Search result: Catalogue data in Autumn Semester 2020

MAS in Management, Technology, and Economics Information
MAS MTEC Introductory Event for 1st Semester Students.
Monday, 14.09.2020, 16.00 h, HG E1.2 (tbc)
Electives, 1. and 3. Semester
NumberTitleTypeECTSHoursLecturers
» see elective courses MTEC MSc
365-1145-00LApplied Finance and Investment for Managers Restricted registration - show details
Exclusively for MAS MTEC students (third semester).
W1 credit1SS. Zaker
AbstractThe focus is on how financial and investment theory is applied to real world problems. We compete in the economy, but are also exposed to financial markets. The specific point of view, the language of financial markets are discussed using illustrative case studies. Managers will learn how their company is rated for debt financing; and how its value reflects in the “mirror" of private equity funds.
ObjectiveThe course aims to support managers in:

1) Understanding the mechanisms, language, and drivers of the debt and equities markets

2) Apply this understanding to specific corporate situations, such as optimizing the cost of capital (debt and equity) of the firm or projects

3) Use these insights to learn to think and act as an investor e.g. for the firm’s own pension fund
ContentPart 1: A Practical Introduction to the Financial Markets
Your Company’s profile in the mirror of financial markets. How would experts analyze your company, its strengths, and weaknesses?

The financial market eco-system. Understanding the cogs and wheels of financial markets, and the existing checks and balances.

Key actors in the financial markets. How central banks, commercial banks, and institutional investor influence market trends.

The business cycles: How and why economies rhyme into and out of growth? The
mechanism of boom and bust and recessions.

The debt capital market. How companies can benefit from an understanding of the debt market? The importance of financing choices as a competitive advantage.

The equities capital market. How and why equities are issued? How investors categorize the equities markets?

The derivatives market. The origins and importance of derivative markets. The specific characteristics that make them both very useful and extremely hazardous.

The currency markets. Mechanisms of currency hedging in the International markets. The importance of a sound currency strategy to avoid large losses.

Private equity and venture capital. The actors in private debt and equities. The rise of start-ups within a new financial infrastructure.

Hedge Funds. An important new actor in the financial markets.

Initial public offering. How IPOs are organized and executed. The intricacies of the pricing process. When and how are participants disappointed. IPOs as an indicator for the overall market sentiment.


Part 2: Case Studies
Case study 1. How does your pension fund work?
Case study 2. When Activist Hedge Funds approach a company.
Case study 3. Merger and Acquisitions.
Case Study 4. A Financial Market View of your Firm
365-1143-00LDigital Transformation: Integrating Cloud and Business Restricted registration - show details
Exclusively for MAS MTEC students (third semester).
W1 credit1SR. Halbheer
AbstractDigitalization changes our life and how companies do business. As a consequence, the role of IT and Cybersecurity changes, and these changes create new and unknown disruptive challenges for organizations. Based on practical experience we will look into some of these areas like Cybersecurity, governance, organization etc. always with a risk management focus.
ObjectiveThe course will help you understand..:
1. How digital transformation affects businesses (insights across industries), processes and organizations
2. That this is not only a technology but a human change as well
3. How today’s governance and organization need to be adopted to these trends
4. How current Cybersecurity approaches look like integrating the cloud
ContentThe role of IT and Cybersecurity changed dramatically over time. The movement to the Cloud and the digital transformation as such is in the process of shaping a new world, cybersecurity (and privacy) being at the core of it. Digital transformation as well as security arrived now at the board level.
This drives a lot of changes in a lot of different areas: The role of internal IT has to be re-defined; governance processes have to be changed; even the impact on finance and budgeting is not to be underestimated. This course focuses on these challenges and how they can be approached (and have been approached) in the industry. It will base on practical experience with companies across Europe and in different industries.
Besides touching on the basics of Cybersecurity it gives a broader view on the challenges in today’s architectural and governance frameworks and how you can approach these challenges on the technological as well as on the human side. We will jointly work on how the Cloud influences these developments and what changes are necessary to capture the opportunities while maintaining an acceptable risk level.
We want to approach this in an interactive format, while adding background information over the course of the first day (e.g. an introduction to Cybersecurity). Between the first full day and the day 2 (half-day) you work on a case study to be presented and discussed on day 2. On the final slot we will wrap up and fill the blanks and address the questions which remained open.
365-1083-00LLeading the Technology-Driven Enterprise Restricted registration - show details
Does not take place this semester.
Exclusively for MAS MTEC students, and primarily for MAS MTEC students in their first semester. An enrolment for the lecture “Introduction to Management” (363-0341-00) is mandatory.
W2 credits2S
AbstractThe bloc-course is about change leadership. It provides MAS students with coaching and mentoring from three senior change leaders in the attempt to develop critical management skills and bridge the gap between theory and practice.
ObjectiveThe general objective of the course is to enable MAS students with post work experience to think critically about concepts discussed in class during the course of Introduction to Management (i.e., the transformation process by Nadler and Tushman, 1980) and their own professional challenges.
ContentIn today’s VUCA world that is Volatile, Uncertain, Complex and Ambiguous, how will you lead disruptive change due to Innovation and Technology evolution instead of being swept away by it? Have you mastered the process of leading change? Do you have a specific plan of action for the most critical problem you are trying to solve right now? If not, this is the course for you. You will learn lessons from relevant, current case studies that will bring out specific learnings in each of the 4 modules of the class – Innovation, Change Management, Leadership and Application.

The first module explores how you can be a practical and effective Innovator as an Intrapreneur Leading an established Technology Driven Enterprise, or as an Entrepreneur. Starting with clear definitions of the ‘problem’ and the ‘customer’, you will work through the steps of clarifying the value proposition of the innovative process or product, testing, pivoting and fast iterations, and moving with confidence to implementation.

