Suchergebnis: Katalogdaten im Frühjahrssemester 2021

MAS in Management, Technology, and Economics Information
2. Semester
General Management and Human Resource Management
363-0302-00LHuman Resource Management: Leading Teams Information W+3 KP2GG. Grote
KurzbeschreibungThe basic processes of human resource management are discussed (selection, reward systems, performance evaluation, career development) and embedded in the broader context of leadership in teams. Leadership concepts and group processes are presented. Practical instruments supporting leadership functions are introduced and applied in business settings through student projects.
Lernziel• Understand basic HRM functions and their relationship to leadership
• Know instruments for selection, performance appraisal, compensation, and development
• Understand leadership requirements and success factors in leadership
• Know fundamental processes in teams
• Apply and expand theoretical knowledge on a specific topic in self-guided learning
• Manage team processes and diversity
InhaltHuman Resource Management (HRM) concerns the policies, practices, and systems that influence employees' behavior, attitudes, and performance. HRM aims at applying human resources within organizations such that people succeed and organizational performance improves. HRM is of high strategic relevance as evidenced by strong links between good HRM practices and business outcomes.

In the course, concepts and instruments for employee selection, performance management, and personnel development are presented. Some instruments are also practically applied in small groups. Fundamentals of effective leadership and dynamics in teams are discussed, in particular in view of the increasing demands for balancing stability and flexibility in fast-changing organizations.

The course is taught from the perspective of team members' and team leaders' role in HRM, not from the perspective of HR managers. Thereby, students can directly relate their own experience to the HRM practices discussed. This applies to prior work experience, but also to any other teamwork experience, be it as a student or in a private role, for instance in sports clubs. Selecting the right team members, discussing and improving individual and team performance, managing task and relational conflicts, and sharing and building on each other's knowledge to solve problems are ubiquituous challenges that the course addresses.

As part of the course, students also apply HRM instruments in company contexts in a group semester project. Topics for these projects are determined prior to the course and in the past have concerned leadership assessment, performance-based pay, and working in virtual teams. Students are provided with background literature and specific tools to conduct the project and are accompanied by a project advisor who provides additional support.
SkriptThere is no script.
LiteraturA reading list and the respective documents are provided via moodle.
363-1039-00LIntroduction to NegotiationW+3 KP2GM. Ambühl
KurzbeschreibungThe course introduces students to the concepts, theories, and strategies of negotiation and is enriched with an extensive exploration of real-life case-study examples.
LernzielThe objective of the course is to teach students to recognize, understand, and approach different negotiation situations, by relying on a range of primarily quantitative and some qualitative analytical tools.
InhaltWe all negotiate on a daily basis – on a personal level with friends, family, and service providers, on a professional level with employers and clients, among others. Additionally, negotiations are constantly unfolding across various issues at the political level, from solving armed conflicts to negotiating trade and market access deals.

The course aims to provide students with a toolbox of analytical methods that can be used to identify and disentangle negotiation situations, as well as serve as a reference point to guide action in practice. The applicability of these analytical methods is illustrated through examples of negotiation situations from international politics and business.

The theoretical part of the course covers diverse perspectives on negotiation: with a key focus on game theory, but also covering Harvard principles of negotiation, as well as the negotiation engineering approach developed by Prof. Ambühl at ETH Zurich. The course also dedicates some time to focus on conflict management as a specific category of negotiation situations and briefly introduces students to the social aspects of negotiation, based on the insights from psychology and behavioral economics.

The empirical part of the course draws on case-studies from the realm of international politics and business, including examples from Prof. Ambühl’s work as a career diplomat. Every year, the course also hosts two guest lecturers – representatives from politics or business leaders, who share practical experience on negotiations from their careers.
LiteraturThe list of relevant references will be distributed in the beginning of the course.
Strategy, Markets and Technology
363-1077-00LEntrepreneurship Information W+3 KP2GB. Clarysse
KurzbeschreibungThis course introduces the various elements important to start an innovative business. These are: insights into how technology as a context shapes opportunities to start a business, assessing opportunities, protecting one's idea and technology, market testing and feedback, how to form a team, raising investment and deal evaluation, use of novel financing sources, development of term sheets.
LernzielThis course enables to understand:
How technologies develop from science to commercial products
What kind of entrepreneurial opportunities emerge from this cycle
How assumptions are tested in the market and evolve into business plans
What the importance is of founding teams and how they are fit together
How to raise money from various sources such as crowd funding, ICO, business angels and venture capitalists
How to develop a business case
How to negotiate and structure a funding deal
InhaltThe course consists of 7 sessions of 4 hours, every other week. The first 2 hours typically cover the content of the session, while in the last 2 hours students work in teams to apply the content in specific case settings.

The course is structured as follows:

In session 1, we discuss how science develops into technologies that are eventually commercialized into products ...We discuss how technology entrepreneurs can create ventures based upon the technology they work on, the demand they see in their environment or just through the mere aspiration of creating a company. We specifically focus on how these companies can create value in the absence of clear customer revenues and what the eventual outcome is of such a venture.

In Session 2, we look at how entrepreneurs do market research and how different types of market research help them to develop their business. In addition, you will get an overview of various forms of prototyping, and of how the use of such prototyping can help you test the market and incorporate market feedback into your product or service.

In Session 3, we introduce the concept of "appropriability". For entrepreneurs, especially in a technology environment, it is very important to think about how they can appropriate value from the ideas they develop and the products they introduce in the market. Such appropriation can be enabled through legal mechanisms such as IP or might be facilitated through the way in which the company is set up. We also discuss how value can be delivered in an industry, how negotiation power can be assessed, what different actors need to be taken into consideration when determining the value flow in a network and, eventually, how to think of a business model annex business plan.

