Yash Raj Shrestha: Catalogue data in Autumn Semester 2021 |
| Name | Mr Yash Raj Shrestha |
| Address | Strateg. Management und Innovation ETH Zürich, WEV J 410 Weinbergstr. 56/58 8092 Zürich SWITZERLAND |
| yshrestha@ethz.ch | |
| Department | Management, Technology, and Economics |
| Relationship | Lecturer |
| Number | Title | ECTS | Hours | Lecturers | |||||||||||||||||||||||
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| 351-0778-00L | Discovering Management Entry level course in management for BSc, MSc and PHD students at all levels not belonging to D-MTEC. This course can be complemented with Discovering Management (Excercises) 351-0778-01. | 3 credits | 3G | B. Clarysse, S. Brusoni, E. Fleisch, G. Grote, V. Hoffmann, T. Netland, Y. R. Shrestha, P. Tinguely, L. P. T. Vandeweghe | |||||||||||||||||||||||
| Abstract | Discovering Management offers an introduction to the field of business management and entrepreneurship for engineers and natural scientists. By taking this course, students will enhance their understanding of management principles and the tasks that entrepreneurs and managers deal with. The course consists of theory and practice sessions, presented by a set of area specialists at D-MTEC. | ||||||||||||||||||||||||||
| Learning objective | The general objective of Discovering Management is to introduce students into the field of business management and entrepreneurship. In particular, the aims of the course are to: (1) broaden understanding of management principles and frameworks (2) advance insights into the sources of corporate and entrepreneurial success (3) develop skills to apply this knowledge to real-life managerial problems The course will help students to successfully take on managerial and entrepreneurial responsibilities in their carreers and / or appreciate the challenges that entrepreneurs and managers deal with. | ||||||||||||||||||||||||||
| Content | The course consists of a set of theory and practice sessions, which will be taught on a weekly basis. The course will cover business management knowledge in corporate as well as entrepreneurial contexts. The course consists of three blocks of theory and practice sessions: Discovering Strategic Management, Discovering Innovation Management, and Discovering HR and Operations Management. Each block consists of two or three theory sessions, followed by one practice session where you will apply the theory to a case. The theory sessions will follow a "lecture-style" approach and be presented by an area specialist within D-MTEC. Practical examples and case studies will bring the theoretical content to life. The practice sessions will introduce you to some real-life examples of managerial or entrepreneurial challenges. During the practice sessions, we will discuss these challenges in depth and guide your thinking through team coaching. Through small group work, you will develop analyses of each of the cases. Each group will also submit a "pitch" with a clear recommendation for one of the selected cases. The theory sessions will be assessed via a multiple choice exam. | ||||||||||||||||||||||||||
| Lecture notes | All course materials (readings, slides, videos, and worksheets) will be made available to inscribed course participants through Moodle. These course materials will form the point of departure for the lectures, class discussions and team work. | ||||||||||||||||||||||||||
Competencies |
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| 363-0392-00L | Strategic Management  Number of participants limited to 80. | 3 credits | 2G | Y. R. Shrestha | |||||||||||||||||||||||
| Abstract | This courses conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at improving and establishing position of firms within an industry. | ||||||||||||||||||||||||||
| Learning objective | The lecture "Strategic Management" is designed to teach relevant competences in strategic planning and -implementation, for both professional work-life and further scientific development. The course provides an overview of the basics of “strategy” and the most prevalent concepts and methods in strategic management. The course is given as a combination of lectures about concepts/methods, and case studies where the students solve strategic issues of the case companies. In two sessions, the students will also be addressing real-time strategic issues of firms that are represented by executives. | ||||||||||||||||||||||||||
| Content | Contents: 27.09.2021: Guest Lecture (Dr. Berg) and Introduction 04.10.2021: Strategy concepts 18.10.2021 Industry dynamics I: Industry analysis + Case Studies 25.10.2021 Guest Lecture (Patrick Warnking, Google) + Case Studies 01.11.2021 Industry dynamics II: Analysis of technology and innovation + Cases 15.11.2021: The resource-based theory of the firm + Cases 22.11.2021: The knowledge-based theory of the firm + Cases 29.11.2021: Guest Lecture (Andy Staubli, PwC) and course summary Strategic Management offers a combination of lectures about concepts/methods, and case studies where the students solve strategic issues of the involved companies. This aims at offering students a profound theoretical understanding of important and current topics and also offer an opportunity to present these concepts in front of an audience. This course conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at analyzing and establishing position of firms within an industry, securing firm performance. Thus, the course focuses on a number of important topics, such as the evolution of industry, industry structure, the analysis of a firm's resources- and knowledge, and innovation. In addition, student groups will hold presentations on the four main topics of this class, to further develop concepts and enhance understanding. The presentations will cover Industry Dynamics I, Industry Dynamics II, Resource Based View of the Firm, Knowledge Based View of the Firm. For all presentations, selected Harvard Business Cases will be used as a common ground for students to start from. Students are also expected to read and understand the required readings (approx. 15 items) that cover the most important papers and articles from the past 30 years in management and strategy research. To underline the relevance of Strategic Management in firms, decision makers from companies in Switzerland will be holding guest lectures and give their take on strategy in practice and give insight on current topics in the field. | ||||||||||||||||||||||||||
