Search result: Catalogue data in Spring Semester 2019
MAS in Management, Technology, and Economics ![]() | ||||||
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Number | Title | Type | ECTS | Hours | Lecturers | |
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365-1085-00L | Business Experimentation ![]() Exclusively for MAS MTEC students (second semester). | W | 3 credits | 2S | M. Zimmer | |
Abstract | This seminar teaches students how to design, conduct and analyze small but insightful experiments in business environments. | |||||
Learning objective | After 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 | |||||
Content | Seemingly 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. | |||||
Literature | Anderson, 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. | |||||
365-1112-00L | Digital Transformation and Disruptive Futures ![]() Exclusively for MAS MTEC students (second semester). Enrolment in both courses "Digital Transformation and Disruptive Futures” and "Digital Strategist: Developing new Digital Initiatives (365-1113-00)" is not possible. Only ONE of these two Digital Transformation courses can be taken during the MAS MTEC studies. This course was offered under the number 365-1096-00 until spring 2018. Students, who have successfully completed this course, can't register again. | W | 1 credit | 1S | M. Cooray, R. Duus | |
Abstract | In this interactive two-day course, we will introduce digital transformation, its impact on businesses and explore how organisations can embrace digital technologies to re-imagine and re-think their business. | |||||
Learning objective | This course is designed as an action learning experience, led by two academic facilitators. During the sessions, we will consider core themes, including value creation in a digital environment, the influence of digital tech trends and new data platforms on organisational strategy, and the challenges and opportunities for born-digital as well as incumbent businesses. We will also delve into the always-on connected consumer and their behavioural traits to explore new-age customer engagement and dynamic digital journeys that lead to innovation and competitive differentiation of organisations. Participants will have the opportunity to work on two live action projects. The briefs for these action projects will be provided by representatives from the organisations. These competitive action projects will reflect real-world scenarios that organisations are faced with. | |||||
Content | This is more of an all-encompassing introductory course to digital transformation. In this course we will explore the wider trends of digital transformation and the impact on businesses and consumers. Participants will be introduced to many business examples to illustrates how organisations are responding and adapting to the digital environment. The focus will be on learning from these organisations and how they are re-thinking and re-imagining their business. We will use two live action case scenarios for participants to work on. | |||||
Prerequisites / Notice | This 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. | |||||
365-1113-00L | Digital Strategist: Developing New Digital Initiatives ![]() Exclusively for MAS MTEC students (second semester). 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. This course was offered under the number 365-1096-00 until spring 2018. Students, who have successfully completed this course, can't register again. | W | 1 credit | 1S | M. Cooray, R. Duus | |
Abstract | Due to the fierce impact of digital technologies, many organisations are challenged as to how they can design, develop and execute digital initiatives that deliver real results. Students will explore why organisations trail behind the digital curve and how new digital initiatives can be the key to their future competitiveness. | |||||
Learning objective | This is a ‘learning by doing’ course facilitated by two senior academics with extensive international experience. This interactive course provides the opportunity for participating students to design and develop a proposal for a new digital initiative to submit to their decision-makers and senior managers. This proposal will take advantage of the ‘white spaces’ in the market, new competitive dynamics and emerging digital technologies. To support the development of the proposals, students will use the 3xD Digital Strategy framework. This framework can be used in any organisation to drive business to the next level through the design and execution of new digital initiatives. Students will be addressing key strategic challenges within their organisation’s industry, new competitive players, changing customer demands and opportunities for digital innovation. By the end of this course, students will have a heightened understanding of their own organisation’s position in the new digital environment and ways in which digital initiatives can actively transform the organisation’s future endeavours. | |||||
