each of the specializations covered in the course is intended to encompass problems relevant to decision makers in a wide range of industries, as well as in public and private sector settings. The Applications of Analytics for Business course is a practical, hands-on course, which can be understood as a sequel to the “Data Analytics for Managers” core course. Drawing on the tools and methods taught in the previous module, the main objective of this course is to deepen students’ understanding of data analytics applied to specific business areas such as customer management, financial risk analysis and to get an overview how to manage analytics initiatives in different sectors. After a brief introduction to the module and recap of basic analytical methods at the beginning of the course, students will get exposure to common analytics problems encountered in industry practice. The sessions will be divided into 3 main blocks, each of which focuses on applying data analytics to the specific business function
aforementioned. During each block students will discuss several real-world cases and work on a team-based analytics project. Each of the specializations covered in the course is intended to encompass problems relevant to decision makers in a wide range of industries, as well as in public and private sector settings.
Students will be able to put their previously acquired analytics skills to practice by developing a range of quantitative models that are designed for aiding decision-makers in a variety of specific business disciplines. They will learn how to critically assess the potential benefits as well as limitations of using data analytic models in each domain. The emphasis is not on the technicalities underlying of the models, but on the qualitative insights that come from using models to aid managerial thinking and decision making in a particular context.
| Access to the IE Virtual Environment via Remote Desktop app | — | |
| Access to the IE Virtual Environment via web | — | |
| SYLLABUS | — | md, pdf |
| VIDEO LINKS FOR SOFTWARE | — | docx |
| Ses. | Session, agenda & prescribed material | Type |
|---|---|---|
| 1 | Introduction and key concepts Welcome to this course! In this session, we will review together the course rules and syllabus. For those of you that already did the core Strategy course, we will review key concepts and how they are similar/different when thinking about a digital strategy We will also review an external perspecitve on the value created by Digital so far and key frameworks to assess a company's digital maturity level Sustainability Topics: Environment, Governance, Social Challenge, Economic Development Prescribed material ArticleDigital Maturity ModelSlides & notes Session 1dba session 1pdfSession 1di-pivoting-to-digital-maturitypdfSession 1DBApptx | Review |
| 2 | Implementing a digital strategy We will review which are the building blocks of a Digital strategy and how you build the over time in a solid roadmap. We will apply the building blocks to different type of companies (start-ups, B2C, B2B) to understand the key differences Finally, we will explore the similarities and differences between a Digital Strategy and an IT strategy and how they are intertwined but have different objectives. Assignment questions - What do you think is driving the IT reluctance? What would you argue to bring IT to your side? Prescribed material ArticleYour Company Doesn't Need a Digital StrategySMR662-PDF-ENGArticleThe Seven Decisions that Matter in a DigitalArticleDigital Doesn't Have to Be DisruptiveR1904F-PDF-ENGCaseHEINEKEN: Building the connected breweryIM1255-PDF-ENGSlides & notes Session 2IM1255-PDF-ENGpdfSession 2R1904F-PDF-ENGpdfSession 2DBApptxSession 2SMR662-PDF-ENGpdfSession 2The Seven Decisions that Matter in a Digital Transformation. A CEO’s guide to reinvention 1771858417592tgPe1pdf | Review |
| 3 | Customer journeys and Design Thinking This session we will review the basic concepts and process of Design Thinking and then practice it in groups Each group will choose a customer journey prior to the session and will come prepare to share with the class how it could be transformed through digital touchpoints. 2 randomly chosen groups will present and the class will provide feedback on how to improve We will also discuss together the Cathay Pacific case After the class, all groups will submit their customer journeys before the end of the day for a Pass/Fail grading Prescribed material ArticleWhat Is Design Thinking & Why Is It Important?ArticleWhat is Design Thinking?CaseCathay Pacific's Customer-Centric Design Thinking Journey, From Business Transformation to Digital PDF- InnovationHK1473-ENGArticleHow One Company Used Data to Rethink the (H032PO- Customer Journey PDF-ENG)ArticleUsing Customer Journey Maps to Improve (H006GX- Customer Experience PDF-ENG)Slides & notes Session 31pdfSession 3H006GX-PDF-ENGpdfSession 3H032PO-PDF-ENGpdfSession 3HK1473-PDF-ENGpdfSession 3DBApptxSession 3What is Design Thinking 1771859616120l0eRepdf | Case |
| 4 | Digital Marketing We will learn how to build a winning digital marketing strategy, understanding the differences and skills required for each channel, as well as what are the KPIs to monitor your performance You will individually test in class different digital marketing and analytics tools to try to design a campaign Assignment questions: - How has the content for the RBFA's digital strategy evolved? - How would you describe the RBFA's digital strategy? - How can the RBFA's fan engagement initiatives be characterized? Prescribed material CaseThe Royal Belgian Football Association: (W34853- Redesigning a World-Class Digital Strategy PDF-ENG)Article7 Digital Marketing Skills You Need to Create anArticleMeasure To Grow: Drive double-digit growth bySlides & notes Session 41pdfSession 42pdfSession 4DBApptxSession 4W34853-PDF-ENGpdf | Lecture |
