Summary of Session and Close
Introduction and Overview of INSEAD MBA
Lecture1 Managing Blue Ocean Projects
Lecture2 Leveraging Technology for Creativity
Lecture3 Branding in the Creative Economy
Lecture4 Managing Risk and Uncertainty in the Creative Economy
  Summary of Session and Close


  Introduction and Overview of INSEAD MBA




Lecture1  Managing Blue Ocean Projects

Innovation on a global scale requires good project management skills for many of these innovations to be implemented. However, the track record for large projects in global organizations is not good. According to the Project Management Institute, nearly 70% of all projects in multinational organizations fail to meet their stated objectives, and 55% of large engineering projects fail to meet even most of their objectives. Common wisdom is that project risk is to blame and that better project risk management is required to make these projects successful. However, we have found that one of the reasons many of these projects fail is that organizations fail to differentiate project risk from project novelty.
In novel, blue ocean projects, standard project risk management techniques fail to adequately deal with project ambiguity and complexity. When such approaches are used exclusively, organizations tend to commit to a project path long before the feasible project path is known. As unforeseen events push the project off its predetermined path, all resources are dedicated to getting the project back onto its path, rather than learning from the unforeseen events. What is needed is an approach that encourages the organization to learn as the project proceeds in order to discover the feasible, if not optimal, project path. Learning and selectionism are two such approaches that can help organizations deal with novel projects.

Pich, Michael   Professor of Operations Managemetn and Entrepreneurship and Family Enterprise,  INSEAD

Lecture2  Leveraging Technology for Creativity

Technology is an agent of disruptive change in business and society. The rate of progress of technology is speeding up each year. Experts estimate that the progress of technology over the next 100 years during the 21st century will be more than the cumulative progress in technology over the last 20 centuries. In such a context, the ability of business and society to leverage technology creatively is very important. Technology has to be used to unleash the creativity of people. Technology has to be leveraged for the good of mankind. This session will focus on guiding principles for business and society to leverage technology effectively for the creative economy.  

Dutta, Soumitra   Dean of External Relations and Roland Berger Chaired Professor of Business and Technology,  INSEAD

Lecture3  Branding in the Creative Economy

Brands can be a foundation of stability amid the change and confusion in the fast-changing creative economy. The conventional branding paradigm of the creative economy assumes that a brand has a short life-cycle and destined to phase out over time. However, with increasing costs of launching a new brand, building strong and long-lasting brands becomes imperative. The current session provides insights on how to build such brands in the creative economy.  

Nam, Myungwoo   Professor of Marketing,  INSEAD

Lecture4  Managing Risk and Uncertainty in the Creative Economy

In making decisions, especially under risk and uncertainty, individuals including general managers, finance professionals and retail investors, often show systematic psychological biases. Examples of such biases include frame-dependent (loss frame or gain frame) risk attitudes, overconfidence, and regret, among others. However, the extent of such biases differs across cultures and across countries. Results from a sample study which shows some interesting differences across Taiwan, Hong Kong, and Singapore, will be shared and compared with older studies done in the U.S. Also, future work in this area will be discussed.  

GABA, Anil   The Orpar Chaired Professor of Risk Management,Dean of Faculty,  INSEAD