Content | This course has a strong focus on supporting participants to develop new digital initiatives/solutions for their own organisations. In this course we will use the 3xD Digital Strategy framework to facilitate participants to design and develop new digital initiatives. The course is designed for those who wish to engage in driving the digital agenda of their organisation and advance their knowledge of digital technology and innovation. Therefore, the main outcome of this course is that participants design and develop a proposal for a new digital initiative that they can confidently present to managers and decision-makers in their organisation. This is relevant for participants who want to take on a more active role within their organisation and/or wish to contribute to the digital agenda. The taught sessions will help participants to analyse the impact of digital technology on their industry, identify new competitive players, changes in customer demands/expectations and potential white spaces where new digital initiatives could help strengthen their organisation’s position. | |||||
Prerequisites / Notice | This 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. | |||||
363-0448-00L | Global Operations Strategy | W | 3 credits | 3G | T. Netland | |
Abstract | This course provides students a theoretical fundament and practical skills for strategic configuration and coordination of global production networks and facility planning and design. | |||||
Learning objective | Students will be able to analyze, plan, and design factory networks and single facilities. 1. Students can analyze strengths and weaknesses of a company’s global factory network. 2. Students can conduct a basic factory localization analysis and elaborate the risks involved and the limitations of the chosen method. 3. Students are familiar with key issues in managing global operations. 4. Students can analyze a global productivity improvement program. 5. Additional skills: Students acquire experience in teamwork, report writing and presentation. | |||||
Content | This course deals with the configuration and coordination of global manufacturing operations. | |||||
Lecture notes | See Moodle | |||||
Literature | See Moodle | |||||
Prerequisites / Notice | Requirements: Preferably the course 363-0445-00L Production and Operations Management | |||||
363-0514-00L | Energy Economics and Policy It is recommended for students to have taken a course in introductory microeconomics. If not, they should be familiar with microeconomics as in, for example,"Microeconomics" by Mankiw & Taylor and the appendices 4 and 7 of the book "Microeconomics" by Pindyck & Rubinfeld. | W | 3 credits | 2G | M. Filippini | |
Abstract | An introduction to principles of energy economics and applications using energy policies: demand analysis, economic analysis of energy investments and cost analysis, economics of fossil fuels, economics of electricity, economics of renewable energy, market and behavioral failures and energy policy, market-based and non-market based instruments and regulation of energy industries. | |||||
Learning objective | The students will develop the understanding of economic principles and tools necessary to analyze energy issues and to formulate energy policy instruments. Emphasis will be put on empirical analysis of energy demand and supply, market failures, behavioral economics, energy policy instruments, investments in power plants and in energy efficiency technologies and the reform of the electric power sector. | |||||
Content | The course provides an introduction to energy economics principles and policy applications. The core topics are -Demand analysis -Behavioral analysis of the energy sector -Economic analysis of energy investments and cost analysis -Economics of fossil fuels -Economics of electricity -Economics of renewable energies -Market failures and energy policy -Market oriented and non-market oriented instruments -Regulation of energy industries | |||||
Prerequisites / Notice | It is recommended for students to have taken a course in introductory microeconomics. If not, they should be familiar with microeconomics as in, for example, "Microeconomics" by Mankiw & Taylor and the appendices 4 and 7 of the book "Microeconomics" by Pindyck & Rubinfeld. | |||||
363-0586-00L | International Economics: Theory of New Trade and Multinational Firms | W | 3 credits | 2V | P. Egger, K. M. K. Erhardt | |
Abstract | The primary goal of the course is to familiarize students with recent work in international economics. | |||||
