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Business Challenge  serves as a capstone project for the BBA degree. It is intended to give students experience of real business practice and problems. As part of the challenge, students will develop ideas for overcoming corporate problems, develop and test their ideas, and build a plan that is executable. As with any real-world business challenge, the journey will require discipline and resilience. Students adaptive thinking, talent for influencing, and ability to gain results through collaboration will be put to the test. To be successful, students will need to demonstrate an ability to think and work independently, understand content and context to narrow the scope of the project, search for essential information and state relevant questions, work collaboratively as a team, influence a range of relevant stakeholders and, ultimately present some viable business solutions for the corporate challenge.

Hult Business Challenge

BOS Autumn 2021

Workshop: Consulting Methodologies

Understanding a Business:

1. Learn how to ask questions.

2. Most executives, like most people, cannot describe themselves accurately. Therefore, you need to dig, listen, fill in blanks, and infer.

3. Descriptions of businesses are filled with jargon, faddish approaches, and useless terms. There are a few basics you should consider: Competitive Advantage, Customers & Consumers, Competitive Premise, Competitors, Fundamental Demand. Get those right and the rest will follow.

Teamwork:

1. Not your first team at HULT. But probably first time where the project is not defined by the lecturer. Hence, chaos is more likely.

2. Keep the challenge in mind – constantly.

3. Resolve differences quickly and openly. A cohesive/united team is always more productive – so you must debate, then unite.

4. When to work together vs. When to work separately.

5. Multi-language teams: “did we agree to do that?” Need to share discussions, consensus, agreements.

6. Everybody presents and speaks. Practice. Give feedback.

7. Team Captains are not the appointed leaders.

8. If you need your Mentor to arbitrate, use it as the last resort.

9. Checkins with Mentor via Doodle. Operational 25 September 0001

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The Consulting World: A System Anthropologist’s View

Dr. Thomas A. Poynter

Anthropology:

The study of how people, and things, really work.

System Anthropology:

Using social science to understand complex systems.

Natural systems: ecology.

Human systems: organizations, cultures, politics, competition, professional sports, etc.

In many Schools of Management this discipline is called Business Policy.

Consulting Basics:

1. It is a high-margin business; scales well; very hierarchical; brand-name sensitive; excels at motivating underpaid juniors to work really hard.

2. The customer is usually a single individual, or a very small group. Hence, knowing people, their motivations and insecurities, is key to success. To do that well, you must be able to manage/manipulate/understand/command others.

3. A junior consultant should be functionally very skilled yet be able to deliver that knowledge modestly.

4. A Rewarding Job:

a. You help others – and get paid, sometime lots.

b. You usually propose solutions – someone else implements it. You avoid the labor-intensive work and, if your solution fails, it’s due to poor implementation.

c. You meet lots of potential future employers.

d. You see the world … because customers seldom hire in their own zip code.

5. Customer insights:

a. Most executives, like most people, cannot describe themselves or their problems accurately.

b. The Management Consulting business, more than most, is filled with jargon, faddish approaches, truisms, and useless terms. Generally, clients love it all.

c. When product quality is difficult to determine, Customers value trust. So, Customers tend to like repeatedly working with someone they trust. Project #1’s goal is to create that trust. (Repeat business is very profitable to Consultants too.)

Types of Consulting Projects:

1. Identifying areas that should need help, are a problem, or are of concern. Root causes.

2. Functional fixes: e.g. finance, marketing, IT, Advertising, HR.

3. Process review and improvement e.g. new product development, pricing, promotion, budgeting, etc.

4. Temporary personnel: “We can take care of that for you ….”

5. Strategy formulation – market-segments, competitive premise, competitive advantage, product & services, competition, etc.

6. Strategy implementation – structure, reporting, way-of-working.

Customer Motivations – in order

1. Consulting as a ritual

a. Board requires it to minimize their being held responsible.

b. Management requires it for same reason.

c. They need a Coffee-table book.

2. Resolve internal arguments – but who get to hire the consultants?

3. External justification of what someone wants.

4. Collecting information on competitors and customers.

5. Problem identification and/or solving.

6. Providing an alternative (neutral) perspective on a subject.

Given that cynical – albeit probably accurate – view of the consulting world, why should one become a consultant?