With Technology and Innovation being necessary but insufficient starting points, the next two modules will dig deep into successful Change Management and Leadership at all levels to ensure aligned and effective execution. The case studies will highlight both successes, and failures, of prior experiences.

This class is taught ‘by practitioners for practitioners’ with the final module focused on a customized Framework of Application introduced during prior modules. You will bring your priority challenge to the class, and through small group work and individual coaching, you will develop a plan of action. A final ‘elevator speech’ will give immediate feedback with which you can enhance the plan and apply it immediately back in your organization.

The first 2 days of this innovative course (Nov. 20, 21) will be off-site hosted by SBB in Switzerland. A Networking Apero at the end of Day 1 will connect each participant with the Faculty and their Peers in the class. Day 3 of the course (Nov. 27) will be at ETHZ. Reading materials referenced in the workshop will enable the participants to go further after the course for a deeper understanding of the technology changes and application criteria.

Separately, a Customized Mentoring Programme is available should you desire continuing help to support your planning and execution after the course, or more generalized career development ideas.
LiteratureLiterature and readings will be announced beforehand.
365-1059-00LPracticing Strategy Information Restricted registration - show details
Exclusively for MAS MTEC students (third semester).
A prior/parallel enrolment for the lecture “Strategic Management” (363-0392-00) is mandatory.
W1 credit1SG. von Krogh, S. Herting
AbstractThis lecture is a special course for MAS students which supplements the Strategic Management course. Participants work on real-life strategy problems in a two-day workshop and apply concepts & methods from the Strategic Management course to develop suitable solutions.
ObjectiveThe course has two goals. First, participants learn to decompose complex real life problems into underlying strategic issues. Second, students learn to transfer and use the concepts and methods from the Strategic Management lecture to develop solutions for the identified strategic issues in real-life business contexts.
ContentThe course consists of two workshop days. However, most work for participants takes place in the phase between the two workshop days when participants engage in group work to solve a real-life strategic issue.

First workshop day:
Participants revisit core concepts and methods from the Strategic Management lecture. Moreover, participants learn the conceptual steps of defining strategic questions and developing suitable solutions for real-life settings. This conceptual process is then illustrated with an in-depth case study of a strategy consulting project that one of the lecturers conducted. The second part of the workshop day is the starting point for the group work phase. Participants identify a strategic problem that they face at work and team up (each group consists of 4-6 participants) to develop solutions by applying the concepts and methods from the Practicing Strategy class. At the end of the first workshop day, each group has defined one strategic question and developed a rough course of action for developing solutions until the second workshop day.

Between workshop days:
Participants work in small groups to develop solutions for the strategic problem that they identified on the first workshop day. This phase requires participants to select concepts and methods that are suitable to approach the strategic question. Moreover, students collect and analyze data. Subsequently, participants draw upon their analysis to develop solutions to the strategic problem. In this phase, participants can rely on the support and feedback from the teaching team.

Second workshop day:
Participants present their group work followed by an in-depth discussion and feedback session for each group project.
Prerequisites / NoticeSuccessful registration and participation (either parallel enrollment or successful completion in a previous semester) in the course "Strategic Management" is required (see Course Catalogue page for details).
365-1142-00LUnderstanding Human Behavior - Research and Business Insights Restricted registration - show details
Exclusively for MAS MTEC students (third semester).
W1 credit1VS. Andraszewicz, B. J. Bergmann
AbstractHuman capital is the most precious resource of every company, while customers are the backbone of a company’s functioning. This course demonstrates application of behavioral science theories to improve decision making within the company and to better understand its customers. In this course, psychology meets finance, data science and analytics to address practical business problems.
ObjectiveThe course objective is to provide a crash-course of behavioral economics and decision science with a special focus on aspects particularly important in business and international companies. The aim of the course will be to apply theoretical knowledge obtained during the classes at ETH in practical business cases stemming from ETH industry partners.
ContentThis block course is divided into three sessions:
1.Theory Part: Students get familiar with the Nobel-Prize winning theories, key concepts, models and findings in decision science and behavioral economics. The covered topics include judgment and decision making, heuristics, biases and heuristics, nudges, psychometrics, risk appetite elicitation, digital and physiological footprints of decisions, and impact of emotions and environment on decisions. The material will be aligned with relevant real-life examples that relate to important societal and business problems. The students will be introduced to the behavioral study design, behavioral analytics and research methods that can be applied in a business environment accounting for its advantages and limitations.
2. Business Insights Part: In this part students learn how the behavioral aspects enter into business processes, workflows and customer relations. An industry partner (Swiss Re) will present a business case related to behavioral science. Studetens challange these cases in gorups based on the theoretical part and guidace from lecturers. Students will form groups to solve the business case, using the knowledge acquired during the theoretical part of the course and relevant course material.
3: Final Presentation Part: This session will take place at the industry partner’s venue, where the students will present their business case solutions.

Attendance during the meetings and solving the business case are mandatory requirements for successful completion of the course. Course material includes the lecture slides and scientific papers.
365-1067-00L(Un)ethical Decision Making: Alternative and Critical Thinking in Management Restricted registration - show details
Exclusively for MAS MTEC students (third semester).
Please register by 28.08.2020 at the latest via myStudies.
W2 credits2SA. Vaccaro
AbstractThis course is about decision making processes in complex situations involving financial, relational and ethical problems. First, it provides fundamental tools for addressing problematic situations.
Second, it discusses how stakeholders' ethical expectations and social responsibility issues can be effectively implemented and integrated in organizational systems and strategic planning processes.
Objective- Become familiar with tools and procedures to prevent, identify and resolve corporate fraud and crime in organizations
- Understanding the mutual relationship between financial, relational and ethical drivers in managerial decision making
- Become familiar with tools and procedures to prevent and resolve corporate crises and scandals
- Understanding the opportunities associated with the corporate social responsibility (CSR) movement and how to integrate CSR in organizational and strategic planning
- Create an effective CSR strategic planning process to successfully develop and implement a CSR package
- Understand a variety of strategic CSR planning tools
- Become familiar with creating deep destructive change in pursuit of dual economic and social value
ContentWhy incredibly intelligent people do incredibly stupid things? What are the most frequent dynamics associated with corporate fraud and corruption? What should be done to avoid mobbing or discrimination in organizations? And how organizational crises can be prevented and eventually resolved? What is cosmetic corporate social responsibility?