| Prerequisites / Notice | Number of participants limited to 80. Registration through myStudies (first come, first served). We do not use the mystudies-Waiting List, but a seperate internal system. A lot of people deregister at the start of the semester so stay in the waiting list at any point! For further questions and if you are unable to sign up through myStudies, please contact the course assistant: http://www.smi.ethz.ch/education/strategic-management.html For participants of the MAS-MTEC program we offer a complentary course Practicing Strategy in which students will apply the concepts of Strategic Management to their real-life contexts and organizations. Please register simultaneously for both courses if you want to take part in this course. For more information please see: http://www.smi.ethz.ch/education/practicing-strategy.html | ||||||||||||||||||||||||||
| 363-0404-00L | Industry and Competitive Analysis Due to didactic reasons originating from the group-work based approach, the number of participants is limited to 30. First come first served by order of enrollment in myStudies. Experience in statistical analysis with tools such as SPSS or equivalents is an advantage. | 3 credits | 3G | V. He, Y. R. Shrestha | |||||||||||||||||||||||
| Abstract | Industry and Competitive Analysis (ICA) is a part of any strategy development. It contains a very practical set of methods to quickly obtain a good grasp of an industry. The purpose of ICA is to understand factors that impact on the financial performance of the industry, and as well the financial performance of firms within the industry. | ||||||||||||||||||||||||||
| Learning objective | Goals of the course • Students develop an understanding of how the structure of industries impact on firm and industry-level performance • Students get familiar with, and obtain practical skills in analyzing industries and firms within them. • Students develop a broad understanding of the impact of digitalization on various industries and develop an in-depth understanding of (at least) one chosen industry • Students improve analytical skills needed to successfully compete in the digital age | ||||||||||||||||||||||||||
| Content | Industry and competitive analysis (ICA) is a part of any strategy development in firms and other organizations. It contains a very practical set of methods to quickly obtain a good grasp of an industry, be it pharmaceuticals, information and communication technology, aluminum, or even the beer industry. The purpose of ICA is to understand factors that influence the performance of the industry, and as well the performance of firms within the industry. As the world has witnessed tremendous development in digital technologies, many industries are in the midst of transitioning from analogue to digital business model. Digitalization is radically changing what companies produce and way companies are run. We need a new understanding of industries and a more advanced set of analytical tools to adapt to these changes. That is why we have developed our course as ICA 2.0, which will provide an updated picture of various industries and tools for analyzing them before and after digital transformation. In this course, we will study theoretical frameworks, examine evidence from empirical research, and benefit from the experiences shared by guest speakers. The course is organized as a combination of lectures, case studies, and tutored group work involving the selection and analysis of industries, analysis and development of strategies for selected competitors, and presentation of results. Grades: 50% paper/industry report (group) 50% final presentation (group) | ||||||||||||||||||||||||||
| Literature | This course is built upon a management classic (Competitive Strategy: Techniques for Analyzing Industries and Competitors by Porter, 2004). More recent research findings and practitioner-oriented papers in the area of strategy are also included. Readings associated with each lecture should be done before the lecture day. To access the journal articles listed below, you have to be within the ETH domain (either directly connected to the ETH network within ETH or using VPN). PDF versions of the Harvard Business Review articles are only available via the class Moodle. Competitive strategy • Chapter 2 of Porter (2004) • Porter, M. E. (1996). What is strategy. Harvard Business Review. 74 (6): 61-78. • Case study: Southwest Airlines Industry Dynamics • Chapter 3 of Porter (2004) • Porter, M. E. (2008). The five competitive forces that shape strategy. Harvard Business Review. 86(1): 78-93. • Case study: Southwest Airlines Strategic groups & firm membership • Short, J. C., David J. K., Timothy B. P., & Tomas M. H. (2007). Firm, strategic group, and industry influences on performance. Strategic Management Journal, 28: 147-167. • Harrigan, K. R. (1985). An application of clustering for strategic group analysis. Strategic Management Journal, 6(1), 55-73. ICA in the Digital Age • Adner, R., Puranam, P., & Zhu, F. (2019). What Is Different About Digital Strategy? From Quantitative to Qualitative Change. Strategy Science, 4(4), 253-261. • Porter, Michael E., and James E. Heppelmann. (2015) "How Smart, Connected Products Are Transforming Companies." Harvard Business Review 93 (10): 97–114. . • Kim, E., Nam, D. I., & Stimpert, J. L. (2004). The applicability of Porter’s generic strategies in the digital age: assumptions, conjectures, and suggestions. Journal of management, 30(5), 569-589. • Davenport, T. H. (2006). Competing on analytics. Harvard business review, 84(1), 98. Opportunities & Resources • Alvarez, S. A., Barney, J. B., Anderson, P. (2013). Forming and Exploiting Opportunities: The Implications of Discovery and Creation Processes for Entrepreneurial and Organizational Research. Organization Science, 24(1), 301-317 Competitive Analysis • Chen, H., Chiang, R. H., & Storey, V. C. (2012). Business Intelligence and Analytics: From Big Data to Big Impact. MIS quarterly, 36(4), 1165-1188 | ||||||||||||||||||||||||||
| Prerequisites / Notice | Due to intensity of the tutoring format, the number of students is limited to 30 participants. Students will be accepted according to the order of enrollment in myStudies. Exchange students can register by sending e-mail to evilar@ethz.ch. if facing problems with registration to myStudies. Registration will be handled individually, case by case. E-mails that are sent before the starting date of registration to myStudies will not be accepted. An electronic confirmation of the registration will be sent out shortly before the start of the semester, which contains an access link to the Moodle-Website of the course (readings, resources for group works, group assignment) Note that class participation is important. Students should judge if full commitment can be made to attending the lectures before registration. | ||||||||||||||||||||||||||