Session 4 touches upon a number of HR questions and managerial challenges for the budding entrepreneur: Is it better to go alone or in a team? Are there more or less successful compositions of an entrepreneurial team and if so, where to find the right co-conspirators? We also introduce the basic elements of making a financial plan.

Session 5 introduces you in the world of raising capital. You get an overview of the various sources of capital including business angels, accelerators, crowd funding, venture capital and corporate capital. Guest speakers from the financing industry will answer your questions with regards to getting finance.

Session 6 deals with the legal side of making a deal between an investor and a company. We also explain how to make an elevator pitch and how to pitch for money (including business plan competitions)

Session 7 includes a negotiation game. The negotiation game allows you to go through the different conditions of a term sheet including the valuation of a start-up, the lock-in of the management team, the liquidation options and the division of power. The aim is to learn how to use each of these terms in a practical setting and be able to write a term sheet with an investor.

Each of the sessions includes a mix of theory (usually 2 hours), case study/exercise work and occasional guest presentations (usually 1 hour). The course is an excellent introduction to 'do it yourself courses' such as the Deep Science Sprint, the Digital Entrepreneurship Course,..
SkriptPowerpoint slides are provided ahead of each session and provide together with Clarysse and Kiefer (2011) the core course material.

In addition to the slides and handbook, most sessions have case material (uploaded ahead of the course and to be read BEFORE the lecture in which the case will be discussed). Video material is part of the core syllabus.
LiteraturClarysse, B. & S. Kiefer The Smart Entrepreneur (Elliott & Thompson, 2011) is used as core reading material.

In addition, each session also has "advanced reading" papers, which are useful to deepen your knowledge about the specific subject under discussion. It is sufficient to read the introduction and the conclusions of the papers to get the core idea.

The papers are uploaded through Moodle, the book is available for sale at or can be ordered from any book store.
Voraussetzungen / BesonderesNo special background is needed.
365-1097-00LInnovation Management Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd semester).

The groups can be choosed via myStudies.
W+2 KP1SP. Bubenzer
KurzbeschreibungThis interactive course provides emerging leaders in technology-driven companies with critical insights and tools for addressing key challenges in innovation management.
LernzielAfter completing this course:
1. Students can differentiate types of innovations and know how to choose adequate management approaches for each
2. Students understand how innovations can be generated inside and outside of organizations
3. Students can explain how technology-based innovations typically evolve and how to manage this evolution
4. Students understand fundamentals of innovation development and adoption in markets/ecosystems and related key strategic decisions
5. Students know how to overcome critical internal organizational challenges when developing innovations and scaling their adoption
InhaltThis course offers an intensive, two-day integrated learning experience to provide leaders in technology-driven enterprises with critical insights and fundamental tools for tackling key innovation management challenges. The course combines an innovate set of lectures with practical case studies taught by lecturers with experience in technology-driven start-ups and large firms in a variety of industries. This course is a highly interactive immersion into real-life challenges where established, evidence-based frameworks and contemporary models are used to develop leadership capabilities in technologically complex business environments. This course is thus designed to particularly suit the needs and expectations of engineers or other technology specialists who intend to develop the necessary vocabulary and tools in order to grow into more general leadership roles in technology-based organizations.
363-0392-00LStrategic Management Information Belegung eingeschränkt - Details anzeigen
Number of participants limited to 80.

If you have any questions please contact the teaching assistant Krishna Vaibhav: Link.
W+3 KP2GS. Herting
KurzbeschreibungThis courses conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at improving and establishing position of firms within an industry.
LernzielThe lecture "strategic management" is designed to teach relevant competences in strategic planning and -implementation, for both professional work-life and further scientific development. The course provides an overview of the basics of “strategy” and the most prevalent concepts and methods in strategic management. The course is given as a combination of lectures about concepts/methods, and case studies where the students asked to solve strategic issues of the case companies. In two sessions, the students will also be addressing real-time strategic issues of firms that are represented by executives.
a. Strategy concepts
b. Industry dynamics I: Industry analysis
c. Industry dynamics II: Analysis of technology and innovation
d. The resource-based theory of the firm
e. The knowledge-based theory of the firm

Strategic Management offers a combination of lectures about concepts/methods, and case studies where the students solve strategic issues of the involved companies. This aims at offering students a profound theoretical understanding of important and current topics and also offer an opportunity to present these concepts in front of an audience.
This course conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at analyzing and establishing position of firms within an industry, securing firm performance. Thus, the course focuses on a number of important topics, such as the evolution of industry, industry structure, the analysis of a firm's resources- and knowledge, and innovation.
In addition, student groups will hold presentations on the four main topics of this class, to further develop concepts and enhance understanding. The presentations will cover Industry Dynamics I, Industry Dynamics II, Resource Based View of the Firm, Knowledge Based View of the Firm. For all presentations, selected Harvard Business Cases will be used as a common ground for students to start from.
Students are also expected to read and understand the required readings (approx. 15 items) that cover the most important papers and articles from the past 30 years in management and strategy research.
To underline the relevance of Strategic Management in firms, decision makers from companies in Switzerland will be holding guest lectures and give their take on strategy in practice and give insight on current topics in the field.
Voraussetzungen / BesonderesSession #0: (tbd) Introduction & How to solve a case
Session #1: (tbd) Introduction to Strategy
Session #2: (tbd) Industry Dynamics I
Session #3: (tbd) Industry Dynamics II
Session #4: (tbd) Resource-Based Theory
Session #5: (tbd) Guest Lecture I
Session #6: (tbd) Knowledge-based Theory
Session #7: (tbd) Guest Lecture II

Please NOTE: The dates of the guest lectures subject to change due to availability of the guest lecturers. The final schedule will be provided in the first session.
Quantitative and Qualitative Methods for Solving Complex Problems
365-1120-00LAI for Executives Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd semester).

