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Build Back Better How business model innovation can help your firm out of the crisis
Editorial Director Emeritus
Javier Arias, Maria Dias, Edu Ferrer, Paul Mac Manus, Marcus Perkins
Editorial Board Fabrizio Ferraro, Strategic Management
Carlos García Pont, Marketing
Raúl Arias, Jojo Cruz, Javier Tascón
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Art Direction and Infographics Prodigioso Volcán
Joan E. Ricart, Strategic Management Carles Vergara, Financial Management
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Managing Director Gemma Golobardes
Layout Manoli Gutiérrez, Marta Moreno
Director of Content and Channels Marta Comin
Corporate Marketing and Communications Susanna Arasa
Editor in Chief Philip Seager
Published by IESE Business School — University of Navarra
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Emily McBride, Roger Perelló, Cintra Scott Editorial Contributors Nacho Benavides, Javier Moncayo, Larisa Tatge, Gonzalo Toca, Michelle Wallin
The opinions expressed in the articles published in this magazine are solely those of the authors. Articles may only be reproduced with prior written permission of IESE Business School, University of Navarra, and the original source must be cited. www.iese.edu firstname.lastname@example.org
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Tel.: +34 93 253 42 00
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Build Back Better 8
How business model innovation can help your firm out ut of the crisis
Developing a BMI mindset C hange your chip with these 7 practical tips
â€œThe crisis may have created a greater willingness to changeâ€? Philipp Schulte on how to run a strategic workshop that plans for the future
Enabling innovation How corporate venturing enablers can help firms innovate and grow
â€œIâ€™m asking you for your ideasâ€? How Bruno Lea is helping an established company think afresh about its business model
â€œFor me, COVID-19 ZDVGHĂ¤QLWHO\DQ RSSRUWXQLW\IRU LQQRYDWLRQĂ— Bruno Lea Performer CNC, Haas Automation
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M. Julia Prats
Dr. Philipp Schulte Giesecke+Devrient
THE BIG PICTURE
Teleworking: the new normal?
How COVID-19 lockdowns affected
An interview with Pau Gasol (pictured) and other resources to stay well in testing times
work in six EU countries
HACK Taking the iceberg challenge
Buying time for banking
Keys for pivoting your business
Calculating the cost of climate change
By Carles Vergara
Tipping points in society: Are you ready?
Companies that design for difference win every time Jonathan Lakin uses AI to detect customer intentions
In conversation with Massimo Maoret
Lessons from sports to compete with AI
Technology transfer Best practices in taking an idea to market
By Pedro Larrañaga and Concha Bielza
Managing the unknown Why now is a good time to invest in startups
46 FULL STOP
Market ready Even with COVID, some skills are always in demand
Keys to confronting crises 50
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Insights from the front line in the fight against COVID-19 in Spain
$PRGHOLVVXH Antonio ArgandoÃ±a Editorial Director of IESE Business School Insight AArgandona@iese.edu
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Helping the planet means investing in the environment. Thatâ€™s why weâ€™ve invested over 1.4 billion euros in renewables over the last 3 years, thereby supplying 3 million homes with energy from the wind, water and sun.
REPORT How business model innovation can help your firm out of the crisis
Build Back Better
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Examine how incumbent business models work and look farther afield to learn from very different industries no. 156 | IESE Business School Insight | 15
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6 questions to BMI 1. What perceived customer needs can be satisfied through the new business model design?
model (e.g., the focal firm or a partner) and what novel governance arrangements could enable this structure?
2. What novel activities are needed to satisfy these perceived needs?
5. How can value be created in novel ways through the business model for each of the participants?
3. How could the required activities be linked to each other in novel ways? 4. Who should perform each of the activities that are part of the business
6. What novel revenue model fits with the firmâ€™s business model to appropriate part of the total value it helps create?
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no. 156 | IESE Business School Insight | 17
Build Back Better
When you innovate, look at the forest, not the trees
Christoph Zott 3URIHVVRURI(QWUHSUHQHXUVKLS
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Adopting a BMI mindset for change
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18 | IESE Business School Insight | no. 156
Wanted: Your business model challenges
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Does your firm have its own business model challenge? Every year IESE runs a Business Model Challenge elective during which teams of secondyear MBA students collaborate with real companies to provide fresh, unbiased, outside perspectives on their current business model, and then present them with a well-crafted proposal for a potential business model innovation (BMI).