Learning objective | The primary goal of the course is to familiarize students with recent work in international economics. While traditional text books are largely concerned with models where production cost differences between countries (through differences in factor productivity or in relative factor endowments) are the main source of gains from trade, I will assume that students are familiar with these concepts and only briefly touch on them. The focus will be on models where the main reason for trade are consumer preferences and their love of variety and its major impediments are transport costs. Covering models of trade only, of trade and multinational firms, and of factor mobility and agglomeration, students will get a good overview of key contributions in international economics within the last quarter of a century. | |||||
Literature | Copies of the original articles and relevant chapters of books will be made available to participants of the course. | |||||
363-0768-00L | Lecture Cycle ETH and UZH: Logistics Management ![]() | W | 3 credits | 2V | T. Netland, H. Dietl | |
Abstract | To show potentials for an efficient, flexible and rapid processing of material and information flows. | |||||
Learning objective | To show potentials for an efficient, felxible and rapid processing of material and information flows. | |||||
Content | New approaches and integral concepts to optimize business processes. Projects in industry, engineering tools | |||||
Lecture notes | Am Ende der Vorlesungsreihe werden Präsentationsunterlagen abgegeben. | |||||
363-0792-00L | Knowledge Management ![]() ![]() Number of participants limited to 48. | W | 1 credit | 2G | P. Wolf | |
Abstract | The course introduces theoretical concepts of Knowledge Management from the perspective of two different social sciences: Organization Studies/Management and Sociology. Common Knowledge Management approaches, methods and tools will be presented, and the participants will have the opportunity to test some of them. | |||||
Learning objective | The efficient management of knowledge as a resource of an organization is considered to be a major source of competitive advantage. The course aims at - introducing participants to the most common knowledge management theories, - raising their awareness on opportunities and barriers to attempts of managing knowledge in organizations - drawing a realistic picture of what can be achieved by managers in the frame of knowledge management initatives by what means and approaches. | |||||
Content | The course is building on a systemic-constructionist perspective of knowledge. From this perspective, knowledge is understood as co-constructed by people in interactions. Such a theoretic perspective looks at systemic (organizational) structures and the interplay between individuals and these structures in processes of knowledge generation and transformation. Next to an introduction into knowledge management theories, the course will also present participants with knowledge management approaches and tools. | |||||
Lecture notes | None. Participants will be provided with slides before the course. | |||||
Literature | Relevant literature (3-5 articles) will be send to the students at least four weeks before the course. | |||||
Prerequisites / Notice | There will be a term work assignment - reports to be handed in in the second half of May. Students will work on an own KM case study. | |||||
363-0887-00L | Management Research ![]() Participation in both sessions and completion of all assignments is required to receive the credit. This course requires preparation time and completion of an assignment before the first course day. Please check the Moodle course page for more information. | W | 1 credit | 1S | N. Geilinger | |
Abstract | This course teaches students about the basic principles of scientific work in the field of management research. | |||||
Learning objective | This course is for students who write their master’s thesis at the Department of Management, Technology, and Economics. You will acquire the foundations for good empirical management research. The successful completion of the course will help you to improve the quality of your thesis. Specifically, you will be able to: • Evaluate the strengths and weaknesses of published research in academic management journals • Find and select appropriate literature and research streams • Formulate interesting and relevant research questions and problem statements • Design your empirical research study and select a methodology (specific research methods and techniques are not discussed in this course) • Plan your thesis project and write a thesis proposal Finally, the goal of this course is to motivate you to take full advantage of the opportunity to study a management topic of your interest, and enjoy writing your thesis. | |||||