On a more positive tone, how companies could create a culture that fosters personal and professional development? How do companies contribute to the development of societies where they operate? How do they contribute to alleviate the global problems and to promote a sustainable development?

This course will address these questions through case discussions, lectures and the presentations of invited speakers.

The main objective is to develop multiple, alternative, provocative, critical but constructive, perspectives of main ethical issues affecting the management of organizations today. We will “think out of the box”, learn how to look using the different perspectives of multiple stakeholders, take the defense of forgotten people, look at corporate power as an opportunity for organizational and social welfare… said in other terms, this is a course to think alternatively and creatively!
Lecture notesMost classes are taught through a series of mini-cases and notes that represent real management decisions.

Some classes are complemented with readings from prominent media resources, guest speakers and experimental exercises.
LiteratureThis course is based on mini-cases.
363-0861-00LAlliance Advantage - Exploring the Value Creation Potential of CollaborationsW3 credits2GC. G. C. Marxt
AbstractThe development of new business models coping with the constantly augmenting complexity of technologies and systems as well as the ever increasing global competition force organizations to focus on close collaboration with key partners. These alliances are key value creation opportunities and constitute the core part of this lecture.
ObjectiveLearning outcomes professional competence
- The students learn and understand the management basics of inter-firm cooperation and organizational networks (business models, incl. risk, communication, etc.)
- realize the value creation potentials of alliances (added value)
- understand underlying theoretical models (Transaction cost theory, principal agent, game theory)
- Identify and understand specific forms of collaboration (Strat. All., JV, Networks, M&A, etc.)
- Apply tools hands on in real companies (in coll. with companies)

Learning outcomes methodological competence
- Writing academic papers
- Developing structured documentation of interviews
- Transferring theory directly into application
- Contributing to the learning journey

Learning outcomes social competence
- Work together with industrial partners
- Improving communication skills as basics for collaboration
- Developing and applying team work skills
- Coping with conflicts resolution in teams
ContentThe constantly augmenting complexity of technologies and systems, the increased pressure caused by competition, the need for shortening time-to-market and the thereby implied growing risks force organizations to increasingly focus on core competencies. Collaboration with external partners is a key value creation opportunity for successful ventures. This type of cooperation also has implications on daily management activities. This lecture will provide a better understanding of special requirements needed for management of cooperation issues.
Content:
- Introduction to theory and management of inter-firm collaboration and networks.
- Description of the formation, management and evolution of collaborations and networks.
- Collaborations in marketing, development, manufacturing (e.g. NUMMI).
- Special forms of collaborations: mergers & acquisition (e.g. pre- and post-merger activities, joint venture, strategic alliances (e.g. Doz & Hamel, networks, virtual communities)

Learning journey:
In an introductory lecture we will give an overview of the theoretical framework and explain the concept of the lecture (first week of semester, Sept. 19, 2019). In weeks 2-5 you will work on a first assignment on six different aspects of the underlying framework: strategy and activities, structure and process, culture and people orientation, interaction and roles, risk and trust, knowledge and learning. This first assignment will give you the basics to participate in the second part (Nov. 7+8, 2019) of this seminar. There you will present the results of the first assignment and get additional theoretical input to perform the 2nd assignment. The second assignment will be to analyze real alliance projects in the partner companies. The final lesson will be used as a best practice exchange (Dec. 19, 2019).
Lecture notes- Lecture script
- Current course material
- Harvard Case Studies
- Reader with current papers
LiteratureA list with recommended publications will be distributed in the lecture.

Classic Books:
HBR Collaborating Effectively ISBN 978-1-4221-6264 4
HBR on Mergers and Acquisitions: ISBN 1-57851-555-6
Doz, Y.; Hamel, G.: Alliance Advantage: ISBN 0-87584-616-5
Prerequisites / NoticeThe number of students participating in the lecture is limited to 30.
363-1044-00LApplied Negotiation Seminar Restricted registration - show details
Number of participants limited to 30.

Prerequisites: Successful completion of lectures "363-1039-00L Introduction to Negotiation".
W3 credits2SA. Knobel
AbstractThe block-seminar combines lectures introducing negotiation and negotiation engineering with the respective application through in-class negotiation case studies and games.
ObjectiveIn this seminar students can expect to:

• learn more theory of negotiation and apply this learning in simulated negotiations
• have their perceptions of rationality, fairness and trust challenged through little embedded experiments
• learn to recognize and analyze negotiation contexts and interests and generate creative solutions
• learn to negotiate under pressure (with time and mandate restrictions) and experience (and potentially chair) a formal negotiation
• learn to read, analyze and present a scholarly paper
ContentThis block seminar is an extension of the course "Introduction to Negotiation" and provides more detailed insight into key aspects of the field of negotiation and negotiation engineering.

In particular,

• a series of brief lectures will outline foundational aspects of negotiation science, such as rationality, fairness, and trust, as well as the possible application of machine learning in negotiation
• three practitioners will describe lessons learnt in their negotiation domains (diplomacy, labor, and business) and allow time for Q&A and discussion
• Professor Ambühl will elucidate further current cases from his professional experience
• students will apply course input in a number of challenging simulations (ranging from simple 30 minute games to full-fledged international ten party negotiations). In each game they will be asked to represent a party and negotiate as skillfully as they possibly can within the constraints of their mandate
• each student will be assigned a scholarly paper (20 to 30 pages) between the two blocks to read. They will give a 20 minute group presentation with one or two of their peers and submit a brief reflection report after the seminar

The course size is deliberately limited (30 maximum) to enable ample opportunity to interact with the lecturers, guests and each other.
363-1051-00LCases in Technology Marketing Restricted registration - show details
Number of participants limited to 20.