| 5 | Ecosystems and Platforms One key way to monetize digital is through the creation of ecosystems and platforms. Platforms change the dynamics of competition. We will learn how to decide whether to create or join a platform, what type of platforms' roles exist and what are the skills and economics of each We will also play a simulation individually Service Schuuring; Ben Shuttleworth; Nick South | BCG - Boston Consulting Group Prescribed material CaseThe Trend that was Farfetch: A High Fashion, (IN2045- High Risk Platform Strategy PDF-ENG)ArticleDon’t Manage Your Digital Platform Like a SharedArticleThe Right Digital-Platform StrategyArticleTraditional vs. Platform-Based Business Models: 4 KeySlides & notes Session 51pdfSession 52pdfSession 5IN2045-PDF-ENGpdfSession 5DBA 26pptxSession 5The Right Digital-Platform Strategy 1771858128679fxu9zpdf | Simulation |
| 6 | Business Model innovation Digital is transforming the business model of all companies. One of the most profound transformations is the evolution in the software industry from licenses to services. We will explore the triggers behind this change and the implications in pricing and operationg model Each group will choose a SaaS company prior to the session and will come prepare to share with the class how to analyze its Key Performance Indicators. 2 randomly chosen groups will present and the class will provide feedback on how to improve it We will also discuss together the Adobe case After the class, all groups will submit their analysis before the end of the day for a Pass/Fail grading Prescribed material CaseHow Adobe Innovated Its Business Model and Blazed the Trail for the Digital Experience PDF- PlatformUV8995-ENGArticleBorges’ Map: Navigating a World of Digital DisruptionSlides & notes Session 61pdfSession 6DBA 26pptxSession 6UV8995-PDF-ENGpdf | Case |
| 7 | Data strategy "Data is the new oil". We will learn why data has become so important now, what are the new business models and companies emerging, what are the challenges to monetize data (among others, regulation) and how to design an impactful data strategy Each group will prepare a data monetization for a company of their choice, identifying what data to collect and how to monetize it 2 randomly chosen groups will present and the class will provide feedback on how to improve We will also discuss together the Moderna case After the class, all groups will submit their data monetization strategies before the end of the day for a Pass/Fail grading Prescribed material CaseLemonade: Is its AI everywhere strategy a (IM1577- competitive advantage? PDF-ENG)ArticleBuilding a Business from Data Is Hard - Here’s HowSlides & notes Session 71pdfSession 7IM1577-PDF-ENGpdfSession 7DBApptx | Case |
| 8 | Tech trends Technology is changing faster than ever, changing the way business are organized and interact with customers. We will do a quick review of the recent technologies and trends based on Gartner Hype Cycle to learn a basic understanding of each one of them and what impact they may have Each group will choose a their favourite metaverse example prior to the session and will come prepare to share with the class how it could have been monetized and how it failed (or not) 2 randomly chosen groups will present and the class will provide feedback on how to improve We will also discuss together the Metaverse case After the class, all groups will submit their Metaverse examples before the end of the day for a Pass/Fail grading Prescribed material CaseFrom hype to disillusionment: Metaverse's rise, (LBS367- apparent fall and green shoots PDF-ENG)Slides & notes Session 81pdfSession 8LBS367-PDF-ENGpdfSession 8DBApptx | Case |
| 9 | GenAI disruption In the previou session we will have covered GenAI as one of the trends In this class we will do a simulation to go deeper into the basics concepts of Machine Learning in which you will have the opportunity to learn and choose how the machine things We will also analyze the case on "GenAI and the Future of work" and debate in assigned groups oppossite opinions (the groups will be preassigned the previuos session so that you can come prepared) Assignment questions: - What parallels do you observe between recent developments in AI and technological developments in the past? How do you predict AI advancements might change society in the next 10 years? How effective is extrapolation from past technological trends? - The case mentions two experimental studies of GenAI's effects on productivity, one from a contact center and one from BCG. What are the strengths and weaknesses of these studies? How would you use these results, along with case data on the progression of GenAI performance, to forecast the impact of GenAI on work arrangements and outcomes? Prescribed material CaseGenerative AI and the Future of Work824130-PDF-ENGCaseMachine Learning Concepts: An Educational (SMU064- Game Simulation PDF-ENG)Slides & notes Session 9824130-PDF-ENGpdfSession 9SMU064-PDF-ENGpdf | Simulation |
| 10 | Agile and reskilling Digital is transforming how organizations set up their processes and is creating a big reskilling challenge in traditional companies We will learn how big companies are adopting agile ways of working and what reskilling methods they are using to onboard their employees into their digital transformation. At the end of the session, students will have a deep understanding of the different agile methodologies and when to apply each Assignment questions - Why is organizational agility critical for ING? - What is organizational agility at ING? How does it work? Prescribed material CaseING. An Agile Organization in a Disruptive EnvironmentIMD934-PDF-ENGSlides & notes Session 10IMD934-PDF-ENGpdfSession 10DBApptxSession 10The five trademarks of agile organizations 1771857734677arvvjpdf | Lecture |