Content | This course teaches students about the basic principles of scientific work in the field of management research. It is an introduction into the fascinating field of research. The course shows the power of theory and literature, helps formulating intriguing research questions, provides an overview of research designs, and gives hints on how to derive insightful conclusions out of results. The goal is to motivate students to find and read research papers relevant to their field, develop an own thesis proposal and write a high-quality thesis. The course is designed with two main groups of students in mind: first, those writing their master's thesis at the Chair of Strategic Management and Innovation, and second, other MTEC students writing their master's thesis in the field of management. For both groups, the focal issues of this course will arise frequently during their journey of writing their thesis. We will provide some specific content which might not be applicable for students writing their thesis at other MTEC chairs, but the main part should be relevant for all students. | |||||
Prerequisites / Notice | The course is given once every semester and takes place during two separate days. Attendance on both days and completion of all assignments is required to successfully complete the course. The course is mandatory for MSc students and recommended for MAS students who write their thesis at the Chair of Strategic Management and Innovation (SMI). | |||||
851-0708-00L | Introduction to Law Introduction to Law as GESS Compulsory Elective Course: Students who have attended or will attend the lecture "Introduction to Law for Architecture" (851-0703-01L), "Introduction to Law for Civil Engineering" (851-0703-03L) or " Introduction to Law" (851-0703-00) , cannot register for this course unit. Particularly suitable for students of D-HEST, D-MAVT, D-MATL, D-USYS. | W | 2 credits | 2V | A. Stremitzer | |
Abstract | This class introduces students to basic features of the legal system. Questions of constitutional and administrative law, contract law, tort law, corporate law, intellectual property law, as well as procedural law are covered. | |||||
Learning objective | Introduction to fundamental questions of public and private law which serves as a foundation for more advanced law classes. | |||||
Content | 1. Öffentliches Recht Staatsrecht: Funktion und Quellen des Rechts, Aufbau und Organisation des Staates, Grundrechte, Grundzüge des Völker- und Europarechts. Verwaltungsrecht: Verwaltungsverhältnis, Verfügung, Verwaltungsorganisation, Durchsetzung des Verwaltungsrechts, Verwaltungsverfahrensrecht, Grundzüge des Polizei-, Umwelt- und Raumplanungsrechts. 2. Privatrecht Vertragsrecht: Vertragsfreiheit, Vertragsentstehung, -erfüllung und -verletzung, Grundzüge des Kauf- und Mietvertrags. Haftungsrecht: Verschuldenshaftung und Kausalhaftung, Beschränkung der Haftung. Grundzüge des Gesellschafts,- Immaterialgüter- und Zivilprozessrechts. | |||||
Lecture notes | Auf der Moodle-Plattform verfügbar. | |||||
Literature | Weiterführende Informationen sind auf der Moodle-Lernumgebung zur Vorlesung erhältlich (s. http://www.ip.ethz.ch/education/grundzuege). | |||||
363-1029-00L | Sustainability & Financial Markets ![]() Limited number of participants. Credit points will awarded for attending all course days. Prerequisites: Basic understanding of corporate sustainability (see lecture Prof. Hoffmann, autumn semester) and interest in financial markets and investments. | W | 2 credits | 2G | T. O. Busch | |
Abstract | Sustainable investments are becoming increasingly prominent while at the same time current business practices reach beyond ecological limits. Are sustainable investments a myth? Clearly not; however, sustainable investment practices still have to move on. This lecture is focused on the related challenges and discusses ways how the field of sustainable investments could become more effective. | |||||
Learning objective | Sustainable investments are becoming increasingly prominent while at the same time the market reality remains unchanged despite evidence that current business practices reach beyond ecological limits and are in breach of both the inter-generational and intra-generational equity. Are sustainable investments a myth? Clearly not - capital markets could indeed play a central role in overcoming this dilemma. However, sustainable investment practices still have to move on for effectively incorporating and promoting sustainability. For this to occur, two central challenges need to be addressed: In order to improve the authenticity of data, it is important to make clear what environmental, social, and governance (ESG) related data is actually measuring. This, in turn, will contribute to ensuring that investors gain trust in ESG-criteria and investments. In order to overcome the prevailing focus on short-term profit maximization, it is necessary to put more emphasis on a systems-perspective. This, in turn, will help investors to move on from having a too narrow ceteris paribus perspective towards addressing risks and opportunities within changing ecological and human-social systems. The learning objectives of this lecture is to understand these two challenges in detail and discusses ways how the field of sustainable investments could move ahead. | |||||