· Working in an organization, however large or small, is immensely complex for the people involved.

· There are so many things to consider.

· The internet brings even more facts.

· So much. Too much.

· Management success seldom comes from focusing on everything. Instead, success comes from determining what matters, and doing those things.

· A good consultant, relatively unaffected by the overwhelming issues that a client faces every minute, can provide that clarity. You can help clients navigate through the morass and help decide what matters most. And, maybe, assist them to make some decisions.

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Hult Business Challenge

BOS Autumn/Fall 2021

· Introductions

· Dr. Poynter’s Role: Mentor – not Lecturer/Teacher. You drive, the Mentor answers questions and provides suggestions in order to avoid crashes.

· Course page:

· Campus – classes, announcements, local module

· Course Description & Timelines

· Client virtual visit and course kickoff Tuesday 7 Sept 1300 USA ET. Global – all students.

· Client: “IBM’s Innovation Studios”

· Workshops: ~3 Boston

· Team formation: by Wednesday 15 September. Size 4-5 people.

· Innovation Studios (IS)

· Your Mentor wrote the following to the client on 7 September – Via London. IS’s (Wolfgang’s) Reply (Your mentor will seldom do this.)

Q – The Innovation Studio appears to be IBM's Marketing & Sales R&D unit – 120 people in 20 locations who advise 350,000 IBM employees on how to improve their own marketing and sales activities.   A – I would more say that the IBM Innovation Studios are 

a) an on-site location to experience IBM and our technology and 

b) a team of experts supporting pre-sales activities (such as technology explorations, design thinking workshops, or external events).

Q – The key word here is "improve".  With that in mind, can you provide us with some insights into the current sales approaches.  E.G. excerpts of a sales pitch, videos, events, post-purchase training video, etc.   Failing that, a general description of what usually occurs when your sales teams sell.  I recognize there may be no "usual". A – We categorize our meetings in five distinct categories (see slide 48 in the deck): 

1. Events (typically multi-client and larger groups)

2. Industry Explorations (more high-level overviews on possible technologies and use-cases, typically at the beginning of the sales cycle)

3. IBM Garage Framing(workshops to get from idea to actionable path forward)

4. Client Briefing (in-depth discussion about a client's problem and proposed IBM solution of product or service)

5. Post-Sales (Meeting after deal closure to define a roadmap for implementation for service or optimize usage of sold product)

 

Also these different types of briefings are along the following high-level sales stages (see slide 56 in the deck)

Q – What is the likely identity of the client's decision-maker – "C" level, tech, finance, etc. A – The target audience for us is very very diverse, reaching from junior developers, all the way to the C-suite. It depends on the customer, the use-case and the product or service we are selling. However, typically the most impactful visits are with key decision makers that have buying and decision power, so C-suid and Line of Business heads, most often from either IT, Data, Technology (CIO, CDO, CTO) or Business (CEO, CFO, COO) lines.

 

Further unsolicited information from the client received 13 September:

“While we are renaming our centers to IBM Innovation Studio, different companies call their centers where clients visit different names (e.g., Briefing Centers, Center of Excellence, etc.). The Association of Briefing Program Managers ( https://www.abpm.com ) is an association where 600 companies exchange information and best practices related to client centers. This information might further define for the professors and students the general function of our business.”

 

· Mentor’s comments onThe Challenge (The Mentor is NOT your client):

· “A” – Essentially 4 separate questions about the operation, perception, and strategy of IS.

· “B” – The core deliverable – the “meat” according to Wolfgang. Four related questions.

· “C” – How to implement your solutions to A and B within IS around the world, and a unclear question about “financing the projects”.

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IBM Innovation Studio

Hult Business Challenge

— IBM Innovation Studio Team

Notices and disclaimers © 2021 International Business Machines Corporation. No part of this document may be reproduced or transmitted in any form without written permission from IBM.

U.S. Government Users Restricted Rights — use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM.