Students have to apply for this course by sending a CV and an one-page motivation letter to Theresa Schachner until 23 August 2020: Link.
Additionally please enroll via myStudies. Places will be assigned on the basis of your motivation letter.
W3 credits1GF. von Wangenheim, S. Schär
AbstractThe seminar “Cases in Technology Marketing” introduces students to key concepts and tools in technology marketing and familiarizes them subsequently with the challenges that (marketing) managers face in technology intensive markets by using real life cases.
Objective1. Understanding and applying common business tools and frameworks
2. Understanding current challenges of managers in technology intensive markets
3. Defining and analyzing comprehensive business problems using the example of a leading Swiss manufacturing company (Bühler AG)
4. Developing and evaluating different alternative case solutions
5. Making decisions on case solutions, justifying and defending them
6. Transferring case solutions into practice by formulating specific instructions for the management
7. Creation of novel, innovative ideas that help the company to gain a competitive edge
8. Cooperation in teams and coordination of team tasks
9. Adequate communication to and eye-level discussions with C-level managers
ContentThe seminar “Cases in Technology Marketing” introduces students to key concepts and tools in technology marketing and familiarizes them subsequently with the challenges that (marketing) managers face in technology intensive markets by using real life cases.
Students will have to work in groups and together solve past, current and future managerial problems in the form of cases. The team member composition will rotate for each case, enabling students to foster their teamwork abilities besides the application of theoretical concepts to the applied case questions. The studetns will have to present their case solutions to the lecturer and a top executive of a leading Swiss company (details see below). Also, they will be enabled to compare their solutions with what has actually been done or is yet to be done.

The three case studies presented in this course cover real managerial issues of the Swiss manufacturer Bühler AG (Link). A Bühler top executive will present the cases and discuss the students' presentations and solutions. As such, the course allows for in-depth discussions of the real-life case solution with the C-level manager and hereby enables students to transfer their learnings from theoretical considerations to the applied field. The course will be rounded off with a day-visit to the Bühler facilities in Uzwil, Switzerland, where students will have the chance to further connect with management and discuss the acquired key concepts, tools, and case study insights on site.
Prerequisites / NoticeIn addition to course enrolment, students have to apply for this course by sending a CV and a short motivation letter until 23.08.2020 to Theresa Schachner: Link.
363-0393-00LCorporate Strategy Information Restricted registration - show details
Due to didactic considerations, the number of participants for this course is limited to 45.

Please register through myStudies to enroll for the course. Slots are assigned on a first-come first-serve basis (in the order of the registration date on myStudies). We will confirm your registration by e-mail. If you have any inquiries about the course, please contact the course assistant.
W3 credits2VS. Ben-Menahem
AbstractThis course focuses on the challenges in managing multi-business corporations, and covers topics related to the vertical and horizontal scope of business activities.
ObjectiveThe course is a combination of lectures about concepts/methods, guest lectures, case studies, and individual assignments.
ContentLarge- and medium-sized corporations play a central role in the economic activity of most developed and developing countries. Many of these organizations perform multiple business activities in multiple markets. In the face of increasing international competition, globalization, technological development, deregulation, and the emergence of new markets and industries, operating such a portfolio of business activities poses important managerial challenges forcing corporations to continuously re-consider their vertical and horizontal scope and boundaries.

The course Corporate Strategy draws from a wide range of theories and methods to develop an understanding of the conceptual frameworks, debates, and developments concerning decisions associated with the management of multi-business corporations. We will cover the key questions driving a firm's corporate strategy, including:

- In what markets to compete with which businesses?
- Which activities should be performed by the firm and which should be outsourced (i.e. "make" or "buy" decisions)?
- What are the most appropriate approaches to growth and divestiture?
- How do institutional forces impact corporate strategy?

Specifically, we will examine how organizations manage their portfolio of business activities and markets to achieve competitive advantage through vertical integration, cooperative strategies such as strategic alliances and joint ventures, corporate diversification, mergers and acquisitions, divestitures, and globalization/international strategies, and strategic renewal.

The course homepage can be found at: Link
Prerequisites / NoticeHaving participated in the course Strategic Management by Prof. Georg von Krogh/Dr. Stephan Herting is an advantage but not a requirement.
363-1135-00LDigital Health Project Restricted registration - show details
Number of participants limited to 30.
W3 credits2VT. Kowatsch
AbstractToday, we face the challenge of chronic conditions. Personal coaching approaches are neither scalable nor financially sustainable. The question arises therefore to which degree Digital Health Interventions (DHIs) are appropriate to address this challenge. In this lecture, students will learn about the need, design, implementation and assessment of DHIs.
ObjectiveThe increasing prevalence of chronic conditions leads to the important question on how to develop evidence‐based digital health interventions (DHIs) that allow medical doctors and other caregivers to scale and tailor long‐term treatments to individuals in need at sustainable costs. At the intersection of health economics, information systems research, computer science, and behavioral medicine, this lecture has the objective to help students and upcoming healthcare executives interested in the multi‐disciplinary field of digital health to better understand the need, design, implementation, and assessment of DHIs. After the course, students will be able to…
1. understand the importance of DHIs for the management of chronic conditions
2. discuss the opportunities and challenges related to DHIs
3. better understand the design, implementation and evaluation of smartphone‐based and chatbot‐delivered DHIs.
ContentThe promise of more personalized, patient‐centered and outcomes‐based healthcare is real, worthy, and within reach (Harvard Business Review, October 2019), Industries like healthcare are quietly adopting chatbots to free up busy professionalsʹ time and offer guided, personalized experiences to consumers (CB Insights, October 2019), Digital health companies raised a total of $4.2B across 180 deals through the first half of 2019. If this pace holds steady, the sector is on track for an $8.4B year in 2019 ‐ and may even top 2018ʹs record‐breaking annual funding total. (Sean Day, Rocket Health, 2019 Midyear Digital Health Market Update)

Today, we face the challenge of dealing with the specific characteristics of chronic conditions. These are now responsible for around 70% of all deaths worldwide and are associated with an estimated economic loss of $7 trillion between 2011 and 2025. Chronic conditions require an intervention paradigm that focuses on prevention and lifestyle change. A corresponding change in lifestyle is, however, only implemented by a fraction of those affected, partly because of missing or inadequate interventions or health literacy, partly due to socio‐cultural influences. Individual personal coaching of these individuals is neither scalable nor financially sustainable.