Students, who have already successfully completed the course “Executive Business Analytics” can't register again.
W3 KP2GJ. Zürcher, V. Britz, A. Ferrario
KurzbeschreibungThis course will combine cutting edge thinking about Artificial Intelligence & Machine Learning, with application use cases and a practical framework that will enable participants to determine and plan their own workplace application. The focus is less on the how (i.e. how the algorithms function) but more on techniques to identify suitable use cases.
LernzielObjective 1 (Managerial aspects): Understand the processes and challenges of analytics-related projects
• Being able to identify applications for analytics in corporations and organizations that create value
• Being able to list implications for management when undertaking a project involving business analytics
• Being able to to describe the data mining process CRISP-DM to their actual setting

Objective 2 (Methodological challenges): Understand common methods for performing business analytics
• Being able to name common methods for business analytics, as well as their underlying concepts
• Being able to contrast supervised vs. unsupervised learning (clustering)
InhaltPrior to the start of the Information Age in the late 20th century, companies back then lacked the computing capabilities necessary for data to be analyzed, and as a result, decisions primarily originated not from knowledge but from intuition. With the emergence of ubiquitous computing technology, company decisions nowadays rely strongly on computer-aided “Business Analytics”.

As examples, machine Learning algorithms enable detection of patterns and predict or recommend actions by processing large data sets of information, instead of response to instructions. Deep learning is a type of machine learning using Neural Networks to process huge amounts of data through successive layers of learning to arrive at a conclusion or recommendation.

This highly interactive and application driven course will lay a foundation of understanding of these cutting-edge concepts, followed by a contemporary Case Study of relevance to marketplace application. The class dialog will bring out the underlying complexities of under-standing business challenges and determining the suitability of AI solutions thus enhancing participants AI/ML decision making.

This will be followed by a participative discussion to connect the knowledge and case study application to the participants own experiences. Based on it, we jointly define the criteria for the type of situations where AI and ML are appropriate and develop potential solutions.

Developing a technological solution to an AI challenge is only the first step. The practitioner will need to recognize implementation as a potentially disruptive change that will require careful change management leadership for effective implementation. Given the novelty of the theme and the rare experience in industry, this part will be accompanied by insights from practitioners.
SkriptThe following technical aspects will be covered from a methodological angle:
- Forecasting: How can historical values be used to make predictions of future developments ahead of time? How can firms utilize unstructured data to facilitate the predictive performance? What are metrics to evaluate the performance of predictions?
- Data analysis: How can one derive explanatory power in order to study the response to an input?
- Clustering: How can businesses group consumers into distinct categories according to their purchase behavior?
- Dimension reduction: How can businesses simplify a large amount of indicators into a smaller subset with similar characteristics?
LiteraturThe course involves two pre-readings that students are kindly asked to read before the first class:

Reading 1
DeepMind creates algorithm to predict kidney damage in advance

Reading 2
Building the AI-Powered Organization
Voraussetzungen / BesonderesStudents, who have already successfully completed the course “Business Analytics (363-1098-00)” can't register again.
Micro and Macroeconomics
363-0515-00LDecisions and MarketsW+3 KP2VA. Bommier
KurzbeschreibungThis course provides an introduction to microeconomics. The course emphasizes the conceptual foundations of microeconomics and contains concrete examples of their application.
LernzielThe purpose of this course is to provide master students with an introduction to graduate-level microeconomics, particularly for students considering further graduate work in economics, business administration or management science. The course provides the fundamental concepts and tools for graduate courses in economics offered at ETH and UZH.

After completing this course:
- Students will be able to understand and use existing models to make predictions of consumer and firm behavior.
- Students understand the fundamental welfare theorems and will be able to analyze equilibria of markets with perfect and imperfect competition.
- Students will be able to analyze under which conditions market allocations are not efficient (market failure).
InhaltMicroeconomics is the branch of economics which studies the decision-making by an individual, household, firm, industry or level of government. The economic equilibrium is the result of agents' interactions. Microeconomics is an element of nearly every subfield in economic analysis today. This course introduces the fundamental frameworks which form the basis of many economic models.

Theory of the consumer:
- Consumer preferences and utility
- Budget sets and optimal choice
- Demand functions
- Labor supply and intertemporal choice
- Welfare economics

Theory of the producer:
- Technological constraints and the production function
- Cost minimization
- Profit maximization

Market structure:
- Perfectly competitive markets
- Monopoly behavior
- Duopoly behavior

General equilibrium analysis:
- Market equilibrium in an exchange economy
SkriptThe lecture will be based on lecture slides, which will be made available on Moodle.
LiteraturThe course is mostly based on the textbook by R. Serrano and A. Feldman: "A Short Course in Intermediate Microeconomics with Calculus" (Cambridge University Press, 2013). Another textbook of interest is "Intermediate Microeconomics: A Modern Approach" by H. Varian (Norton, 2014).
Exercises are available in the textbook by R. Serrano and A. Feldman ("A Short Course in Intermediate Microeconomics with Calculus", Cambridge University Press, 2013). More exercises can be found in the book "Workouts in Intermediate Microeconomics" by T. Bergstrom and H. Varian (Norton, 2010).
Voraussetzungen / BesonderesThe course is open to students who have completed an undergraduate course in economics principles and an undergraduate course in multivariate calculus.
363-0575-00LEconomic Growth, Cycles and PolicyW+3 KP2GH. Gersbach
KurzbeschreibungThis intermediate course focuses on the core thinking devices and foundations in macroeconomics and monetary economics, and uses these devices to understand economic growth, business cycles, crises as well as how to conduct monetary and fiscal policies and policies to foster the stability of financial and economic systems.
Lernziel- Fundamental knowledge about the drivers of economic growth in the short and long run, key macroeconomic variables and observed patterns in developed countries