Information in these presentations (including information relating to products that have not yet been announced by IBM) has been reviewed for accuracy as of the date of initial publication and could include unintentional technical or typographical errors. IBM shall have no responsibility to update this information. This document is distributed “as is” without any warranty, either express or implied. In no event, shall IBM be liable for any damage arising from the use of this information, including but not limited to, loss of data, business interruption, loss of profit or loss of opportunity. IBM products and services are warranted per the terms and conditions of the agreements under which they are provided.

IBM products are manufactured from new parts or new and used parts. In some cases, a product may not be new and may have been previously installed. Regardless, our warranty terms apply.”

Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice.

Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those

customers have used IBM products and the results they may have achieved. Actual performance, cost, savings or other results in other operating environments may vary.

References in this document to IBM products, programs, or services does not imply that IBM intends to make such products, programs or services available in all countries in which IBM operates or does business.

Workshops, sessions and associated materials may have been prepared by independent session speakers, and do not necessarily reflect the views of IBM. All materials and discussions are provided for informational purposes only, and are neither intended to, nor shall constitute legal or other guidance or advice to any individual participant or their specific situation.

It is the customer’s responsibility to insure its own compliance with legal requirements and to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory requirements that may affect the customer’s business and any actions the customer may need to take to comply with such laws. IBM does not provide legal advice or represent or warrant that its services or products will ensure that the customer follows any law.

Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products about this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products. IBM does not warrant the quality of any third-party products, or the ability of any such third-party products to interoperate with IBM’s products. IBM expressly disclaims all warranties, expressed or implied, including but not limited to, the implied warranties of merchantability and fitness for a purpose.

The provision of the information contained herein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual property right.

IBM, the IBM logo, ibm.com and [names of other referenced IBM products and services used in the presentation] are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at "Copyright and trademark information" at: www.ibm.com/legal/copytrade.shtml

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Agenda

Our Journey together 00 Our Team 01 Our Timeline 02 Your High-level Challenge 03

This is IBM 04 Our History 05 Our Future 06

This is the IBM Innovation Studio 07 Our Worldwide Footprint 08 Our Capabilities 09

This is your Hult Business Challenge 10

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Our Team

Wolfgang Rodler

Leader Munich Studio

David Pass

Leader London Studio

Samuel Lee

Global Transformation Lead

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Sally Lunn

Client Engagement Leader London

Keeley Lundquist

Global Talent Leader

Sophia Greulich

Client Engagement Leader Munich

Our Timeline

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Term Week Date Time Event

Week 1 07 September 2021 6-730pm BST Kick-off

Week 5 4 Oct and/or 5 Oct TBC Touch point 1

Week 9 4 Nov and/or 5 Nov TBC Touch point 2

Week 14 10 December 2021 2pm-5pm BST Final presentations

Your Challenge

How can the IBM Innovation Studios make a significant contribution to the branding, reputation,

and sales of IBM in the markets?

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

This is IBM

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

This is IBM … … a global cloud platform and cognitive solutions company, operating in more than 175 countries

… serving clients around the world since 1911

… an integral part of the UK economy

… one of the largest technology employers in the country

Innovation. Integrity. Trusted Partner. Problem Solver.

What we want to be known for ……

IBM Diversity

&

Inclusion

#strength

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

10

What we want to be known for ……

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

IBM is… for everyone, every day

IBM Innovation Studio

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

13

Our IBM Innovation Studio Worldwide

The twenty IBM Innovation Studios

serve customers globally and offer a

wide range of expertise for

industry & solution explorations as well

as hands-on workshops.