Against this background, the question arises on how to develop evidence‐based digital health interventions (DHIs) that allow medical doctors and other caregivers to scale and tailor long‐term treatments to individuals in need at sustainable costs. At the intersection of health economics, information systems research, computer science, and behavioral medicine, this lecture has the objective to help students and upcoming healthcare executives interested in the multi‐disciplinary field of digital health to better understand the need, design, implementation, and assessment of DHIs. After the course, students will be able to…
1. understand the importance of DHIs for the management of chronic conditions
2. discuss the opportunities and challenges related to DHIs
3. better understand the design, implementation and evaluation of smartphone‐based and chatbot‐delivered DHIs

To reach the learning objectives, students will work on the following topics:

1. Motivation for Digital Health
• The rise of chronic diseases in developed countries
• Lifestyle as medicine and prevention of chronic diseases

2. Design of a Digital Health Intervention (DHI)
• Overview of design frameworks for health interventions
• Development of a conceptual model for a DHI
• Implementation of a smartphone‐based and chatbot‐delivered DHI

3. Evaluation of DHIs
• Overview of evaluation methods and evaluation criteria for DHIs
• Evaluation of a smartphone‐based and chatbot‐delivered DHI

Course structure
The lecture is structured in two parts and follows the concept of a hybrid therapy consisting of live online sessions (which will be also recorded in Zoom) and complementary asynchronous online lessons. In the first part, students will learn and discuss the topics of the three learning modules in weekly online sessions. Complementary learning material, multiple‐choice questions, and exercises are provided online via Moodle.
In the second part, students work in teams and will use their knowledge from the first part of the lecture to develop a smartphone-based and chatbot-delivered health intervention with MobileCoach (Link), an open‐source software platform for digital interventions and ecological momentary assessments. Each team will then present and discuss the resulting digital health intervention and evaluation results with their fellow students who will provide peer-reviews. Additional online coaching sessions are offered to support the teams with the design and evaluation of their digital health intervention, and with the preparation of their presentations.
Literature1. Collins, L. M. (2018) Optimization of Behavioral, Biobehavioral, and Biomedical Interventions: The Multiphase Optimization Strategy (MOST) New York: Springer.
2. Corneta, V. P., and R. J. Holden (2018) Systematic Review of Smartphone‐Based Passive Sensing for Health and Wellbeing Journal of Biomedical Informatics (77:January), 120‐132.
3. Coravos, A., S. Khozin and K. D. Mandl (2019) Developing and Adopting Safe and Effective Digital Biomarkers to Improve Patient Outcomes Nature Digital Medicine 2 Paper 14.
4. Katz, D. L., E. P. Frates, J. P. Bonnet, S. K. Gupta, E. Vartiainen and R. H. Carmona (2018) Lifestyle as Medicine: The Case for a True Health Initiative American Journal of Health Promotion 32 (6), 1452‐1458.
5. Kowatsch, T., L. Otto, S. Harperink, A. Cotti and H. Schlieter (2019) A Design and Evaluation Framework for Digital Health Interventions it ‐ Information Technology 61(5‐6), 253‐263.
6. Kvedar, J. C., A. L. Fogel, E. Elenko and D. Zohar (2016) Digital medicineʹs march on chronic disease Nature Biotechnology 34 (3), 239‐246.
7. Michie, S., L. Yardley, R. West, K. Patrick and F. Greaves (2017) Developing an Evaluating Digital Interventions to Promote Behaviour Change in Health and Health Care: Recommendations Resulting From an International Workshop Journal of Medical Internet Research 19(6):e232.
8. Nahum‐Shani, I., S. N. Smith, B. J. Spring, L. M. Collins, K. Witkiewitz, A. Tewari and S. A. Murphy (2018) Just‐in‐Time Adaptive Interventions (JITAIs) in Mobile Health: Key Components and Design Principles for Ongoing Health Behavior Support Annals of Behavioral Medicine 52 (6), 446‐462.
363-1082-00LEnabling Entrepreneurship: From Science to Startup Restricted registration - show details
Students should provide a brief overview (unto 1 page) of their business ideas that they would like to commercialise through the course. If they do not have an idea, they are required to provide a motivation letter stating why they would like to do this elective. If you are unsure about the readiness of your idea or technology to be converted into a startup, please drop me a line to schedule a call or meeting to discuss.

The total number of students will be limited to 40. It is preferable that the students already form teams of at least two persons, where both the team-members would like to do the course. The names of the team-members should be provided together with the business idea or the motivation letter submitted by the students.