| 11 | Cybersecurity Cyber is the top risk identified by CEOs nowadays We will learn some of the key concepts in cyber, watch attacks in real time and understand key strategies to minimize the risk given that the weakest link is the human Assignment questions - How does Equifax's business model work? Who is the customer? What is the product? How is the revenue flow? - Was Equifax lax or unlucky to be cyber-breached in this way? Prescribed material CaseData Breach at Equifax118031-PDF-ENGSlides & notes Session 11118031-PDF-ENGpdfSession 11NIST.CSWP.29pdfSession 11DBApptx | Lecture |
| 12 | Digital financials A large percentage of investors money is going into Digital. We will look at successful business model and how to analyze this companies Assignment questions - As an investor looking at online food delivery start ups, what makes this an attractive space to invest in? What would be your major concerns? - Which of the five investment opportunities described in the case should Simon Rothman pursue? (Eatstreet, Postmates, Sprig, Kitchensurfing, Plated) Prescribed material CaseInvesting in Online Marketplaces714520-PDF-ENGSlides & notes Session 121pdfSession 12714520-PDF-ENGpdfSession 12DBApptx | Case |
This Is How They Tell Me the World Ends: A True Story AUTHOR EDITORIAL Nicole Perlroth Bloomsbury Publishing YEAR ISBN 2022 1526652536 AI Superpowers: China, Silicon Valley, And The New World Order AUTHOR EDITORIAL Kai-Fu Lee Harper Business YEAR ISBN 2018 9781328546395 Chip War: The Fight for the World's Most Critical Technology AUTHOR EDITORIAL Chris Miller Simon & Schuster Ltd YEAR ISBN 2022 1398504092 Think #Digital First: The Modern Day Entrepreneurs Workbook to Business Growth AUTHOR EDITORIAL Warren Knight Filament Publishing YEAR ISBN 2017 B074PC47PL
Digital Business Strategy is meant to provide you with situational awareness and the ability to design successful courses of action on today´s fast paced changing environment. Digital is transforming everything and today's manager need to have a basic understanding of technology, data and new business models to compete effectively. The objective of this course is to provide with the basic skills in all the components required for a digital strategy and subsequent transformation
To demonstrate the importance of digital in today’s businesses, and to understand the issues surrounding the management of data to improve the operational performance of organizations.
We will cover a few basic areas:
Gain capabilities related to apply all those frameworks to different industries so that participants can transform trends into valuable analysis. Explore the impact of AI in digital strategy.
| SYLLABUS | — | md, pdf |
| Ses. | Session, agenda & prescribed material | Type |
|---|---|---|
| 1 | Introduction to Service Design This session provides an overview of the fundamentals of service design, addressing common misconceptions and clarifying what service design truly entails. Students will learn a practical, step-by-step guide to conducting a service design process from start to finish. Key Elements Covered: Empathy maps to understand customer experiences and emotions. Journey design to visualize end-to-end service interactions. Research methods for gathering user insights. Service blueprints to map relationships between front-stage and back-stage components Prescribed material MultimediaWhat is Service Design?Slides & notes Session 1 and 21pdfSession 1 and 22pdfSession 1 and 2R0702G-PDF-ENGpdfSession 1 and 2cexpptx | Lecture |
| 2 | Human-Centered Design & Its Evolution with AI Explore the core principles of Human-Centered Design, emphasizing its development over time and its relevance in today’s AI-driven environment. This session discusses how bots, agentic AI, and human-AI collaboration are transforming service design and user interactions. Key Elements covered: The fundamental values of human-centered design and its origin. How AI technologies like chatbots, virtual assistants, and intelligent agents are changing service experiences. Potential future evolutions of human-centered design in the age of AI. Session preparation (prework): Business School Online Prescribed material ArticleWhat Is Human-Centered Design?MultimediaThe AI Index: A Compass for Navigating AI’s FutureSlides & notes Session 1 and 21pdfSession 1 and 22pdfSession 1 and 2R0702G-PDF-ENGpdfSession 1 and 2cexpptx | Lecture |
| 3 | Understanding Services within a Business Context This session differentiates between goods and services, emphasizing their unique characteristics and how service design interacts with product management. Students will learn how service designers collaborate with product owners and define meaningful, user-centric KPIs to measure service success. Key Elements covered: Differentiation of services versus products. Roles and collaborations between service designers and product owners. Defining and tracking user-centered KPIs for service performance. and design in UX Prescribed material MultimediaRochelle King: The complex relationship between dataSlides & notes Session 3615022-PDF-ENGpdfSession 3humancentereddesignpptx | Lecture |
| 4 | Core Service Design Elements—From Customers to Employees Focus on understanding various stakeholders such as customers, users, citizens, and employees. Learn to develop empathy through personas and empathy maps that capture the motivations, pain points, and behaviors of different user types. In-Class Exercise: Create empathy maps using Miro to visualize customer and user personas. Session preparation (prework): Download Empathy Map Worksheet - XPLANE | Organizational Change Management Consulting Other / Complementary Empathy Map Worksheet - XPLANE | Organizational Slides & notes Session 4619003-PDF-ENGpdfSession 4ideopptx | Exercise |