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Interested in submitting a challenge? Email email@example.com for details on how to apply. Certain conditions apply.
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Deadline for submissions: Nov. 30, 2020
Company reps are invited to collaborate closely with MBA teams and to visit the IESE campus in Barcelona (conditions permitting) sometime between January and April 2021 for discussions and final presentations.
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Take advantage of this opportunity!
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New Executive Education course on business model innovation strategy IESEâ€™s Christoph Zott and Marc Sosna are developing a new online course on business model innovation strategy. Watch for details at executiveeducation.iese.edu
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no. 156 | IESE Business School Insight | 19
Build Back Better
Iâ€™m asking you for your ideas
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You took over a machine tool distributor when you knew nothing about the specialized industry. How did being an
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And with existing employees who may have gotten stuck?
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ZHÔUHDFWXDOO\GRLQJ+HUHÔVWKHYLVLRQ,ZLOOQRWWHOO\RXZKDW ZHVKRXOGGR,ÔPDVNLQJyouIRU\RXULGHDV× So what did they come up with? 2QFH,VDLGÖ:HÔUHLQWKHEXVLQHVVRIKHOSLQJ×WKHQH[WTXHVWLRQEHFRPHVÖ:KDWGRHVLWPHDQWRKHOS"×6HOOLQJPDFKLQH WRROVLVRQHZD\EXWZKDWDERXWUHQWLQJWKHP"(VSHFLDOO\IRU PDQ\ 60(V EX\LQJ D ELJ H[SHQVLYH PDFKLQH PD\ EH EH\RQGWKHLUPHDQVHVSHFLDOO\GXULQJDUHFHVVLRQZKHQPDQ\ FRPSDQLHVDUHIDFLQJOLTXLGLW\FKDOOHQJHV6RWKLVOHGXVLQWR UHQWLQJPDFKLQHVVRPHWKLQJQRWFRPPRQLQWKLVVHFWRU 7KHQZHVWDUWHGWKLQNLQJLQVWHDGRIMXVWRIIHULQJDSURGXFW ZKHWKHU VHOOLQJ RU UHQWLQJ ZK\ QRW RIIHU FOLHQWV VROXWLRQV
“You have to search outside your industry, which forces you to imagine things that nobody else has implemented in your sector”
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If no one else in your industry is doing it, how can you check your ideas to see if they might work?
Another part of BMI thinking is reframing problems as
opportunities. How did that help you deal with the chal-
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lenges of COVID-19?
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In what other ways did reframing help?
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Build Back Better
Developing a BMI mindset Business model innovation (BMI) is a key task for managers – yet they often can’t do it because they lack the requisite mindset. The BMI mindset is one that is able to conceive of the entire activity system of a firm in terms of problem-solving or business opportunities. By thinking proactively and holistically about how you do business, you can better prepare for changes in your industry or business environment. Granted, such thinking isn’t easy and may not come naturally. But the good news is, it can be taught and learned. Here’s how to develop it, in yourself and in others.
ACTIONS TO FOSTER BMI IN YOURSELF
Never be complacent about your current position. Just because the future is unknown doesn’t mean you can’t try to imagine future scenarios, especially ones in which your competitive position isn’t the same forever. Use strategic foresight tools to help you think about future possibilities.
Don’t get so mired in the day to day that you lose sight of the bigger picture. Step away to get an outsider’s view of your firm, either through a strategy workshop, or by leveraging the views of external hires, advisers and periphery employees who may have a very different take.
Think about your business model in generalizable, conceptual terms, which helps in identifying elements of your existing model that could be applied to a new domain, or vice versa. Just be careful not to oversimplify or ignore crucial elements on which your current model depends.
24 | IESE Business School Insight | no. 156
ACTIONS TO FOSTER BMI IN YOUR TEAMS
MORE INFO: Business Model Innovation Strategy: Transformational Concepts and Tools for Entrepreneurial LeadersE\&=RWW DQG5$PLW:LOH\
7 6 5 Employee selection Hiring criteria should include openness to learning. Probe job candidates about their recent learning experiences, not just their industry expertise. An individual with less firm-specific experience but a more open mind or broader background may prove more valuable longer term.