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Our IBM Innovation Studio Capabilities

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Innovation Studio Capabilities

IBM Technical & Industry SMEs

Experiential Spaces & Hospitality

Rapidly built Proof of Concepts & Demos

Immersive & Interactive Content

Design Thinking + Expert Facilitation

Engagements Digital & In-Person

Events Industry Explorations Client BriefingIBM Garage Framing Post Sales Workshops

Experience the Art-of-the-possible

Use case identification or generation

Multi-client events

Evolve your idea with Enterprise Design Thinking workshops

Learn about our technologies in a hands-on building session

Create a prototype with the IBM Garage Methodology

Generate functional ideas in a Hackathon

Readiness Assessment

Agile development for production to its full potential

Consulting Engagement

Inspire Build Scale Envision the future Iterate to MVP Scale to market

Co-Create You build with us We build with you We build together

16

Engage the Ecosystem

We work together with you on your digital reinvention journey

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Your Challenge

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Your Challenge How can the IBM Innovation Studios (formerly known as IBM Client Centers) make a significant contribution to the branding, reputation, and sales of IBM in the markets? Prepare a business plan that incorporates the following questions:

A) How can the IBM Innovation Studios help to improve IBM's image within Gen Z?

• What does IBM currently symbolize in the market for Gen Z?

• How can the Innovation Studios help to make IBM more visible within Gen Z?

• How can the Innovation Studios attract young talent?

• How can the Innovation Studios be a "lighthouse" for the "new IBM"?

B) How can the IBM Innovation Studios drive business for IBM by engaging clients?

• How can the IBM Innovation Studios inspire clients to do business with IBM?

• What new, exciting and engaging ways can IBM show technologies to C-suite customers?

• How can they get their message across using their innovation studio setting?

• How could an innovative, virtual or hybrid set-up look like?

C) How can your proposed ideas and solutions be scaled through 20 IBM Innovation Studio locations globally?

• Draft a business plan to scale your ideas through 20 IBM Innovation Studio locations worldwide

• What innovative ways could IBM use to finance such projects (e.g. licensing, partnerships…)?

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

More inspiration

Find more information on this website:

https://www.ibm.com/ibm/clientcenter/index.shtml

Here are all of our Innovation Studios:

https://www.ibm.com/ibm/clientcenter/all-centers/

This is IBM:

https://www.ibm.com/marketing/uk-en/this-is-ibm/

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

,

IBM Innovation Studio

Hult Business Challenge

— Information Package

Notices and disclaimers © 2021 International Business Machines Corporation. No part of this document may be reproduced or transmitted in any form without written permission from IBM.

U.S. Government Users Restricted Rights — use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM.

Information in these presentations (including information relating to products that have not yet been announced by IBM) has been reviewed for accuracy as of the date of initial publication and could include unintentional technical or typographical errors. IBM shall have no responsibility to update this information. This document is distributed “as is” without any warranty, either express or implied. In no event, shall IBM be liable for any damage arising from the use of this information, including but not limited to, loss of data, business interruption, loss of profit or loss of opportunity. IBM products and services are warranted per the terms and conditions of the agreements under which they are provided.

IBM products are manufactured from new parts or new and used parts. In some cases, a product may not be new and may have been previously installed. Regardless, our warranty terms apply.”

Any statements regarding IBM's future direction, intent or product plans are subject to change or withdrawal without notice.

Performance data contained herein was generally obtained in a controlled, isolated environments. Customer examples are presented as illustrations of how those

customers have used IBM products and the results they may have achieved. Actual performance, cost, savings or other results in other operating environments may vary.

References in this document to IBM products, programs, or services does not imply that IBM intends to make such products, programs or services available in all countries in which IBM operates or does business.

Workshops, sessions and associated materials may have been prepared by independent session speakers, and do not necessarily reflect the views of IBM. All materials and discussions are provided for informational purposes only, and are neither intended to, nor shall constitute legal or other guidance or advice to any individual participant or their specific situation.

It is the customer’s responsibility to insure its own compliance with legal requirements and to obtain advice of competent legal counsel as to the identification and interpretation of any relevant laws and regulatory requirements that may affect the customer’s business and any actions the customer may need to take to comply with such laws. IBM does not provide legal advice or represent or warrant that its services or products will ensure that the customer follows any law.

Information concerning non-IBM products was obtained from the suppliers of those products, their published announcements or other publicly available sources. IBM has not tested those products about this publication and cannot confirm the accuracy of performance, compatibility or any other claims related to non-IBM products. Questions on the capabilities of non-IBM products should be addressed to the suppliers of those products. IBM does not warrant the quality of any third-party products, or the ability of any such third-party products to interoperate with IBM’s products. IBM expressly disclaims all warranties, expressed or implied, including but not limited to, the implied warranties of merchantability and fitness for a purpose.