The students should submit the necessary information and apply to Link until 23 August 2020.
W3 credits2VA. Sethi
AbstractThis elective is relevant for students who have developed a technology and are keen to evaluate the steps in starting a startup. This is also relevant for students who would like to start a startup but do not have a technology, but are clear on a specific market and the impact they would like to create.
ObjectiveStudents have technology competence or an idea that they would like to convert into a startup. They are now in the process of evaluating the steps necessary to do so. In summary:

1. Students want to become entrepreneurs
2. The students can be from business or science & technology
3. The course will enable the students to identify the relevance of their technology or idea from the market relevance perspective and thereby create a business case to take it to market.
4. The students will have exposure to investors and entrepreneurs (with a focus on ETH spin-offs) through the course, to gain insight to commercialise their idea
ContentThe students would cover the following topics, as the build their idea into a business case:

1. Technology excellence: this assumes that the student has achieved a certain degree of competence in the area of technology that he or she expects to bring to the market
2. Market need and market relevance: The student would then be expected to identify the possible markets that may find the technology of relevance. Market relevance implies the process of identification of how relevant the market perceives the technology, and whether this can sustain over a longer period of time
3. IP and IP strategy: Intellectual property, whether in the form of a patent or a trade secret, implies the secret ingredient that enables the student to achieve certain results that competitors are unable to copy. This enables the student (and subsequently the startup) to hold on to the market that they create with customers
4. Team including future capabilities required: a startup requires multiple people with complementary capabilities. They also need to be motivated while at the same time protecting the interests of the startup
5. Financials: There is a need of funding to achieve milestones. This includes funding for salaries and running of the company
6. Investors and funding options: There are multiple funding options for a startup. They all come with different advantages and limitations. It's important for a startup to recognise its needs and find the investors that fit these needs and are best aligned with the vision of the founders
7. Preparation of business case: The students will finally prepare the business case that can help them to articulate the link of the technology with the market need and its willingness to pay
8. Legal overview, company forms and shareholders’ agreements (including pitfalls)

The seminar includes talks from invited investors, entrepreneurs and legal experts regarding the importance of the various elements being covered in content, workshops and teamwork. There is a particular emphasis on market validation on each step of the journey, to ensure relevance.
Lecture notesSince the course will revolve around the ideas of the students, the notes will be for the sole purpose of providing guidance to the students to help convert their technologies or ideas into business cases for the purpose of forming startups. Theoretical subject matter will be kept to a minimum and is not the focus of the course.
LiteratureBook
Sethi, A. "From Science to Startup"
ISBN 978-3-319-30422-9
Prerequisites / NoticeThis course is only relevant for those students who aspire to become entrepreneurs.

Students applying for this course are requested to submit a 1 page business idea or, in case they don't have a business idea, a brief motivation letter stating why they would like to do this course.

If you are unsure about the readiness of your idea or technology to be converted into a startup, please drop me a line to schedule a call or meeting to discuss.
363-1028-00LEntrepreneurial Leadership Restricted registration - show details
Limited number of participants.

Students apply for this course via the official website no later than August 23 (Link).
Once your application is confirmed, registration in myStudies is possible.
W4 credits3SZ. Erden Özkol, P. Baschera, S. Brusoni, T. Netland, G. von Krogh
AbstractThis seminar provides master and PhD students at MTEC with the challenging opportunity of a real case on strategy, innovation and leadership in close collaboration with the top management of a leading Swiss technology company.
ObjectiveThe general objective of the course is to enable MTEC students to develop leadership skills by dealing with real-world business problems, thinking critically about the concepts discussed in their study programs and learning how to apply these concepts to provide practical implications. It provides students with coaching and mentoring from senior leaders in the company and professors from D-MTEC to bridge the gap between theory and practice.
ContentThis seminar provides ambitious ETH students and doctoral candidates with a rewarding learning opportunity: a real case study of strategy and innovation in close collaboration with the top management of an outstanding company (TBA).

What you can expect:

You will work in teams on specific high priority assignments that flow from the company. Delving into the assignments you will both contribute to solving strategic issues and have an impact on their implementation at the company. In the different team assignments not only technical and innovative aspects but also social, ethical, HR and marketing-​relevant aspects play an important role and must be taken into account.

To gain insight into the company and its culture you will receive briefings from senior management, conduct interviews with experts and run workshops with your case managers. In the final presentations you will pitch your findings to key stakeholders and top management representatives and receive valuable feedback.

Furthermore you will be coached and supported by MTEC professors on the topics of investigation, innovation, strategy and board presentation.

The course is directed and organised by PD Dr. Zeynep Erden and Dr. Isabel Spicker as part of the MTEC Leadership Development Programme.

What we expect from you:

You are an ambitious ETH student or doctoral candidate who is looking for a rewarding learning opportunity and is eager to go the extra mile. You will work on a real case study of strategy, technology and innovation in close collaboration with the senior management of an outstanding Swiss company. The recommendations that you formulate in collaboration with members of your team as well as with internal and external experts will be discussed at the Partner and Director levels. This demands a deep understanding of the company's leadership culture.

In this endeavour you are coached and supported by

- Pius Baschera, former Chair of Entrepreneurship
- Stefano Brusoni, Chair of Technology and Innovation Management
- Georg von Krogh, Chair of Strategic Management and Innovation
- Torbjörn Netland, Chair of Production and Operations Management
- Zeynep Erden, Vlerick Business School/ D-MTEC
LiteratureLiterature and readings will be announced in the coaching sessions.
Prerequisites / NoticePlease apply for this course via the official website (Link). Apply no later than August 23.
The number of participants is limited to 15.
ECTS: 4
Participants receive a certificate
363-0887-00LManagement Research Information Restricted registration - show details
Number of participants limited to 25.

The course requires preparation time and completion of an assignment before the first course day. Please check the Moodle course page for more information.

The course is mandatory for MSc and MAS students who write their Master Thesis at the Chair of Strategic Management and Innovation.
W1 credit1SN. Geilinger
AbstractThis course is for all students who write their master thesis at the Department of Management, Technology, and Economics.
The course is required for all M.Sc. students and MAS students who write their master thesis at the Chair of Strategic Management and Innovation.
ObjectiveYou will learn how to approach management research from various perspectives, how to evaluate empirical research, and how to develop your own research project. The successful completion of the course will help you to:
- Think critically and make compelling arguments about the strengths and weaknesses of published management research
- Find and review appropriate literature and previous research for your thesis
- Develop and frame interesting and relevant research questions and problem statements
- Design your research and choose an appropriate methodology for analysis (specific research methods and techniques are not discussed in this course)
- Structure your manuscript
- Plan and manage your thesis project
ContentCourse structure:
This course combines lectures, group discussions and individual assignments.
Day 1: Course introduction, group analysis exercises and discussions, lectures on main topics.
Between course days 1 and 2: Individual and group work on assignments.
Day 2: Assignment review and discussion, lectures on main topics, conclusion session.