- Comprehensive understanding of core macroeconomic frameworks and thinking devices
InhaltThis intermediate course focuses on the core thinking devices and foundations in macroeconomics and monetary economics, and uses these devices to understand economic growth, business cycles, crises as well as how to conduct monetary and fiscal policies and policies to foster the stability of financial and economic systems. The course is structured in the following way:

Part I: Basics
- Introduction
- IS-LM Model in Closed Economy (Repetition)
- Schools of Thought
- Consumption and Investment
- The Solow Growth Model

Part II: Special Themes
- Money Holding, Inflation, and Monetary Policy
- Crises in Market Economies
- IS-LM Model and Open Economy
- Theories of exchange rate determination
- Technical Appendix
SkriptCopies of the slides will be made available.
LiteraturChapters in
Manfred Gärtner (2009), Macroeconomics, Third Edition, Prentice Hall.
and selected chapters in other books and/or papers
Voraussetzungen / BesonderesIt is required that participants have attended the lecture "Principles of Macroeconomics" (363-0565-00L).
Financial Management
363-0560-00LFinancial Management Information W+3 KP2VJ.‑P. Chardonnens
KurzbeschreibungThis course introduces students to the concept and principles of financial management that are of primary concern to corporate managers, and all the consideration needed to make financial decision. It involves investment and financing decisions through the application of financial analysis.
LernzielBy attending this course, students will be able to:
- increase the overall value of firms and improve their profitability.
- ensure sufficient availability of funds to satisfy maturing short-term debt.
- improve the management of working capital and short-term financing.
- make capital budgeting decisions under both certainty and uncertainty.
- discuss the capital structure theory.
- understand the different sources of finance.
- describe the main motives and implications of mergers and acquisitions.
InhaltThe course Financial Management follows the course Accounting for Managers. The principles of financial management are illustrated with different cases. The course is divided into six main sections:

1. The first section discusses the financial goals of the firm, value-based management, and the objectives of liquidity and profitability.

2. The second chapter explains the tools and methods of financial analysis and forecasting needed by managers in order to make appropriate investing and financing decisions.

3. The third division demonstrates the importance of the management of working capital, cash planning, current asset management, short term financing, and the cash flow statement.

4. The fourth module introduces the static and dynamic methods of capital budgeting in order to improve the profitability of the organisation and achieve the main objectives.

5. The fifth part relates to the financing of the company, the capital structure theory, the cost of capital, the different sources of equity and debt financing.

6. The last section of the course illustrates special topics of financial management, such as mezzanine finance, corporate restructuring, mergers & acquisitions, and the valuation of shares.
Voraussetzungen / BesonderesRequirement : Good knowledge of financial accounting (Accounting for Managers)
365-0881-01LAdvanced Project Management: Cases and Coaching
Findet dieses Semester nicht statt.
Exclusively for MAS MTEC students (2nd and 4th semester).
The course is designed for students with at least 3 to 5 years of experience as project leader. Profound knowledge in project management methods is required.

Enrolment in both courses “Advanced Project Management: Cases and Coaching” and “Project Management Applied (365-0881-00)” is not possible. Only ONE of these two project management courses can be taken during the MAS MTEC studies.
KurzbeschreibungDer Kurs richtet sich an Personen mit 3 bis 5 Jahren Projektleitungserfahrung und behandelt die kritischen Erfolgsfaktoren des Projektmanagement anhand von Fallbeispielen der Teilnehmenden. Im Rahmen eines Coaching- und Beratungsansatzes lernen die Teilnehmenden herausfordernde Situationen in Projekten zu erfassen, zu analysieren und gemeinsam adäquate Lösungsansätze auszuarbeiten.
LernzielDie Kursteilnahme befähigt die Teilnehmenden:
1. Kritische Situationen in komplexen Projekten zu erkennen und zu beschreiben.
2. Solche Situationen in Projekten in ihrem systemischen Kontext zu analysieren.
3. Klare Ziele für die Problemlösung zu formulieren.
4. Bedarfsgerechte Projektmanagement-Massnahmen zu entwickeln und im Hinblick auf ihre Wirkung zu beurteilen.
5. Einen strukturierten Prozess des kollegialen Coachings anzuwenden.
InhaltUnklare Auftragssituationen, Zieloffenheit, divergierende Ansprüche zahlreicher Stakeholder aber auch die Dynamik des technologischen Wandels, erhöhen die Komplexität in der Projektarbeit stark. Dadurch nehmen auch die Anforderungen an das Projektmanagement zu.

Der Kurs fokussiert auf herausfordernde Projektmanagement Aufgaben aus dem praktischen Umfeld der Kursteilnehmenden. Basierend auf aktuellen Fallstudien wird die Identifikation und Beschreibung von kritischen Projektsituationen geübt. In einem strukturierten Beratungsprozess analysieren die Teilnehmenden die Situationen in ihrem systemischen Kontext und reflektieren so die Zusammenhänge und Wechselwirkungen. Durch Hypothesenbildung und gezielte Fragestellungen werden Ursachen und Wirkung diskutiert und darauf basierend individuelle Problemlösungsmassnahmen entwickelt.