The provision of the information contained herein is not intended to, and does not, grant any right or license under any IBM patents, copyrights, trademarks or other intellectual property right.

IBM, the IBM logo, ibm.com and [names of other referenced IBM products and services used in the presentation] are trademarks of International Business Machines Corporation, registered in many jurisdictions worldwide. Other product and service names might be trademarks of IBM or other companies. A current list of IBM trademarks is available on the Web at "Copyright and trademark information" at: www.ibm.com/legal/copytrade.shtml

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Our Journey together

Our Journey together 03 Our Team 04 Our Timeline 05 Your High-level Challenge 06

This is IBM 07 Our History 08 Our Future 09

This is the IBM Innovation Studio 44 Our Mission 47 Our Value Proposition 48

This is your challenge 58

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Our Team

Wolfgang Rodler

Leader Munich Studio

David Pass

Leader London Studio

Samuel Lee

Global Transformation Lead

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Sally Lunn

Client Engagement Leader London

Keeley Lundquist

Global Talent Leader

Sophia Greulich

Client Engagement Leader Munich

Our Timeline

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

Term Week Date Time Event

Week 1 07 September 2021 6-730pm BST Kick-off

Week 5 4 Oct and/or 5 Oct TBC Touch point 1

Week 9 4 Nov and/or 5 Nov TBC Touch point 2

Week 14 10 December 2021 2pm-5pm BST Final presentations

Your Challenge

How can the IBM Innovation Studios make a significant contribution to the branding, reputation, and sales of IBM in the markets?

IBM Innovation Studio / Hult Business Challenge / © 2021 IBM Corporation

International Business Machines

Intro Presentation

Over 100 years of contributing to world-changing progress.

© 2021 IBM Corporation

1899 1928 1969 1973 1979 1981 2016

First female employees and people of color

Optimization of global railways

Apollo 11 Moon Landing

Earliest version of the ATM

Magnetic Stripe

UPC Barcode

Excimer Laser Chirurgie

Online Apple Pay Funktion

2019

Quantum Computing Q

Today, IBM is the only company bringing together: Technologies, Industry Expertise, Trust and Security.

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Lorem ipsum dolor sit amet donec quam felis ultricies nec eu pellentesque pretium quis sem. Nulla consequat massa quis enim.

© 2021 IBM Corporation

Fit for the future with cloud

– Cognitive systems augment human intelligence, allowing faster and more informed decisions.

– They learn at scale, reason with purpose and interact with humans naturally.

– Cloud Computing provides a reliable platform for innovation and business value.

– These new technologies are embedded into and enrich our base offerings (IBM Power, IBM Z, IBM Storage etc.)

– This is all underpinned by IBM Security.

Digitization and Cognitive Era: Cognitive solutions and cloud platforms transform whole industries.

© 2021 IBM Corporation

IBM is helping businesses usher the next digital chapter to become a Cognitive Enterprise through Artificial Intelligence (AI), Quantum Computing, Blockchain, Cloud and Services.

© 2021 IBM Corporation

IBM Watson, IBM’s AI platform, helps industries think smarter, act faster, and accomplish more.

© 2021 IBM Corporation

© 2021 IBM Corporation

Just follow your nose: Together with IBM Research, Symrise, the world's leading manufacturer of fragrances and flavors, has developed the Philyra AI system. It learns from fragrance formulas, raw materials and historical data as well as industry trends and suggests its own scent creations.

IBM Watson

© 2021 IBM Corporation

IBM Watson

IBM supports even in times of crisis:

In the ongoing COVID-19 pandemic, information can change every hour. With the help of IBM Watson Assistant, the contact options of the medical on-call service 116 117 can be extended by a virtual assistant and frequently asked questions about COVID-19 can be answered immediately, always up-to-date and reliably.

Together with DLR Space Management and Airbus, IBM has helped develop the Crew Interactive MObile CompanioN (CIMON®). The goal: to make him the first recognized and valued crew member aboard the ISS with