Target audience:
The course is designed with two groups of students in mind: first, students who write their master thesis at the SMI chair and second, students who write their master thesis in the field of management at other MTEC chairs.
For both groups, the focal topics of this course will arise frequently during the journey of writing their thesis, and the majority of topics are relevant for all students. However, we will provide some specific content (grading guidelines, thesis format) which might not be applicable for students tutored at other MTEC chairs.

Course topics:
1. Thesis topic and thesis proposal:
- Choice of thesis topic, identification of research gap, formulation of research questions, writing of thesis proposal
2. Literature review:
- Search and evaluation of academic literature, use of reference tools, writing of theoretical background chapter of thesis
3. Empirical research design:
- Types of empirical research designs, choice of methodology, overview of data collection and analysis methods
4. Research output and report:
- Writing of introduction, results and conclusion, thesis format and structure
5. Thesis assessment:
- SMI grading criteria, MTEC guidelines

References:
Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitiative, quantitative, and mixed methods approaches (5th ed.). Los Angeles, CA: Sage.
Easterby-Smith, M., Thorpe, R., & Jackson, P. (2012). Management research (4th ed.). Thousand Oaks, CA: Sage.
Van Aken, J., & Berends, H. (2018). Problem-solving in organizations: A methodological handbook for business students (3rd ed.). Cambridge, England: Cambridge University Press.
Prerequisites / NoticeThe course is graded based on the assignments, peer feedback, and participation in group discussions.
The first assignment is due before the first course day. Please check the assignments on the Moodle coursepage. If you sign up for the course on short notice before the first course day, please advise the lecturer of your registration by email.
363-1080-00LPower and Leadership Information W3 credits2SP. Schmid
AbstractStudents will learn about different leadership styles and how power and leadership play out in social interactions. Emphasis is placed on personal development and the implementation and application of topics to the workplace context.
ObjectiveThis course will enhance students’ understanding of the complexity of hierarchical relationships in the workplace in weekly lessons that include lectures, analyses of leadership situations (e.g., case studies), exercises, and group discussions. More specifically, students will be informed about how power shapes people’s behaviors and decision-making processes. They will learn to analyze the different elements that make a good leader such as personality traits, behavior, and skills. With case studies and small group exercises, students will learn to evaluate different types of social and emotional skills related to leadership. Students will be encouraged to reflect upon their own communication skills and leadership potential and will be given the opportunity to train their leadership skills. The course further addresses integrity and ethics in leadership.
ContentLectures will include

- Introduction to the course and the topic of power and leadership, definitions
- Leadership styles and theories: Universalist theories, behavioral theories, contingency theories, “new leadership” theories
- Leadership, communication, and interpersonal skills (3 sessions): 1. Effective communication: Listening and speaking, running effective meetings, delegating effectively, giving performance feedback, 2. Hierarchy and communications: Pitfalls and solutions, communication training, 3. Importance of social skills for leadership effectiveness
- Agility in teams: Overview of the Scrum Framework in the context of software development, leadership in agile teams, the role of motivation, training: experiencing first-hand how to develop a product in an agile way
- Power abuses, ethics in leadership: Why do leaders behave unethically? Destructive leadership: theories, examples, and consequences
- Diversity and discrimination in relation to power and leadership: Expectations, bias, and discrimination the workplace, sources of bias, how to reduce bias and discrimination
- Leadership and innovation: Which are the particular paradoxes and trade-offs leaders face when they are leading for innovation? How could they successfully manage those challenges?



Homework

- Analysis of Visionary Speeches (~10 hours)
- Preparation of a video of a 2-min speech (incl. training, ~12 hours)
- Providing feedback to two of your classmates on their leadership skills (~6 hours)
- Writing a leadership skills training report (~30 hours)
- MAndatory and facultative readings and exercises (~10 hours)
LiteratureMandatory readings:

Riggio & Reichard (2008). The emotional and social intelligences of effective leadership: An emotional and social skill approach. Journal of Managerial Psychology, 23, 169-185.

Jost, J. T., Rudman, L. A., Blair, I. V., Carney, D. R., Dasgupta, N., Glaser, J., Hardin, C. D. (2009) The existence of implicit bias is beyond reasonable doubt: A refutation of ideological and methodological objections and executive summary of ten studies that no manager should ignore. Research in Organizational Behavior, 29, 39-69.
363-1049-00LPrinciples of Conflict ResolutionW3 credits2VP. Grech
AbstractThis course provides a transdisciplinary introduction to conflict resolution in international relations (primary focus), business and interpersonal relations.

Some time is devoted to analytic methods (non-cooperative game theory), making this course specifically suited for ETH students who are curious to apply their engineering/natural science background to a new domain.
ObjectiveRecognizing and understanding commonalities as well as differences between different conflict types, both structurally and topically.

Assessing different approaches to conflict analysis and resolution regarding their strengths and weaknesses.

Equilibrium computation in simple games.

Illustrating specific aspects of conflicts with real-life/historical examples.

Applying the presented theoretical approaches to real-life and stylized conflict situations in international relations, business and interpersonal relations.
ContentTopics discussed:

1. Approaches to conflict analysis: international relations theory/political philosophy, (social) psychology, non-cooperative game theory, behavioral economics

2. Emphasis on strategic analysis: non-cooperative game theory (models for trust, commitment, brinkmanship, threats, promises etc.)