Jeder Teilnehmende hat die Gelegenheit in einem anderthalbstündigen Beratungssetting einen aktuellen Fall zusammen mit Experten zu bearbeiten, was einen zusätzlichen Nutzen für die persönliche Projektarbeit stiftet.
SkriptWitschi, U., Alean-Kirkpatrick, P, Pardo, O., 2010. Projekt Management. pp 71.
LiteraturKuster et al., 2018. Handbuch Projektmanagement, Springer Verlag Berlin, 4. Auflage, pp 520, eBook ISBN 978-3-662-57878-0.
Voraussetzungen / BesonderesDie Teilnehmenden sollen über mindesten 3-5 Jahre Projektleitungs-Erfahrung verfügen und aus einem aktuellen Projekt eine Fallstudie zu einer Situation einbringen können, die sie im Bezug auf Projektmanagement besonders herausforderte. Fundierte Kenntnisse der Projektmanagement-Methodik wird vorausgesetzt.
365-1085-00LBusiness Experimentation Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd semester).
W3 KP2SM. Zimmer
KurzbeschreibungThis seminar teaches students how to design, conduct and analyze small but insightful experiments in business environments.
LernzielAfter participating in this course, students will be able to:
1) Recognize situations in their work routines in which empirical testing is helpful or even necessary
2) Translate the business problem into a research question
3) Identify structural, situational, and contextual factors that might influence the outcome and formulate hypotheses
4) Select the proper experimental design
5) Develop experimental treatments and stimuli
6) Determine sample characteristics
7) Collect data for business experiments
8) Analyze experimental data
9) Derive managerial implications from the empirical results
10) Consider ethical issues in the context of business experiments
InhaltSeemingly ubiquitous "big data" from human and technical sources promise radically new insights into the customer's mind but come with some strings attached: collecting and analyzing "big data" is expensive and complex; translating results into managerial implications is usually difficult.

In this seminar, we present a more efficient way to create knowledge about customers: marketing experimentation - the systemic variation of marketing parameters, which are expected to have an impact on central customer variables such as buying behavior, customer value or brand image. In contrast to big data marketing analytics, smart business experiments are easy to handle and the results are easy to implement. In this seminar, students will be given the necessary skills and knowledge to plan, conduct and analyze their own business experiments.
LiteraturAnderson, Eric T. and Duncan Simester (2011), "A Step-by-Step Guide to Smart Business Experiments," Harvard Business Review, 89 (3), 98-105-105.

Davenport, Thomas H. (2009), "How to Design Smart Business Experiments," Harvard Business Review, 87 (2), 68-76.
365-1086-00LChange Management Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd semester).
W2 KP2SM. Bourquin Arnold
KurzbeschreibungThe pace of change is rapidly increasing in today's world and within the companies - meaning that the importance of a professional change management process becomes more important and leadership more demanding. This course aims to show with real life examples how to implement successful changes in companies. The course is based on the 8 steps process of Kotter and covers various management topics.
LernzielDo these two very famous quotes about change somehow resonate with you: 'the only constant is change' or 'everyone thinks of changing the world, but no one thinks of changing himself'?
Implement successful changes is one of the most difficult and challenging tasks within a company. Too often, changes begin at the top but never make their way through the organisation to really land. Studies show that 70% of all change programs fail.

This course will provide insights about various practical real cases to show the success and critical factors of change and the importance of an excellent leadership. Students will also have the opportunity to work in groups at own case studies - the results will be presented, discussed and feedback given.
After the course, when being in a position either of initiating change within a company or being an important change catalyst within a change program, students will know how to tackle, set up and control the whole process and measures in order to be successful.

The learnings can be applied independently of the size of the organisation, although it is more useful in mid and bigger companies than very small companies with very few employees. The learnings can be applied independently of the sector in which the company is active.
InhaltThis course will provide insights about various practical real cases to show the success and critical factors of change and the absolute importance of an excellent leadership.
Although many other processes on how to set up a change program will be shared and discussed, the course is very much built on Kotters concept of change with its 8 steps.

Some case studies and examples will be discussed directly during the course, while the last 2 sessions of the 4 will be reserved for presentation of their own group-cases. Results will be discussed and open feedback provided.

The course is built on 3 main parts:
1. Overview and a global real life successful change process in a multinational company based on the steps of John Kotter
2. Understanding change needs, reasons for failure, methodologies, and understanding Kotters 8 step - based on open discussions and practical cases.
3. Group work: you create your own case, on which you will concretely apply all the learnings and share the full change management program with your collegues. At the same time, you will be present when your collegues of the other groups will present their cases - enabling you to understand how the learnings can apply to all the different cases in practices - always applicable.
LiteraturLeading change - John Kotter
Our iceberg is melting - John Kotter
“HBR’s 10 Must-Reads on Change Management”
Voraussetzungen / BesonderesFull participation to all 4 sessions is required.

It is expected that participants not only 'sit' in the classroom, but actively participate and share their experience in a lively and open manner.

After the first 2 sessions, groups will be formed of ideally 4 students per group. Each group will propose a practical case study, if possible a real case where change is needed or change was badly managed, and work through the whole learnings acquired during the course 'change management' to present a 20-25 minutes proposal of how to tackle the change in this particular situation. All the participants of the course will be present during all the group presentations, in order to give feedback, observations and learn from each other. This part will form the 2 last sessions, which will take place a few weeks after the first 2 sessions, enabling participants to find the time to work on their presentation.
365-1113-00LDigital Strategist: Developing New Digital Initiatives
Findet dieses Semester nicht statt.
Exclusively for MAS MTEC students (2nd and 4th semester).
KurzbeschreibungDue to the unrelenting impact of digital technologies, many organisations find it challenging to design, develop and execute digital initiatives that deliver real results and strategic impact. In this course, you will explore how organisations can methodically analyse digital readiness and design strategic initiatives.
LernzielAfter completing this course students will be able to:

- Take a systematic approach to identifying new opportunities for digital transformation within organisations
- Adopt a critical perspective to address challenges and find new approaches to drive value creation in organisations
- Develop a structured and persuasive strategic proposal for new digital initiatives
InhaltThis is a ‘learning by doing’ course team-taught by two senior academics with extensive research and international experience.