Content | Day 1 & 2: Introduction (basic Introduction to theme "Sustainability & Financial Markets"); several Lectures (covering diverse concepts, theories, and practitioner perspectives; case studies); and assignment of topics to students Day 3 & 4: Presentations (students will present their topics in class) & Discussions | |||||
Prerequisites / Notice | Number of participants: max. 20 persons. First come first severed by order of enrollment in myStudies. Credit points will awarded for attending all course days. Requirements for this course: Basic understanding of corporate sustainability (see lecture Prof. Hoffmann, fall term) and general interest in financial markets and investments. Students will be noticed about their successful registration at the beginning of the semester. | |||||
363-1056-00L | Innovation Leadership ![]() Up to four slots are available for students in architecture or civil engineering (Master level) or for D-MTEC MAS/MSc students with architecture or civil engineering background. If you are NOT a student in Integrated Building Systems, you need to apply with motivation letter (max. 1 page), CV and a transcript of records no later than 31.1.2019. Please send your application to Anna Deréky (adereky@ethz.ch). | W | 6 credits | 3S | S. Brusoni, C. P. Siegenthaler, Z. Zagorac-Uremovic | |
Abstract | This course provides participants with the challenging opportunity of working on a real project in collaboration with a leading company in the building industry. | |||||
Learning objective | In your team, you work on a specific innovation project originating in the current strategic agenda of the companies top management. You conduct interviews with members of the management team, with internal and external experts as well as clients and discuss your ideas with the CEO and other executives. You gain first-hand experience on the competitive dynamics of the construction industry. | |||||
Prerequisites / Notice | Course Sessions are: 26.02.2019 14.15-18.00 WEV F109-111 05.03.2019 14.15-18.00 WEV F109-111 12.03.2019 14.15-18.00 WEV F109-111 26.03.2019 14.15-18.00 WEV F109-111 02.04.2019 14.15-18.00 WEV F109-111 16.04.2019 14.15-18.00 WEV F109-111 07.05.2019 14.15-18.00 WEV F109-111 14.05.2019 14.15-18.00 WEV F109-111 04.06.2019 14.15-18.00 WEV F109-111 For course Sessions that take place in WEV F109-111 participation is mandatory. **** In addition to the schedule, we will meet at the company outside ETH on 01.03.2019, 13.00-20.00 and 28.05.2019, 13.00-20.00 (time includes travel). **** Student Project Development Sessions are: 08.03.2019 12.00-15.30 ETH Student Project House Workspace 15.03.2019 12.00-15.30 ETH Student Project House Workspace 22.03.2019 12.00-15.30 ETH Student Project House Workspace 29.03.2019 12.00-15.30 ETH Student Project House Workspace 05.04.2019 12.00-15.30 ETH Student Project House Workspace 12.04.2019 12.00-15.30 ETH Student Project House Workspace 03.05.2019 12.00-15.30 ETH Student Project House Workspace 10.05.2019 12.00-15.30 ETH Student Project House Workspace 17.05.2019 12.00-15.30 ETH Student Project House Workspace 24.05.2019 12.00-15.30 ETH Student Project House Workspace Student Project Development Sessions are mandatory meeting slots for the student teams to work independently on the assignments (without lecturers). They take place at the ETH Student Project House Workspace. | |||||
363-1060-00L | Strategies for Sustainable Business ![]() Limited number of participants. Registration will only be effective once confirmed by email from the organizers. | W | 2 credits | 2S | J. Meuer | |
Abstract | In this course, students will learn to critically analyze strategies for sustainable business through exploring case studies on three main questions: 1. What is sustainability in business? 2. How do I design a sustainability strategy? 3. How do I implement a sustainability strategy? | |||||
Learning objective | After the course, you should be able to: 1. Understand and explain sustainability challenges companies are facing; 2. Critique sustainability and related strategies; 3. Evaluate decisions taken by managers; 4. Suggest alternative approaches; 5. Develop action plans; 6. Reflect on strategies for sustainability in their own organizations. You will also learn to apply a range of strategy concepts to sustainability challenges, including leadership, stakeholder management, diversification, and organizational change. | |||||
