BBP5000 Global Strategic Management

The course aims to provide participants with the basic theoretical knowledge, skills, and sensitivities that will help them deal effectively with key management issues and challenges in today’s global business environment. We intend to explore the major issues and challenges facing companies with worldwide operations as seen by the managers themselves.    

Each of these areas poses the multi-disciplinary issues that are the hallmark of the general manager’s job.  The course will offer plenty of opportunities for students to: bring their diverse perspectives and experiences; solve complex business problems; and build on the knowledge acquired in several previous functional courses.

BMP5001 Venture Capital

Venture capital and private equity has grown dramatically over the past several decades. According to the National Venture Capital Association, there were 358 US VC firms that managed $28.7 billion in 1992. By 2012 this has grown to 841 firms with total capital under management of $199.2 billion. The promise of exceptional returns that VC firms supposedly generate attracts investments from pension funds, university endowments and even corporations. The expansion is not restricted to the US as developing economies and their governments also embrace VC for its ability to encourage entrepreneurship and create world-class companies.

This course seeks to give students a deep understanding of the VC industry by examining the incentives of the participants in the VC ecosystem. These organisations and individuals include the VC fund, investors in VC funds (limited partners) and the entrepreneur.

BMP5002 Asia Business Environment

The purpose of this unit is to provide an overview and understanding of business and economic environments in Asia. Globalisation, economic development and growth, as well as, business strategies on doing business in Asia will be covered.  Issues discussed include macroeconomic fundamentals, international trade and investment, public and industrial policies, economic integration and global institutions. The course will also examine how the political, cultural and ethical differences shape the Asian business environment. In depth discussions on region or country specific issues will be conducted through case studies and group project. Guest speakers may be arranged for selected topics to provide insights on business strategies in the Asian business environment. 

BMS5103 Entrepreneurial Strategy

This course examines the strategic decisions new entrepreneurs take in order to start, finance, and guide their businesses. It will explore strategic frameworks that both successful and unsuccessful entrepreneurs undertake in order to operate in dynamic and uncertain competitive landscapes. A major tenet of this course is that experimentation plays a central role in entrepreneurial strategy and that correct strategic responses are not always clear. But through analysis of case studies and discussions with guest speakers we will understand how successful entrepreneurs execute decisions that maintain their competitive advantages. 

We will also seek to give students a deep understanding of the entrepreneurial ecosystem and analyse the various players that operate within this system. A significant component of this exercise focuses on the venture capitalists, corporate investors, and private equity funds that finance and evaluate new businesses.

This course draws on recent advances in competitive strategy, contract theory, organization theory and financial economics. We will incorporate a number of guest speakers to motivate some of the central topics of the class. I also actively managed a VC fund for 7 years and will bring this practical experience to the class.

BMS5702B Managing Business Network

This is a course in the design, management, and leadership of networks. It will examine a variety of business-related networks. These include entrepreneurial networks of resource providers and alliance partners; networks of communication and coordination within established organisations; supply chain and marketing channel networks; informal networks in and outside organisations that confer influence and advance careers; cross-border networks for doing business globally.

Managing in the contemporary global economy is much more about managing networks than hierarchical organisations through fixed chains of command. Both within organisations and between them, the paths to productivity, innovation, and success lie in astute networking. Network management and leadership demand different capabilities from those necessary to run a single firm or division within it. Communication, persuasion, collaboration, negotiation, emotional intelligence, flexibility, trust-building, reciprocity, and responsiveness are all essential. However, good network management requires more than “soft” or interpersonal skills. Given the complexity of business networks today, familiarity with the technical tools of network analysis can be very helpful as well. A highly technical science of networks now exists. Managers should learn how to use that science in analysing and engineering their networks for superior performance.

We will approach the problem of managing networks from two perspectives, “up” and “down.” “Up” refers to your vantage point as an individual actor, crafting your personal network, positioning yourself within it, and leveraging it for professional advantage and success. “Down” is your vantage point as an executive charged with responsibility for the functioning and success of the network as a whole; for example, within a division or functional area or a supply chain or distribution system.

SSB1204 Labour Laws in Singapore

The course introduces students to the development of industrial relations and labour laws in Singapore. Students will be able to understand why labour relations are the way they are in Singapore. However, the course is not purely historical. A substantial part of the course is aimed at looking at the current legal problems faced by employees and employers in Singapore. The objective of the course is that at the end of it, students while appreciating the history of industrial relations and labour laws in Singapore would be able to confidently make informed decisions concerning current employment issues without falling into legal pitfalls. This course will be of general relevance to all, as students are either employees or employers.

TR2202 Technological Innovation 

This course helps students build a strong conceptual foundation for understanding technological innovation. The dynamics of technological change are explored through concepts such as technological dominant designs, disruptive technologies and diffusion curves. Students will learn the process through which an innovative idea is transformed into a marketable product or service, as well as the organisational and strategic factors that influence this process. These include ways to encourage risk-taking and creativity, discover market opportunities, protect intellectual property, attract resources, nurture entrepreneurial leadership, and overcome resistance to change. These concepts are brought to life using case studies, videos and guest speakers. 

TR3002 New Venture Creation 

This course aims to equip students with the knowledge and tools required to start their own successful scalable business. Students learn through developing a business idea and business plan and presenting it to a panel of judges at the end of the course. Major topics covered include: idea generation and evaluation, value proposition, market analysis, sustainable competitive advantage, marketing strategy, creative problem-solving, innovation, teams, legal issues, financing, valuation and forecasting, managing growth, going global, negotiation and presentation. The course is targeted at all students who are interested in learning how to start a scalable business.