| 5 | Journey Design & Customer Experience Mapping Learn how to craft detailed customer journeys that identify touchpoints, pain points, and opportunities for improvement. Students will co-create an Empathy map during class, applying their knowledge to real-world scenarios. In-Class Exercise: Co-create an empathy map on Miro using provided templates. Session preparation (prework): download journey template - Customer Journey templates Other / Complementary Documentation Customer journey map templates Slides & notes Session 5 and 6empath&journeypptx | Exercise |
| 6 | Behavioral Design & Digital Nudges Introduce behavioral science principles and how digital nudges and boosting techniques can encourage desired user behaviors. Focus on creating ethically sound interventions to enhance service engagement and conversion rates through subtle cues and decision-support mechanisms. Key Elements covered: Introduction to behavioral design principles. Digital nudges: what they are and how they work. Boosting techniques to support user decision-making. Applying nudges and boosts to improve digital service conversion and engagement. Slides & notes Session 5 and 6empath&journeypptx | Lecture |
| 7 | Research Skills & Asking the Right Questions Effective service design starts with insightful questions and thorough research. This session emphasizes the importance of asking quality questions to uncover user needs and challenges. Students will practice developing research techniques to gather meaningful data. "Good research does not start with answers". Guest Speaker: an experienced researcher will share insights on effective inquiry techniques. Activities: Practice formulating research questions. Learn qualitative and quantitative research methods. Watch video: Tim Brown introduces the broader concept of design thinking, focusing on human-centered research methods. His approach is especially relevant for service designers aiming to solve complex, systemic problems by starting with real user needs. Prescribed material MultimediaDesigners -- think big!Slides & notes Session 7uberpptx | Lecture |
| 8 | Facilitation Techniques for Ideation and Co-Creation. Understand the role of the facilitator in design sessions and how to manage group dynamics. Ideation development: Divergent and convergent thinking; Idea clustering and prioritization. In class exercise: test AIRA, a tool to ideate with genAI. Guest speaker. Co-founder of AIRA. | Exercise |
| 9 | It visualises the relationships between different service components —people, Service blueprint: props (physical or digital) and processes— that are directly tied to a specific customer journey. It will define the experience from both point of views: external and internal Journey design. In class exercise: Blueprint co-creation (con Miro) Slides & notes Session 9R0907H-PDF-ENGpdfSession 9ROT331-PDF-ENGpdfSession 9apqcpptx | Exercise |
| 10 | UX/UI & prototypes. In this class, we’ll explore the power of visual storytelling in UX and UI design, focusing on how prototypes can do more than test functionality. Prototype tools (eg FIGMA) Guest speaker. Examples of impactful prototypes. Slides & notes Session 10 and 11ROT219-PDF-ENGpdfSession 10 and 11ROT361-PDF-ENGpdfSession 10 and 11behavioraly&nudgingpptx | Lecture |
| 12 | Digital Service Design Strategy. Guest speaker. Understand how to create a design Center of Excellence in a big corporate. Slides & notes —digitalnudgingpptx | Lecture |
| 13 | Service Innovation. From challenges to human observation. How to create new products/services based on Service Design methodology. Watch video: Stompff gives a practical view on how design research and prototyping can help organizations innovate faster. This is great if you want to see how research fits into agile and lean service development. Thinking Prescribed material MultimediaGuido Stompff – Speed Up Innovation with DesignSlides & notes —digitalnudgingpptx | Lecture |
The Service Innovation Handbook: Action-oriented Creative Thinking Toolkit for Service Organizations AUTHOR YEAR Lucy Kimbell 2015 ISBN FORMAT 978906369353 Digital dataset_linked Library link Inspired: How to Create Tech Products Customers Love AUTHOR EDITION Marty Cagan 2 YEAR ISBN 2017 9781119387503 Service Design: From Insight to Implementation AUTHOR EDITORIAL Andy Polaine; Lavrans Løvlie; Ben Reason Rosenfeld Media YEAR ISBN 2013 9781933820330
Digital Service Design is an immersive, hands-on course that explores the human- centered approach to designing, improving, and innovating digital services. Throughout this course, students will develop practical skills to craft services that seamlessly meet customer needs while aligning with organizational goals and realistic technological possibilities. A key feature of this program is the exclusive engagement with Digital Innovation Leaders from Fortune 500 companies and top startups worldwide, who will join as face-to-face and online guest speakers. Students will learn directly from these industry pioneers’ real-world experiences in service design, gaining invaluable insights into how leading organizations innovate through human-centric digital services. The course emphasizes a holistic view of service design, integrating behavioral science, AI, and organizational change to create impactful and sustainable service solutions.
Service design is a human centered approach that starts and ends in people (customer, user, citizen, employee, etc ) and integrates people needs with the business viability and technological feasibility. During this course you will learn the tools to design new services and improve existing ones. Design can create impact itself if it is orchestrated in a holistic way and it is built from end user`s shoes toward the organization and its processes.