Content | Although many companies nowadays report on their sustainability actions, only few successfully integrate sustainability into their business operations. In this seminar, we will cover three main questions that will help you to critically analyze and develop strategies for sustainable business: 1. What is sustainability in business? 2. How do I design a sustainability strategy? 3. How do I implement a sustainability strategy? We teach the course with the case method developed at Harvard Business School. The case studies will allow us to explore from multiple perspectives the many tensions involved in developing strategies for sustainable business. We will distribute case study materials before the sessions, as well as guidelines on how best to efficiently and effectively prepare for case study discussions. You will need to read the materials and to submit short assignments before each class. The sessions are interactive and allow you to step into the role of decision-makers as they face key challenges in integrating sustainability. For example, we will look at the challenges of Fairphone in combining both social and economic goals. Why and how would Patagonia want to encourage customers to buy less rather than more clothing? We also step into the shoes of RWE's CEO Peter Terium as he grapples with ensuring a profitable and sustainable future for the German utility. And using a change management simulation, you will experience why certain approaches to implementing a sustainability initiative in an organization are more successful than others. Our case discussions will help you to apply strategy concepts to real-world sustainability problems and will also serve as a basis for thinking about sustainability in your own company. | |||||
Literature | We will provide case study material and guidelines for analyzing cases to participants by email several weeks before the seminar. | |||||
Prerequisites / Notice | After signing up you will first be placed on the waiting list. We will contact all students on the waiting list by 1 March 2019 to confirm their participation in the seminar. If you have any questions, please don't hesitate to contact Johannes Meuer (jmeuer@ethz.ch). | |||||
363-1070-00L | Cyber Security | W | 3 credits | 2G | S. Frei | |
Abstract | This 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. Introdution 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. | |||||
Learning objective | Upon 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. | |||||
Content | Introduction - 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 - Program Lead Cyber Security Program Roche Diagnostics, "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 | |||||
Lecture notes | Lecture slides will be available on the site of the lecture: https://www.xyotta.com Collaboradom: Cyber Security Course 2019 To get access ask freist@ethz.ch for the registration code once the course has begun | |||||
Literature | Paper reading provided during the lectures | |||||
Prerequisites / Notice | none | |||||
363-1084-00L | Entrepreneurial Investments ![]() Number of participants limited to 30. Students apply with short motivation letter (max. 1 page) and CV. Please send your application to Fariba Hashemi (hashemif@ethz.ch). Once your application is confirmed, registration in myStudies is possible. | W | 3 credits | 2G | F. Hashemi | |
Abstract | Methodologies and tools presented throughout this course will serve to help young scientists and engineers gain the necessary skills and confidence to manage entrepreneurial investment risks and navigate the complexities of decision making within multiple stakeholder settings. | |||||
Learning objective | This course is designed for students interested in investments. Special focus will be placed on theoretical and empirical analysis of the economics of innovation, risk and entrepreneurial investments. Entrepreneurship in this course is studied from the filter of an investor. As such, this course is likewise of interest to students interested in turning advanced research results into highly innovative, socially or economically viable product or service, and financing it sustainably. Essential to any investment decision is knowledge and good understanding of the investment environment. Scientists and engineers need to work within the priorities of the society in which they operate, and their expectations must be aligned with the opportunities and constraints emanating from the economic, social and political environment. This demands bold thinking on technology development, and challenges students to effectively bridge the different cultures represented by the fields of science, engineering and economics. | |||||
Content | Both economic theory and empirical knowledge are critical for decision-making skills required to tackle entrepreneurial investment risks and opportunities. To that end, the first part of the course is dedicated to an intensive study of theoretical foundations of economic analysis applied to entrepreneurial investments. The multifaceted issues entrepreneurial investors face, as well as the essential mechanics of startup investing are studied. The second part of the course is dedicated to real world experiences in entrepreneurial investments. Teaching methodology includes class lectures covering the theoretical foundations of entrepreneurial investments, real world case studies, and small group interactive casework and exercises. For select sessions, highly experienced investors will collaborate with course faculty, and share their extensive experiences. This will provide additional real world practical dimensions to classroom learning process. | |||||