This course is academically underpinned and has a strong focus on supporting you to develop new digital initiatives/solutions for your own organisation. The new digital transformation proposals developed during the course will take advantage of the ‘white spaces’ in the market, new competitive dynamics and ecosystems, and emerging digital technologies.

You will be guided by the 3xD Digital Strategy Framework, which will support you to design and develop new digital initiatives.

You will have opportunity to interact with your peers on the course to share insight, ideas and challenges in relation to your organisation’s digital transformation efforts. This will help you to learn from organisations across industries.

The facilitated sessions will help you to analyse the impact of digital technology on various industries, discuss the emergence of new competitive players and how changes in customer demands/expectations impact organisations. During these sessions, we will highlight cutting-edge digital innovation practices by other organisations which can inspire your own thinking and ability to identify viable ‘white spaces’.

This course is designed for those who wish to engage in driving the digital agenda of their organisation and advance their knowledge of strategising in complex ecosystems. Thus, this course is relevant for you if you are looking to take on a more active role within your organisation in the area of strategy formulation and transformation.
LiteraturReadings and other material will be made available via the Moodle site.
Voraussetzungen / BesonderesThis course was offered under the number 365-1096-00 until spring 2018. Students, who have successfully completed this course, can't register again.

Enrolment in both courses "Digital Strategist: Developing new Digital Initiatives” and “Digital Transformation and Disruptive Futures (365-1112-00)" is not possible. Only ONE of these two Digital Transformation courses can be taken during the MAS MTEC studies.
365-1112-00LDigital Transformation and Disruptive Futures Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd semester).
W1 KP1SM. Cooray, R. Duus
KurzbeschreibungDuring this two-day course, we will decode the impact of digital transformation on organisations and wider ecosystems we work in. Using key concepts, tools and frameworks, you will explore how organisations can re-think and re-imagine new value creation and enhance competitiveness.
LernzielAfter completing this course students will be able to:

- Apply strategic frameworks introduced in class to analyse and assess the impact of digital transformation on organisations
- Analyse how organisations across industries have approached digital transformation in order to create new value
- Understand the importance of wider digital ecosystems and inter-organisational collaboration modes for digital futures
InhaltThis course is designed as an action learning experience team-taught by two academic facilitators. During the sessions, we will consider core themes, including value creation in digital environments, the influence of digital tech trends on organisational strategy, and the challenges and opportunities for born-digital as well as incumbent businesses.

We will delve into the always-on and connected consumer and behavioural traits to explore new-age customer aspirations. You will gain experience of designing and evaluating dynamic digital journeys that lead to disruptive innovation and competitive realignment of organisations.

As a method of learning, we will examine several organisations to illuminate and highlight how they respond and adapt to fast evolving digital environments.

To help you analyse how organisations are transforming to take advantage of new digital technologies, you will have the opportunity to apply strategic frameworks. These analytical frameworks will also be useful in your own professional work.

The course may also include an experiential case scenario, led by a representative from the case organisation.

This course is designed for those who are inquisitive about digital futures and disruptive innovation and wish to untangle the impact of digital technologies on organisations, industries and customers.
LiteraturReadings and other material will be provided via the Moodle site.
Voraussetzungen / BesonderesThis course was offered under the number 365-1096-00 until spring 2018. Students, who have successfully completed this course, can't register again.

Enrolment in both courses "Digital Strategist: Developing new Digital Initiatives” and “Digital Transformation and Disruptive Futures (365-1112-00)" is not possible. Only ONE of these two Digital Transformation courses can be taken during the MAS MTEC studies.
365-1141-00LPlatform and Ecosystem Strategies Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd and 4th semester).
W1 KP1SF. Hacklin, M. Wallin
KurzbeschreibungIn this course, we unpack the strategies that underpin the platform business model, i.e. a business model that creates value by facilitating exchange, collaboration and interaction between several actors. We aim to understand why and how global platform companies have risen to dominate industries and discuss strategies for developing and managing platforms as well as their surrounding ecosystems.
Lernziel• Understand the nature of platform businesses
• Distinguish platform businesses from input-output businesses
• Identify effects of digitalisation on the economics of platforms
• Discuss global distribution of value in platform businesses, USA-China-Europe
• Develop strategies for platform-based business models
• Critically assess and discuss strategic repercussions and pitfalls
InhaltPlatforms are en vogue. Whether in developing new start-up business ideas, attending academic conferences, or listening in on C-level conversations, the topic of platforms being a new source for growth appears to be omnipresent.

In this course on “Platform and Ecosystem Strategies” we will strive to be practically relevant but at the same time maintain conceptual clarity and academic rigor. We will critically unpack the strategies that underpin the platform business model, i.e. business models that create value by facilitating exchange, collaboration and interaction between several actors, often mediated by information and communication technologies. A critical and analytical stance is necessary—just because something is labeled a ‘platform’ does not necessarily makes it a platform. Indeed, in public conversation and in managerial practice there is a certain degree of misunderstanding of the platform and ecosystem concepts that this course seek to address.