The course learning objective:
| links | — | docx |
| SYLLABUS | — | md, pdf |
| Ses. | Session, agenda & prescribed material | Type |
|---|---|---|
| 1 | Introduction to the course In this first session we will start by introducing the course and work through an overview of the content, dynamics, and overall expectations as well as grading criteria. Then, we will have a short lecture on operational excellence and the different optimization tools and methodologies Finally, to get fully immersed in the course, we will do a short case on how Nestle boosted its operational excellence (please read the case in advance) Review Management Development) Prescribed material ArticleOperational Excellence, Meet Customer IntimacyH00ADQ-PDF-ENGCaseBoosting and sustaining operational excellenceIM1496-PDF-ENGSlides & notes Session 1Introduction IMBApptx | Case |
| 2 | WF (internal view): Procceses After the course introduction, the first in depth topic will be workflow analysis. We will start with the "internal view": processes. After a short lecture with the basic concepts, we will enjoy a short simulation, where your challenge will be to optimize a car cash. At the end of the class we will debrief the learnings of simulation. We will master the core concepts of workflow analysis: throughput, cycle time, and bottlenecks. Horizons School Prescribed material Technical noteBusiness Process MappingUV5989-PDF-ENGArticleFrustration-driven Process ImprovementBH889-PDF-ENGArticleThe Secret to Successful AI-Driven Process RedesignS25012-PDF-ENGMultimediaOperations Management Simulation: Balancing Process Capacity4301-HTM-ENGSlides & notes Session 2 and 3Amuseland Case VFpdfSession 2 and 3Digital Transformation Innovation Top Down (Part I)pptx | Simulation |
| 3 | WF (external view): Customer journeys In this session, we will continue working on workflows by complementing the internal process view with the external perspective—commonly known as the customer journey. While a process map explains how a company operates, a journey map focuses on how a customer experiences and interacts with it. We will run two short, in-class group exercises: 1. Customer Journey Prioritization – selecting the top journeys that truly “move the needle” for your business. 2. Customer Journey Redesign – identifying key pain points and determining how to eliminate them. By the end, you will master essential customer journey concepts such as pain points, moments of truth and touch points Harvard Business Review Prescribed material ArticleWhat You're Getting Wrong About Customer JourneysR2204F-PDF-ENGArticleWhy AI Customer Journeys Need More FrictionH0733O-PDF-ENGArticleDesigning Customer Journeys for the Post- Pandemic WorldH06B3C-PDF-ENGSlides & notes Session 2 and 3Amuseland Case VFpdfSession 2 and 3Digital Transformation Innovation Top Down (Part I)pptx | Review |
| 4 | Automation In this session we will start the first “optimization” toolkit of the course: automation and visibility Similarly to what we did in the customer journeys session, we will have two hands- on in-class group exercises: 1. Automation heatmap 2. RPA enabled process improvement By the end, you will master essential concepts such straight-through-processing, digital twin, ticketing systems/ case management, inverted-triangle Business Review Prescribed material ArticleCollaborative Intelligence: Humans and AI Are Joining ForcesR1804J-PDF-ENGArticleIn Praise of Electronically Monitoring EmployeesH00HAW-PDF-ENGArticleHow to Marry Process Management and AIS25011-PDF-ENGArticlePreparing Your Brand for Agentic AIR2602E-PDF-ENGSlides & notes Session 4 and 5Digital Transformacion Roadmap TO BE VFpptx | Case |
| 5-6 | Day 3 (sessions 5 and 6) will be fully devoted to the next part of our “optimization "Manufacturing" tools: lean, 6sigma and kaizen toolkit”, which is anchored in the manufacturing field We will discuss three well-known methodologies: lean, 6sigma and kaizen, leveraging the articles and technical notes of the syllabus To illustrate the concepts, we will · Discuss a fun case on Caesars Casinos (please read before class) · Play a lean game to build Jets Prescribed material ArticleWhat Really Makes Toyota's Production System ResilientH07CYP-PDF-ENGArticleThe Disintegration of Lean Manufacturing and (BH979- Lean Management PDF-ENG)CaseConducting a Kaizen619016-PDF-ENGTechnical noteSIX SIGMA: A BASIC OVERVIEWUV0868-PDF-ENGCaseLean Jets GameISB501-PDF-ENGCaseFair Park Covid-19 Mass Vaccination Site (622003-PDF- (A)Slides & notes Session 6 and 7IN1530-PDF-ENGpdfSession 6 and 7IN1531-PDF-ENGpdfSession 6 and 7IN1534-PDF-ENGpdfSession 4 and 5Digital Transformacion Roadmap TO BE VFpptxSession 6 and 7Making Digital Change Happen ING Case VFpptx | Case |
| 7 | Simulation (part 1 summary) In this last session of part one of the course and prior to the first exam, you will enjoy a simulation of a hospital, which will be followed by a debrief (No readings are required other than preparing the exam) Harvard Business School Prescribed material MultimediaHealthcare Management Simulation: Hospital OperationsFO0028-HTM-ENGSlides & notes Session 6 and 7IN1530-PDF-ENGpdfSession 6 and 7IN1531-PDF-ENGpdfSession 6 and 7IN1534-PDF-ENGpdfSession 6 and 7Making Digital Change Happen ING Case VFpptx | Simulation |
| 9 | Session 9 – Designing the Digital Operating System (Introduction) In the previous sessions, students have developed strong capabilities in operational optimization: process redesign, workflow improvement, automation (including RPA), Lean Six Sigma, and simulation-based performance management. These tools are essential for improving efficiency and execution discipline. This session marks a conceptual shift: from optimizing individual processes to designing the firm’s Digital Operating System end-to-end. The focus of this lecture is to introduce a systemic perspective on operations. We will explore why functional excellence and local KPIs can unintentionally destroy value when the overall architecture of the system is not coherent. The session will introduce the concept of the Digital Operating System, defined as the integrated design of value flows, decision architecture, information loops, incentives, and feedback mechanisms across the value chain. Prescribed material ArticleHow Digital Integration Is Reconfiguring Value ChainsR2505D-PDF-ENGArticleThe Value of Digital TransformationH07ON7-PDF-ENGArticleIntegrating Strategy Planning and Operational (B0805A- Execution: A Six-Stage System PDF-ENG)Slides & notes Session 8 and 9H00HAW-PDF-ENGpdfSession 8 and 9R1410D-PDF-ENGpdfSession 8 and 9R1902H-PDF-ENGpdfSession 8 and 9Operations and Supply Chain Visibilitypptx | Simulation |