Literature | A series of readings will be assigned first day of class | |||||
Prerequisites / Notice | None. | |||||
365-1086-00L | Change Management ![]() Exclusively for MAS MTEC students (2nd semester). | W | 2 credits | 2S | M. Bourquin Arnold | |
Abstract | The 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. | |||||
Learning objective | Do 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: this 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. Students will have the opportunity to work in groups at own case studies - the results will be presented, discussed and feedback given. | |||||
Content | a. A global real life successful change process in a multinational company b. Identifying and understanding the steps of the change process (John Kotter) - based on case studies & practical exercices c. Your own case studies in groups - presentation, discussion, feedback | |||||
Literature | Leading change - John Kotter Our iceberg is melting - John Kotter | |||||
Prerequisites / Notice | In all the sessions, active participation of all enrolled students is expected! Session #1: Your own experience with change - sharing of a huge real life successful change process in a multinational company Session #2&3: How to lead change Session #4&5: Presentation of your own case studies - discussions and feedback | |||||
363-1100-00L | Risk Case Study Challenge ![]() Limited number of participants. Please apply for this course via the official website (www.riskcenter.ethz.ch). Once your application is confirmed, registration in myStudies is possible. | W | 3 credits | 2S | B. J. Bergmann, A. Bommier, S. Feuerriegel | |
Abstract | This seminar provides master students at ETH with the challenging opportunity of working on a real risk modelling and risk management case in close collaboration with a Risk Center Partner Company. For the Spring 2019 Edition the Partner will be Zurich Insurance Group. | |||||
Learning objective | Students work on a real risk-related case of a business relevant topic provided by experts from Risk Center partners. While gaining substantial insights into the risk modeling and management of the industry, students explore the case or problem on their own, working in teams, and develop possible solutions. The cases allow students to use logical problem solving skills with emphasis on evidence and application and involve the integration of scientific knowledge. Typically, the risk-related cases can be complex, cover ambiguities, and may be addressed in more than one way. During the seminar students visit the partners’ headquarters, conduct interviews with members of the management team as well as internal and external experts, and present their results. | |||||
Content | Get a basic understanding of o The insurance and reinsurance business o Risk management and risk modelling o The role of operational risk management Get in contact with industry experts and conduct interviews on the topic. Conduct a small empirical study and present findings to the company | |||||
Prerequisites / Notice | Please apply for this course via the official website (www.riskcenter.ethz.ch/education/lectures/risk-case-study-challenge-.html). Apply no later than February 15, 2019. The number of participants is limited to 14. | |||||
363-1076-00L | Diffusion of Clean Technologies | W | 3 credits | 2G | B. Girod, C. Knöri | |
Abstract | How can the diffusion of clean technologies be accelerated by policy or business strategies? Participants learn to apply analytic tools to evaluate environmental and business potentials of clean technologies. Exercises that evaluate a selected clean technology deepen the theoretical knowledge gained. Students are trained to evaluate, explain and present a clean technology. | |||||
Learning objective | Students are able to ... 1) apply the theoretical concepts introduced to a specific clean technology case 2) determine key drivers and barriers (economic, environmental, technological, regulatory) for diffusion of clean technologies 3) quantitatively model key characteristics or dynamics of selected clean technologies 4) convincingly present a selected clean technology to a business or policy audience | |||||
Content | Analytical tools to assess the environmental performance of clean technologies (e.g. Life Cycle-Assessment); economic view on the diffusion of clean technologies; evolutionary perspective (e.g. technological learning); decision process of adopters (e.g. status-quo bias of consumers, rebound effect); relevant environmental policies (e.g. standards, labels, carbon pricing); modelling approaches for diffusion of clean technologies (e.g. agent based modelling); techniques for convincing presentations (e.g. TED style presentation). | |||||
Lecture notes | Slides and exercises will be available on electronic platform. | |||||