Content-wise, we will aim to understand the mechanisms by which global platform companies such as Airbnb, Uber, Alibaba or Facebook have risen to dominate industries and displace incumbent firms on the one hand, yet on the other hand what firms in other sectors and industries (e.g., B2B or healthcare) can learn from platform strategy to develop unique positioning on the market. Specifically, we will discuss different types of platforms (such as innovation, transaction or hybrid platforms) and zoom in on the different underlying logics for how they contribute to creating and capturing value. Further, we will gain insights on the inherent limitations behind the economics of a platform and will critically assess strategic repercussions and pitfalls of blindly following the platform bandwagon. Finally, through our case group work, we will develop experience in working with tools to visualize, model, and plan platforms as well as to design, manage and operate surrounding ecosystems.
365-0881-00LProject Management Applied Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd semester).

The groups can be choosed via myStudies.

This course is designed for junior project collaborators and junior project managers with little experience in project management. It is not suitable for experienced project managers.

Enrolment in both courses "Project Management Applied" and "Advanced Project Management: Cases and Coaching (365-0881-01)" is not possible. Only ONE of these two project management courses can be taken during the MAS MTEC studies.
W1 KP1SD. Ritler
KurzbeschreibungThis course teaches internationally accepted and state-of-the-art methodological basics for a result-oriented project planning and realisation and its application in practical situations. The course content is according to international standards.
LernzielThe participants are able to create a project plan on the basis of a project charter and have the basic knowledge to successfully implement the project. They recognize the important success factors and typical stumbling blocks of project management and know how to efficiently use the tools and techniques of internationally recognized PM methods.
InhaltThe course is mainly aimed at junior project staff or junior project managers. Project management or project manager experience is not required. However, it is advantageous for participants to have minimal project work experience in order to be able to apply the knowledge in an ongoing project during the course.

However, more experienced project staff who have not yet received a systematic introduction to project management are also addressed.

The course covers the following topics:
- Definition and basics of projects and project management
- System analysis and project boundaries
- Stakeholder management, communication in projects
- Development of objectives and deliverables, project charter
- Structuring projects: phases, milestones, work breakdown structure
- Priciples of agile project management
- Project planning (time, ressources, costs)
- Project controlling: diagnosis and steering
- Analysis and management of risks and chances
- Project organisation and roles
- Roll-out: documentation, instruction and training, project completion
- Toolbox with tips and useful tools in project management

The above 12 sequences will be deepened first with theory and then with examples and practical experience.
Subsequently, several sequences will be implemented in groups by means of a participant project example.

So if you want to realize a consistent project planning for your project, you will find a systematic instruction in this course.
SkriptWitschi, Alean-Kirkpatrick, Pardo, 2010, Project Management With special information relating to research projects and dissertations
LiteraturThe english version of the project management handbook above is available as well, ISBN 978-3-662-45372-8
Voraussetzungen / BesonderesTarget Groups: Junior Project collaborators and junior project managers
important: the course isn't suitable for experienced project managers!
365-1155-00LProject Management: Core Elements for Success and/or Failure Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd and 4th semester).
W1 KP1SJ. Behrens
KurzbeschreibungLarge changes in infrastructure but also in the company organization are the result of complex projects. But how are they managed and why do projects sometimes work excellentl and fail miserably in other cases? In this course we will highlight methods of project management using practical examples.
Lernziel- Getting to know common project management methods
- Selection of suitable methodology for the PM and identification of possible stumbling blocks
- Gathering first experiences as a project manager by means of case studies and scenarios
InhaltOur world changes daily: openings or conversions of infrastructure objects (airports, train stations, skyscrapers etc.) are only the tip of the iceberg as visible results of major projects. Other achievements might be even more complex even though they are not immediately visible to the eye – just think of our water or electricity supply. But also in our service world, especially in the age of digital change, project management is an enormously important key to success. Which methods play a role here and why do they sometimes work excellently and fail miserably in other cases?

In order to get into the topic, we will start small and use a number of basic examples or “case studies” and try to identify where project management comes in. Reviewing the cases, we will isolate management components and learn about fundamental project management concepts. Some of these might be relevant in our daily lifes even though we might not even have realized that we are “managing a project”.

Once we have identified basic project management concepts, we will have a closer look into the choice of techniques and explore in which context they are typically used. In order to practice our knowledge, we will review known projects and identify project management requirements, identify project management steps and try to link them to some of the concepts discussed previously.

As a next step we will review a number of famous projects and investigate why they have been successes or which steps went wrong so they are seen as failures. So in the last part of our workshop, we will hopefully be prepared to go back to some more case studies and try to apply our knowledge to make these projects a great success!
365-1148-00LUrbanTech Ecosystems Belegung eingeschränkt - Details anzeigen
Exclusively for MAS MTEC students (2nd and 4th semester).
W1 KP1SR. Duus, M. Cooray
KurzbeschreibungUrban spaces and cities are fast becoming overcrowded, polluted and unable to meet business and citizen needs. Organisations must work together to create human-centric and sustainable environments and digital technologies will play a pivotal role in achieving this. We explore and critically evaluate how dynamic ecosystems and next-generation digital technologies provide transformative solutions.
LernzielAfter taking this course, students will be able to:

- Understand the key pillars of urban and smart city design and aspirations
- Identify and explore different urban governance approaches
- Analyse how new multi-partner ecosystems emerge within urban environments
- Explore different approaches to transforming urban environments with digital technologies
- Critically discuss the ‘darker sides’ of technology and data-driven cities
InhaltBy 2050, the total number of people living in cities is expected to grow from approximately 4.4 billion today to 6.7 billion (United Nations, 2020). This exponential growth puts significant pressure on organisations and public sector institutions to provide efficient and high-quality services, solutions and experiences for citizens. Many cities are also working towards meeting sustainability and environmental goals, which requires a significant reduction in carbon emissions. This is no easy task and will require a collective effort of public sector institutions, private organisations, entrepreneurial ventures and citizens.
Digital technologies, such as artificial intelligence, Internet of Things and advanced analytics, are often expected to bring about the necessary transformative change to create future-ready cities. In fact, cities are hotbeds for new digital innovation, driven by incubators, accelerators and urban tech funding. While digital technologies are at the heart of new urban solutions, these technologies alone will not be enough. We also need transformative behavioural change as well as effective, collaborative ecosystems to create our future communities.