| 10 | Designing the Digital Operating System (Case Discussion: Zara) This session applies the Digital Operating System framework to the case “Zara: IT for Fast Fashion – Should Zara upgrade its POS IT systems?” Rather than framing the case as a purely technological decision, the discussion will analyze Zara’s operating model as a coherent system designed around speed, responsiveness, and feedback loops. Students will examine how store-level information, production decisions, and distribution processes interact across the value chain. The discussion will focus on: Identifying Zara’s true system-level KPI Understanding how information flows enable competitive advantage Evaluating the trade-offs embedded in the current operating system Prescribed material CaseZara: IT for Fast Fashion604081-PDF-ENGSlides & notes Session 10 and 11Data Analytics & Operational Improvementpptx | Case |
| 11 | Data Analytics & Decision Systems in Operations (Introduction) Building on the previous sessions on Digital Operating System design, this class shifts the focus from system architecture to decision architecture. If Session 9 explored how value flows are designed end-to-end, this lecture examines how data and analytics transform the way operational decisions are made within that system. The central premise is that data does not create value by itself — value is created when analytics is embedded into repeatable, scalable decision processes. The session introduces the concept of Decision Systems in Operations, distinguishing between strategic, tactical, and operational decisions, and analyzing which types of decisions can and should be augmented or automated through analytics. Key themes include: From reporting and dashboards to prescriptive decision systems Decision latency and feedback loops Predictive vs. prescriptive analytics in operations Prescribed material Book chapterBusiness Analytics at a GlanceBEP498-PDF-ENGArticleHow to Make Sure You're Not Using Data Just to (H04MAJ- Justify Decisions You've Already Made PDF-ENG)ArticleCompeting on AnalyticsR0601H-PDF-ENGArticleANALYTICS 3.0R1312C-PDF-ENGSlides & notes Session 10 and 11Data Analytics & Operational Improvementpptx | Case |
| 12 | Data Analytics & Decision Systems in Operations (Case Discussion: The Weather Company) This session builds directly on Session 11, where we introduced the conceptual foundations of Business Analytics and Decision Systems in Operations. Having explored the taxonomy of analytics (descriptive, predictive, prescriptive), the governance of algorithmic decision-making, and the behavioral risks of misusing data, we now apply those concepts to a real organizational context. The case “The Weather Company: Creating Consumer Apps that Leverage its Big Data” examines how a firm transforms massive data assets into scalable decision capabilities embedded across its value chain. Rather than focusing solely on data monetization, the discussion will analyze how analytics reshapes operational processes, decision rights, and execution mechanisms. The session will address: What are the key operational and strategic decisions enabled by analytics? How does predictive data become embedded into repeatable decision processes? Prescribed material CaseTHE WEATHER COMPANY: CREATING (BAB168- CONSUMER APPS THAT LEVERAGE ITS BIG DATA PDF-ENG)Slides & notes Session 12 and 13H07883-PDF-ENGpdfSession 12 and 13Bottom Up & External Sources VFpptxSession 12 and 13Digital Governance & Wrap Up VFpptxSession 12 and 13SMR646-PDF-ENGpdf | Case |
| 13 | Scaling Digital Operations, AI & Organizing for Customer-Centric Advantage (Introduction) This session builds on the previous discussions on Digital Operating Systems and Data-Driven Decision Systems by examining how firms scale digital capabilities as part of a broader digital transformation effort. The focus moves beyond isolated analytics initiatives to the organizational and operational implications of becoming truly digital. We will explore how AI and advanced analytics enable more responsive, personalized, and customer-centric operations, and how these capabilities require redesigning structures, decision rights, and governance mechanisms. Key themes include: Digital transformation as operating model redesign AI-enabled customer experience and operational responsiveness Prescribed material ArticleCustomer Experience in the Age of AIR2202H-PDF-ENGArticle4 Ways to Democratize Data Science in Your OrganizationH068AY-PDF-ENGSlides & notes Session 12 and 13H07883-PDF-ENGpdfSession 12 and 13Bottom Up & External Sources VFpptxSession 12 and 13Digital Governance & Wrap Up VFpptxSession 12 and 13SMR646-PDF-ENGpdf | Case |
| 14 | This session applies the concepts from Session 13 to the case “DBS Bank – A Tech Scaling Digital Operations in Practice (Case Discussion: DBS Bank – A Tech Company Going All in on AI) Company Going All in on AI.” The discussion examines how a traditional financial institution undertakes a large-scale digital transformation by embedding AI and data capabilities across its operating model. Rather than analyzing DBS purely as a technology adoption story, the session will focus on the organizational and operational implications of becoming “AI-first.” Students will assess how AI reshapes processes, decision rights, governance structures, and customer experience design across the value chain. The discussion will address: How AI is integrated into core operational processes Prescribed material CaseDBS BANK: A TECH COMPANY GOING ALL IN ON AI056SMU-PDF-ENG | Case |
Have you ever been frustrated by the friction of a cumbersome process—whether opening a bank account or checking in for a flight? In today’s economy, execution is the
new strategy. Operational Excellence is why Amazon dominates traditional retail and why Fintechs are disrupting legacy banks. This course moves beyond theory to equip you with the "how": making your organization lean, mean, and capable of exceeding client expectations. We begin by mastering Workflows—the fundamental DNA of how work actually gets done.