Literature | Relevant literature will be available on electronic platform. | |||||
363-1030-00L | Digital Entrepreneurship Sprint ![]() To guarantee a high standard of entrepreneurial thinking students, we require a letter of motivation which should describe your business idea or the entrepreneurial motivation. Interested students send their letter of motivation together with their CV via E-Mail to Jana Thiel jthiel@ethz.ch no later than January 31, 2019. | W | 3 credits | 2G | B. Clarysse | |
Abstract | The seminar aims at students from HSG and ETH Zürich who are motivated to push their own business idea forward or want to act as co-founders. They should be interested in aspirational business ideas with a technology focus and perceive entrepreneurship as a career option. | |||||
Learning objective | The seminar provides insights into conceptual knowledge and methods for the development of scalable business models. Through interdisciplinary exchange (HSG & ETHZ students), lecturers from the participating institutions, entrepreneurs and investors participants will learn methods and approaches to validate and pitch innovative business ideas. | |||||
Content | The seminar consists of four all-day sessions (Feb 27 & 28 / March 6 & 7): Part 1 - The business idea and team-matching Part 2 - Validation, prototyping & testing Part 3 - Business Modells, metrics and financials Part 4 - The business concept presentation The first two days will take place at ETHZ whereas the final two days take place in St. Gallen. Travel costs will not be reimbursed. The task throughout the course will be to develop a technology-oriented, knowledge-intensive and sustainable business idea in teams of three to four students. Starting from the business idea, students will develop a business model which shows in detail the sustainability over a medium term. The subsequent quantification of the business model will lead to a comprehensive business concept, which has to be visualized and presented in form of a pitch deck. The students will be coached intensively by the lecturers. The connection to practice is provided by the involvement of entrepreneurs and investors. Throughout the course, company and equity financing will be taught. Highly promising business ideas can be promoted further by the lecturers and the HSG Gründer Lab. Next to the active participation during the lectures (30%), two presentations of the business concept (30%) as well as the final version of the business concept (40%) will be graded. After the presentation, the students will have time to complement the pitch deck with further product-, technology-, market- and financial-related information and to implement the jury's feedback. | |||||
Lecture notes | No script, just do. | |||||
Literature | Alexander Osterwalder, Yves Pigneur, Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers, 2010, John Wiley & Sons. Steven Blank: Four Steps to the Epiphany, 2013, K&S Ranch. Eric Ries: The Lean Startup, 2012, Redline Wirtschaft. | |||||
Prerequisites / Notice | This course requires highly motivated students. We therefore require a letter of motivation (one page) for admission. In this letter, you should briefly describe your business idea or your entrepreneurial motivation. Please, also state your commitment to attend all four course days. | |||||
363-1101-00L | Information Technologies in Production and Operations Management Prerequisite: successfully completed course ahead 363-0445-00L Production and Operations Management. | W | 1 credit | 1G | E. Scherer Casanova, T. Netland | |
Abstract | Information Technology (IT) is an integrated part of production and operations management (POM). As digitalization is on the rise, it is imperative for students to be familiar with the common IT systems used in industry. | |||||
Learning objective | In this course, the students gain an overview about the role and use of IT in POM. The course focuses on Enterprise Resource Planning (ERP) systems. It also touches briefly on other business software such as Supervisory Control and Data Acquisition (SCADA) systems, Manufacturing Execution Systems (MES), Product Lifecycle Management (PLM) systems, and collaborative supply chain software. . Through lectures and exercises, the students gain experience with ERP and the challenges surrounding implementing and managing IT systems in local and global POM settings. After completing this course: 1. Students are familiar with IT systems used in manufacturing. 2. Students can select appropriate ERP software and ERP modules for a given company. 3. Students are familiar with appropriate parameter setting in ERP systems. 4. Students can explain the role of people in ERP. 5. Students can explain the link between operations, IT, and accounting. | |||||
Prerequisites / Notice | Successfully completed course ahead: 363-0445-00L Production and Operations Management. Class attendance is required. |
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