Therefore, we explore different approaches to urban governance. In particular, we consider forms of governance that emerge when human decisions are influenced by real-time data analytics, citizen data and object data. This creates a form of human-tech governance. We also explore governance from an ecosystem perspective which takes place when decisions emerge from an assemblage of participant groups and organisations. Within this discussion, we also explore key issues related to data, privacy, tech-driven progress, surveillance and personalisation. We refer to these as the ‘darker sides’ of UrbanTech transformations, which is an increasingly important topic in today’s data-conscious society.

To put our learning into practice, we connect with experienced individuals who are leading the transformation of cities driven by digital technologies and dynamic, collaborative ecosystems. We discuss the opportunities and challenges for different UrbanTech project initiatives.

You will have the opportunity to explore different approaches to urban transformation from around the world. We will analyse examples from Scandinavia, North America and Canada, South East Asia and China and The Middle East. These regions offer different perspectives on business ecosystems and how digital technologies can and should be used to create urban spaces of the future.
LiteraturReadings and other material will be provided via the Moodle site.
» s. Wahlfächer MTEC MSc
363-1070-00LCyber SecurityW3 KP2GS. Frei
KurzbeschreibungThis course provides a solid understanding of the fundamental mechanics and limitations of cyber security to provide guidance for future leaders as well as individuals constituting our society.
Introduction to the concepts, developments, and the current state of affairs in the cyber security domain. We look at the topic from the attackers, defenders and societies perspective.
LernzielUpon completion of this course students understand the essential developments, principles, challenges as well as the the limitations and the state of practice in cyber security from the technological, economic, legal, and social perspective.
The course provides an interdisciplinary overview, guidance, and understanding of the dynamics in cyber security to guide decision making in business and society. Students understand the topics from the attackers, defenders, and societies perspective.
- Brief history of the rise of the Internet from the attackers, defenders, commercial and society perspective
- Learning points from past and current assumptions, approaches, successes, failures, and surprises

Internet Infrastructure
- Establish a high level understanding of the fundamental design principals and functional blocks of the Internet infrastructure
- Understand strengths and weaknesses of present design choices from security perspective
- High level understanding of relevant networking concepts, protocols, software applications, policies, processes & organizations in order to assess these topics
- Establish a functional, high level understanding of relevant aspects of cryptography

Cyber Security & Risk
- Recognize cyber security as an interdisciplinary, highly dynamic, complex and adaptive system where increased interaction and dependencies between physical, communication, and social layers brings fundamentally different (and unpredictable) threats
- Core security assets such as: confidentiality, integrity, availability, authenticity, accountability, non repudiation, privacy
- Dominant players, protocols, and technologies
- Different threat actors along the dimensions attacker goals, resources, approach, and threat

Economics of Cyber Security
Understand security challenges and limitations from an economic, rather than technological perspective
- From security perspective: incentives of industry vs. users, security as a negative externality, zero marginal cost of software, network effect, time to market, lock-in, switching cost, economics of usability, security as a trade-off
- Social and psychological aspects of security

Attacker Capabilities
- Attacker capabilities and the offensive use from technical, economic, organizational, and operational perspective
- Understand common and novel attack and evasion techniques, proliferation of expertise and tools, optimal timing to use zero-day attacks
- Attack types and malware development lifecycle and detection evasion techniques
- Botnets, exploit markets, plausible deniability, distributed denial of service (DDoS)
- Processes and dynamics in the (in)security community, cyber-underground

Defense Options and Limitations
- Functional principles, capabilities, and limitations of diverse protection and detection technologies
- Security effectiveness and evaluation/testing of security technologies
- Trade-off between efficiency and resilience against structurally novel attacks
- Effectiveness baseline security measures
- Know cyber information sources and frameworks

Cyber Security Challenges
- Increasing software complexity and vulnerabilities, the illusion of secure software
- Full disclosure debate, economics of bug bounty programs
- Internet of things, Industry control systems (SCADA/ICS)
- Security and integrity of the supply chain (IoT, Smart-X)
- Social media and mass protests
- Erosion of privacy

Legal Aspects
- Legal aspects of cyber security, compliance, and policies
- Know the fundamental national and international legal and regulatory requirements in connection with cyber security on a cross-sector and sector-specific level
- Understanding of legal risks and measures for risk mitigation

Guest Talks:
- Pascal Gujer - Digital Forensics Expert Kapo Zurich (Cantonal Police Departement Zurich)
- Maxim Salomon - Previously at Roche now with Google as Technical Program Manager for Security of Mergers & Acquisitions "The safety vs. security of cyber physical systems"
- Marc Ruef - Security Expert, "Navigating the Cyber Underground"
- Roger Halbheer - Executive Security Advisor for Microsoft in EMEA
SkriptLecture slides will be available on the site of the lecture:


Collaboradom: Cyber Security Course 2021

To get access ask Link for the registration code once the course has begun
LiteraturPaper reading provided during the lectures
Voraussetzungen / Besonderesnone
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