From there, we dive into four strategic levers for optimization:
Understand the importance of operational excellence as a source of competitive advantage Map & Diagnose Workflows: Deconstruct complex business processes to identify bottlenecks, redundancies, and "non-value-added" activities Assess and design customer journeys, removing pain-points and exciding customer expectations Understand and apply the full array of “the optimization toolkit” leveraging new technologies and “manufacturing techniques” Utilize Data Analytics to transition from reactive troubleshooting to proactive, evidence-based operational management
| Augmented Reality in the Automotive Industry | — | |
| Digital Transformation Royal Caribean | — | |
| Domino’s Pizza 🍕 | — | |
| ING Case Embracing Digital (Part1) | — | |
| Reading Operational Transparency | — | |
| Reading The transparency trap | — | |
| Readings In praise of electronically monitoring employees | — | |
| Starbucks final presentation Digital Operations | — | |
| SYLLABUS | — | md, pdf |
| The Change it never was | — |
| Ses. | Session, agenda & prescribed material | Type |
|---|---|---|
| 1 | The next big thing In this first session we will introduce the course and overall technology product management process. We will discuss the search process and how to live in the future. Key concepts covered in this session include: What is technology? What is innovation? Why product management? Slides & notes Session 1 and 2PM S1 - Next Big Thing(1)pdfSession 1 and 2PM S1 Notes 1pdfSession 1 and 2PM S2 Notes 2pdfSession 1 and 2PM S2 Problems and Solutions(1)pdf | Lecture |
| 2 | The power of an idea Most people and companies spend too much time focusing on ideation and over- value ideas, however, creativity and the ability to effectively solve problems is essential for the commercialisation process. In this session we will cover the search for sources of innovation and ideation techniques. Key concepts covered in this session include: Strategies for being creative Ideation methodologies Problem statements Slides & notes Session 1 and 2PM S1 - Next Big Thing(1)pdfSession 1 and 2PM S1 Notes 1pdfSession 1 and 2PM S2 Notes 2pdfSession 1 and 2PM S2 Problems and Solutions(1)pdf | Lecture |
| 3 | Customer Obsession Good product managers build deep understanding of their customers and remain focused on solving their customers toughest pain points. Key concepts covered in this session include: Understanding your customer Users vs buyers Personas Customer Journeys Slides & notes Session 3, 4 and 5PM S3 - Customer Obsession 3pdfSession 3, 4 and 5PM S3 Notes 3pdfSession 3, 4 and 5PM S4 - SelectionpdfSession 3, 4 and 5PM S4 Notes 4pdfSession 3, 4 and 5PM S5 - Strategy 5pdfSession 3, 4 and 5PM S5 Notes 5 - Strategypdf | Lecture |
| 4 | Selection In this session we will examine various methods for assessing the suitability of a technology for development and whether the idea has the potential to create value. Key concepts covered in this session include: Technology assessment Implementation assessment Market assessment Killing bad ideas Slides & notes Session 3, 4 and 5PM S3 - Customer Obsession 3pdfSession 3, 4 and 5PM S3 Notes 3pdfSession 3, 4 and 5PM S4 - SelectionpdfSession 3, 4 and 5PM S4 Notes 4pdfSession 3, 4 and 5PM S5 - Strategy 5pdfSession 3, 4 and 5PM S5 Notes 5 - Strategypdf | Lecture |
| 5 | Financing and valuations Innovation must create value if it is to be successful. In this session we will look into methodologies to minimise and mitigate uncertainty in the commercialisation process and how to ensure that you can both create and capture sufficient value from the new technology. We will also look at the various approaches to financing innovation. Key concepts covered in this session include: Project financing Venture financing Typical returns Entrepreneurial support organisations | Lecture |
| 6 | Building the product Now you know what problem you are solving and for who and have got some resources. It's time to build! Key concepts covered in this session include: User stories Prototypes MVPs Typical software tech stacks Slides & notes Session 6, 7 and 8Breakout 1pdfSession 6, 7 and 8PM S6 - Planning the build(1)pdfSession 6, 7 and 8PM S6 - Planning the buildpdfSession 6, 7 and 8PM S6 Notes 6pdfSession 6, 7 and 8PM S7 - Managing the BuildpdfSession 6, 7 and 8PM S7 Notes 7pdfSession 6, 7 and 8PM S8 Notes 88 - IPpdfSession 6, 7 and 8PM S9 - IPpdf | Lecture |
| 7 | Data Driven Products Many products today now incorporate AI as a way of delivering increased value or a better user experience. However, AI products generate additional challenges for the product manager. This session will cover: What AI involves Data pipelines Challenges of AI products Slides & notes Session 6, 7 and 8Breakout 1pdfSession 6, 7 and 8PM S6 - Planning the build(1)pdfSession 6, 7 and 8PM S6 - Planning the buildpdfSession 6, 7 and 8PM S6 Notes 6pdfSession 6, 7 and 8PM S7 - Managing the BuildpdfSession 6, 7 and 8PM S7 Notes 7pdfSession 6, 7 and 8PM S8 Notes 88 - IPpdfSession 6, 7 and 8PM S9 - IPpdf | Lecture |
| 8 | Intellectual Property Creating and defending your intellectual property is a key to ensure you capture the value created by innovative new products In this session we shall cover what intellectual property is and the different ways you can protect it. Key concepts covered in this session include: Intellectual property Patents, copyright and trademarks Licensing IP in an age of AI | Lecture |