3. Conflictual negotiations: basic concepts, relationship building, dealing with non-cooperative counterparties, collaborative solution finding

4. Resolution methods with third-party intervention: mediation/conciliation, arbitration, adjudication, questions of implementation and enforcement (domestic measures, interstate measures: peacekeeping, peace enforcement, humanitarian interventions, sanctions etc.), conflict transformation: long-term measures for conflict resolution, peacebuilding.

Theoretical input will be amply illustrated by a variety of real-world examples in
-international relations (primary focus; e.g. wars, establishment of the international system, arms races, etc.),
-business (energy, music, sports, etc.)
-interpersonal relations (divorce cases, neighborhood disputes, etc.).
Lecture notesA slide deck will be made available.
LiteratureRelevant references will be indicated in the slide deck.
363-0445-02LProduction and Operations Management – Supplement Credit
Does not take place this semester.
A parallel enrolment to the lecture 363-0445-00L Production and Operations Management is mandatory.
W1 credit1AT. Netland
AbstractExtension to course 363-0445-00 Production and Operations Management.
ObjectiveThis course strengthens the learning objectives of the POM core course (see separate syllabus). After completing this course,
• students can use lean thinking to improve the productivity of production processes,
• students can conduct fundamental process mapping analyses.
• students can select and implement many lean production techniques,
• students can select and use problem-solving tools and methods, and
• students understand the role of management in manufacturing.
ContentThis course is an extension to the course 363-0445-00 Production and Operations Management. Participants get an extra deep dive into key concepts of POM.

The lectures in this course are highly interactive. To pass this course, students need to complete a course assignment in pairs. The course assignment consists of two parts: preparations for the lecture and a reflection essay after the lecture
Prerequisites / NoticeThis course (1ECTS) is offered as an extension to the D-MTEC core course 363-0445-02 Production and Operations Management (3 ECTS). To take this course, you have to follow the core course.

Due to its practical format, this course is limited to ca 30 students. Note that we offer this course primarily for students who need the extra credit (total of 4 ECTS) to complete their study plans. This will typically be students from D-MAVT and, in some cases, exchange students. Students from all other departments (inducing D-MTEC) are welcome to apply to the lecturer. If capacity, applicants may receive written acceptance by the teaching team to join.
363-0311-00LPsychological Aspects of Risk Management and Technology Information Restricted registration - show details
Number of participants limited to 65.
W3 credits2VG. Grote, N. Bienefeld-Seall, J. Schmutz, R. Schneider, M. Zumbühl
AbstractUsing uncertainty management by organizations and individuals as conceptual framework, risk management and risk implications of new technologies are treated. Three components of risk management (risk identification/evaluation, risk mitigation, risk communication) and underlying psychological and organizational processes are discussed, using company case studies to promote in-depth understanding.
Objective- You know how risk and risk management is defined and applied in different industries
- You know the challenges of decision making under risk and uncertainty and its effects on organisations
- Know about and (partially) apply some risk management tools
- Gain some more in-depth knowledge in a selected field within risk management through the semester project (e.g. transport systems, IT, insurance)

This course consists of three main elements:

A) Attendance of lectures that provide the theoretical foundations of “Psychological Aspects of Risk Management and Technology” together with reading assignments for each lecture.

B) Attendance of guest lectures that provide a rich source of practical insights and enable the transfer of theory into practice by discussing real-life cases with experts from various industries.

C) Furthermore, this course enables you to apply what you have learned in the classroom into practice by participating in a group assignment in which you gain insights into various risk industries (e.g., aviation, healthcare, insurance) and topics (e.g., risks in cyber-attacks, mountaineering, autonomous vehicles). These projects help students understand key aspects through in-depth application of the course material on real-life topics. Each group project will be mentored and graded by one of the lecturers (70% of course grade). To round off the course at the end of the year, you will have the opportunity to present your group’s findings to the lecturers and to your peers (30% of course grade).
ContentThe course is organized into fourteen sessions. Sessions comprise a mixture of (guest) lectures, case discussions, and presentations. Through class discussion we will further deepen understanding of the topics and themes of the class. For each session you are required to prepare by reading the assigned literature or case material provided on the Moodle e-learning platform. Topics covered include:

- Elements of risk management:
o Risk identification and evaluation
o Risk mitigation
o Risk communication

- Psychological and organizational concepts relevant in risk management
o Decision-making under uncertainty
o Risk perception
o Resilient organizational processes for managing uncertainty

- Case studies on different elements of risk management (e.g., rule-making, training, managing project risks, automation)

- Group projects related to company case studies
Lecture notesThere is no scirpt, but slides will be made available before the lectures.
LiteratureThere are texts for each of the course topics made available before the lectures.
Prerequisites / NoticeThe course is restricted to 40 participants who will work closely with the lecturers on case studies prepared by the lecturers on topics relevant in their own companies (SWICA, SWISS, University Hospital Zurich).
363-1100-00LRisk Case Study Challenge Restricted registration - show details
Does not take place this semester.
W3 credits2SA. Bommier, S. Feuerriegel, J. Teichmann
AbstractThis seminar provides master students at ETH with the challenging opportunity of working on a real risk case in close collaboration with a company. For Fall 2019 the Partner will be Credit Suisse and the topic of cases will focus on machine learning applications in finance.
ObjectiveStudents work in groups 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 cases can be complex, cover ambiguities, and may be addressed in more than one way. During the seminar, students visit the partners’ headquarters, interact and conduct interviews with risk professionals. The final results will be presented at the partners' headquarters.
ContentGet a basic understanding of
o Risk management and risk modelling
o Machine learning tools and applications
o How to communicate your results to risk professionals

For that you work in a group of 4 students together with a Case Manager from the company.
In addition you are coached by the Lecturers on specific aspects of machine learning as well as communication and presentation skills.
Prerequisites / NoticePlease apply for this course via the official website (Link). Apply no later than September 13, 2019.
The number of participants is limited to 16.
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