EFFECTIVE COMMUNICATION FOR LEADERSHIP CM4-001-I-M
The tutorial takes the student through the aspects of oral communication which research and observation show will make the speaker be perceived as more charismatic. It covers the least frequently taught side of charismatic communication: the content of the speech. The first part shows how to frame the message, through the depiction of values, the future, the individuals as capable of achieving the vision, the power of the group to succeed, and the leader himself as the standard to follow. The second part teaches which rhetorical recourses are most effective in conveying the message. The third part studies the attributes and behaviors most frequently observed in charismatic leaders. The fourth part shows the uses of language that will reduce the perceived power of the speaker.Academic Area:Organisational Behaviour | Human Resources | Marketing & Communications | Others
The Internet of Things SI2-109-I-M
This multimedia project aims to provide the student with an overview of the Internet of Things (IoT) so they can develop the ability to think critically and strategically about the opportunities and challenges that have emerge through the Internet of Things in our current digital era.
The student will be able to develop the knowledge base for IoT in order to understand courses related to emerging technologies, digital transformation and impact of technology in different corporate departments and industries.
The student is immersed in an interactive environment with 9 different sections, varying from virtual rooms of futuristic house to a Smart City and factory.They will always be guided and accompanied by Maria, the protagonist of our interactive case. The character of Maria contextualizes the learnings of the students and puts them into an entertaining and exciting story in the form of animations. This keeps the student engaged as well as teaching them in a learning-by-doing approach.
This tutorial will cover the definition of the Internet of Things and the importance in today’s world; how it is changing every industry (health, manufacturing, urban planning etc.); IoT partnerships and the IoT ecosystem necessary to make it reality, are some of the topics that will be covered. We will also examine how certain challenges such as privacy, cybersecurity, cultural, social or interoperability affect the way Internet of Things functions in today’s world.
Animations, videos, pop-ups and other interactive features make the student´s journey an entertaining and practical experience in order to develop a full understanding of the Internet of Things in a multimedia format program with an approximate duration of 60 minutes.Academic Area:Digital Technologies & Data Science
Goiko Grill GE1-148-I-M
The multimedia case study will tell the story of Goiko Grill; a casual dining restaurant in Spain, with roots from Venezuela. It looks at its exponential rise over a five year period and how keeping strong to a core culture has proved vital in its success.
The story is told through exclusive interviews with Andoni Goicoechea, the owner and founder, and his journey over the last five years. We also speak to his staff on their experiences during this rapid growth – some moving from waiter to senior leadership in this short period of time.
There will be separate sections, which will progress chronologically: Starting the company; Scaling and whether to franchise; To sell or not; International/future expansion.Academic Area:Economic Environment & Public Affairs | Strategy | Entrepreneurship | Innovation
Founded by Chris Czerwonka, John Roberts and Julie Monniot-Gaillis, Mosabi is an app-based solution addressing the lack of financial literacy education and financial inclusion for informal sector entrepreneurs in Africa. By providing an alternative to traditional credit-scoring through education, Mosabi seeks to empower its users in the long-term generating a multiplier effect on their lives.
It is designed to be financially sustainable as it also reduces the high cost of accessing the underbanked for the financial services providers (FSPs). In order to achieve its social and financial objectives, Mosabi measures both financial and social impact and ensures the two go in lock-step.Academic Area:Entrepreneurship | Human Resources | Innovation
Avantchange (A): ¿Merece la pena impartir programas … (A) RH1-150-A
Clara García, General Manager, and Gonzalo Díaz, Human Resources Manager, detected a high-stress level in their company, Avantchange. This led them to consider how the performance of their employees would be affected in terms of productivity, creativity and commitment to the Company. When they created the company, the partners wanted one of the Core Values to be the commitment to the Well being of employees, the company, and society. They were convinced that Personal Well Being was necessary to optimize performance in tasks, promote creativity and facilitate employees´ engagement with the business project. Therefore, and given the situation of malaise that they detected in some departments, they decided to implement on the company strategic policies on the area of Human Resources that would help to develop and maintain a healthy work environment. Following these premises, Avantchange implemented, among other measures, a program to improve employee´s well-being, creativity and attention called “Focus on you”.
This program was based on Mindfulness techniques. They also supported the creation and distribution of a management system that facilitated the employee´s participation, safeguarding their privacy and independent of supervisor´s supervision and assessment.Academic Area:Organisational Behaviour | Human Resources
ROYO GROUP: RETOS DEL LEAN MANAGEMENT EN EL ENTORNO … DO1-158
Royo Group is a company that manufactures and sells bathroom furniture. In 2010, after the generational change in the company's leadership, it was decided to implement lean management at an industrial level to improve competitiveness, both in terms of quality, and service and cost. Initially, the implementation was not too successful, because the improvements achieved were not consolidated. However, in 2012 the course was corrected, the implementation approach and the company began a stage of sustained improvement that has reached today.Academic Area:Operations & Supply Chain Management
Avantchange (B): ¿Merece la pena impartir programas … (B) RH1-150-BAcademic Area:Organisational Behaviour | Human Resources
Sofía López - Servicios Ambientales, S.L. GE1-146-I
Sofia Lopez is a Spanish professional who founded “Servicios Ambientales” - an environmental services agency – twice. First in 2012, after her previous employer went bankrupt because of bad management and she lost her job. Sofia convinced four former colleagues to start their own company and brought a former client as a financial partner on board. Using her positive can-do attitude and convincing communication, she defended the attempt of her financial partner to fire her. Instead, she ousted him with the help of her partners. This made it necessary to start her company a second time in 2015. Sofia held on to her clear vision to deliver quality work. She addressed late payments with partial invoicing to manage cash flow. In late 2019, Sofia was still heading “Servicios Ambientales” which now had 20 employees and offered its services across Spain and other EU countries.
What obstacles did she need to overcome and how did she do so? What skills and techniques did she develop to “bounce back” twice?Academic Area:Organisational Behaviour | Entrepreneurship | Human Resources
EL VIAJE DE TRANSFORMACIÓN BI / BIG DATA EN TELEFÓNI … (A) SI1-161-A
Big data is currently very trendy. All companies are working in one way or another with this technology. Nevertheless, beyond the hype, how does a great consolidated company, a market leader, revolutionize data and artificial intelligence? How do you extract the maximum potential of data to achieve a real impact on your clients and the business?
In a context of containment within the sector and decreasing revenues, Telefónica España, a telecommunications incumbent and leader in its market, decides to consolidate its leadership by opting to transform its business.
In this case study, Telefónica España faces the challenge of designing and building a model with structural and transversal data serving the whole company. As it does so it must attend to its daily business needs, assess the technological possibilities of big data and manage an important cultural change.
Part 1 sketches the profound changes in Spain’s telecommunications sector in the last several years en route to a position of international prominence. It then details the 2012 launch of Movistar Fusión and how Telefónica embraced big data, consolidated into one data warehouse, wrought internal cultural change and maintained strong operational performance all at once.Academic Area:Digital Technologies & Data Science