| 9 | Entering the jungle In this session we shall review key marketing concepts as applicable to the technology commercialisation process. We shall also examine appropriate pricing strategies for different stages of the commercialisation process and how best to capture value from innovation. Key concepts covered in this session include: Business models Product market fit Growth Optimisation Slides & notes Session 9PM S9 - Data DrivenpdfSession 9PM S9 Notes 9 - Data Drivenpdf | Review |
| 10 | Pricing Pricing is one of the most effective levers you have for ensuring profitability and plays a huge impact on the success, or not, of your technology. Getting the price right is critical, but pricing is difficult at the best of times, and even harder when you are launching a new product. Key concepts covered in this session include: The power of price 3pricing failures 8 step process for pricing technology Slides & notes Session 10, 12 and 13Breakout 2 InstructionspdfSession 10, 12 and 13Helpful ResourcespdfSession 10, 12 and 13PM S10 Launch!pdfSession 10, 12 and 13PM S10 Notes 10pdfSession 10, 12 and 13PM S12a Notes - GrowthpdfSession 10, 12 and 13PM S13 - Herding CatspdfSession 10, 12 and 13PMT Ex1 - Break your ideapdfSession 10, 12 and 13PMT Ex5 - Sharpening the SpearpdfSession 10, 12 and 13Product Strategy CanvaspptxSession 10, 12 and 13S12 - Growth and CTCpdfSession 10, 12 and 13s13pdf | Lecture |
| 11 | Crossing the chasm In this session we shall look at the general characteristics of market adoption as 6 well as strategies for gaining mass market adoption. We shall also examine the complications of expanding beyond domestic markets. Key concepts covered in this session include: Adoption curves Crossing the chasm Technology transfer Slides & notes Session 10, 12 and 13Breakout 2 InstructionspdfSession 10, 12 and 13Helpful ResourcespdfSession 10, 12 and 13PM S10 Launch!pdfSession 10, 12 and 13PM S10 Notes 10pdfSession 11PM S11 - BM and PricingpdfSession 11PM S11 Notes 1111 - PricingpdfSession 10, 12 and 13PM S12a Notes - GrowthpdfSession 10, 12 and 13PM S13 - Herding CatspdfSession 10, 12 and 13PMT Ex1 - Break your ideapdfSession 10, 12 and 13PMT Ex5 - Sharpening the SpearpdfSession 10, 12 and 13Product Strategy CanvaspptxSession 10, 12 and 13S12 - Growth and CTCpdfSession 10, 12 and 13s13pdf | Lecture |
| 12 | Strategic Innovation Disruption is constant. Organisations must embrace change in order to benefit from it but this sometimes means making difficult choices. In this session, we will take a look at what firms can do to stay ahead of the curve. Key concepts covered in this session include: Thinking about innovation strategically Waves of disruption Core competencies Corporate and open innovation Slides & notes Session 10, 12 and 13Breakout 2 InstructionspdfSession 10, 12 and 13Helpful ResourcespdfSession 10, 12 and 13PM S10 Launch!pdfSession 10, 12 and 13PM S10 Notes 10pdfSession 10, 12 and 13PM S12a Notes - GrowthpdfSession 10, 12 and 13PM S13 - Herding CatspdfSession 10, 12 and 13PMT Ex1 - Break your ideapdfSession 10, 12 and 13PMT Ex5 - Sharpening the SpearpdfSession 10, 12 and 13Product Strategy CanvaspptxSession 10, 12 and 13S12 - Growth and CTCpdfSession 10, 12 and 13s13pdf | Lecture |
| 13 | Making innovation everyday This session will look at how best to build technology pipelines and how innovative development should fit within existing product portfolios. We shall also investigate strategies for managing and mitigating commercialisation risks. Key concepts covered in this session include: Managing the risk of technology commercialisation Building innovation portfolios and technology pipelines Roadmaps Objective and key results | Lecture |
| 14 | Avoiding pitfalls There are many pitfalls and traps along the path to successful technology commercialisation. Much can be learnt from considering the failures of others in their technology commercialisation efforts and n this session we shall review a number of key examples. SESSION 15 (LIVE IN-PERSON) Putting it all together Student teams will present their technology commercialisation strategies and we will wrap up the course. Students will be provided with a range of free tools and resources to take their commercialisation journeys forward. Key concepts covered in this session include: • Summary of the course Slides & notes Session 14 and 15PM S14-15 - Closeoutpdf | Review |
This course is designed for aspiring product managers, founders and business leaders who want to gain a better understanding of the product development process.
1 This course will provide the tools to help you navigate the pitfalls of product management, sustain innovation and give you an entrepreneurial edge. The course runs through the entire product development process from ideation to market entry and growth. It will provide you with the practical knowledge you need to profitably launch new technology into the market, either through an existing company or one you plan to start. This course consists of fifteen sessions where students develop product management strategies for real-world technologies and innovations. The courses culminates with teams of students putting together their own product management plan.
Students will leave this course ready to:
Discover opportunities for innovation Develop their best ideas into commercially viable products Create a solid product development plan Manage a team of software developers Protect the intellectual property that they create Examine critical aspects of product strategy from market entry to growth
| SYLLABUS | — | md, pdf |