Memorable mentoring Send strong messages from the top that BMI is important. This can happen through formal training and workshops on the topic, but also through informal means. Make sure your meetings are future-oriented, where everyone is encouraged to share examples from other industries to solve problems. Invite employees to travel outside their usual domain to compare how things are done elsewhere.
Role modeling Unlike mentoring, role modeling is neither necessarily based on direct interaction nor does it necessarily have a teaching purpose. By deliberately displaying your own interest in BMI and always being open to new learning experiences, employees may seek to emulate the same attitudes and behaviors if they are so inspired.
Avoid these traps
4 Reframing Make sure you have strong communication processes and that there is sufficient appetite for flexibility and change within the organization before presenting business model alternatives. How receptive is your organization to diverse perspectives? Does it take a crisis before change is considered?
Framing tip When presenting BMI internally, be conscious of how you do it. When framed as a threat, people tend to get more rigid, which restricts information, narrows attention and reduces channels, resulting in inertia. When framed as an opportunity, people react more positively under the expectation of gain, which motivates change and promotes innovation. Opportunity and threat perceptions act as important cognitive antecedents to business model change and innovation.
Not seeing the forest for the trees Paying too much attention to individual components (e.g., the product or technology) rather than seeing how the whole system works. Accepting your model as a given Path dependencies (e.g., standard procedures, ongoing contracts, stable relationships, established routines) discourage the search for anything new. Following a dominant template Benchmarking and copying elements from other business models similar to your own, forgetting that things can and often should be redesigned with novel features.
Build Back Better
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Build Back Better
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What is the attitude toward resource allocation in this
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28 | IESE Business School Insight | no. 156
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30 | IESE Business School Insight | no. 156
ENABLING innovation Corporate venturing enablers can help established firms and startups to innovate and grow at a higher speed and lower cost.
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no. 156 | IESE Business School Insight | 31
Build Back Better
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Business model innovation (BMI) can be the result of industryspanning collaborations like these
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32 | IESE Business School Insight | no. 156
GHDOÃ¥RZFRVWDQGVSHHGZLWKDFRUSRUDWHYHQWXULQJ HFRV\VWHPÃ—E\-RVHPDULD6LRWDDQG0-XOLD3UDWVLQ FROODERUDWLRQZLWK*HOOLI\Ã”V'LHJR)HUQDQGH]DQG$FFLRQDÃ”V 7HOPR3HUH],(6( FDQEHGRZQORDGHGIURP LHVHLQVLJKWFRPRUYLVLWLHVHHGXHQWUHSUHQHXUVKLSWRÃ¤QG RXWDERXWDOOWKHRWKHUHQWUHSUHQHXUVKLSDFWLYLWLHVDQG UHVRXUFHVDYDLODEOHWKURXJK,(6(
Your independent digital advisor We help you in the IT decision-making process to grow your business
Digital adoption trends
Design the right digital & governance strategy Train your team for the digital challenge
Reduce time, costs and risks in your IT acquisition process
Contrast the positioning of IT providers
A new perspective
THE BIG PICTURE Teleworking: the new normal? How did salaried professionals who had never worked from home before react to the experience during the coronavirus lockdowns? Do you see yourself in the results of these EU surveys? How might your work culture change as a result?
The 5 stages of grief Everyone reported some negative feelings over the loss of faceto-face interactions with colleagues. Yet the majority (in all 6 EU countries) came to terms with teleworking during lockdown. denial
Time spent working during the lockdown worked as much as before
worked less than before (avg. -3hrs/day)
worked more than usual (avg. +1.5hrs/day)
8 4 20
4 in 10 Span found work iards home very sing from tressful People most energized by digital interactions British or Spanish 30-40 years old Parents High level of job autonomy Stuck to a routine Extroverted
34 | IESE Business School Insight | no. 156
Feeling suppor ted by your boss* reduce s feelings of stress and an xiety.
*Includes their openness to different ways of working and being understanding of employeesâ€™ need to care for dependents â€“ the case for twice as many women as men.
orkers anish w p S id d boss? extent To what ported by their p u feel s
% of active workforce working from home versus the office during the coronavirus outbreak (measured May 2020)
Aspects to consider Two IESE professors discuss the issues that your company may also be chatting about…
KEY from home
in the office
Do we need to rewrite our company policies for teleworking?
0 before only in the office
before partly like before in the office
It depends on personal preferences as well as logistical and technical issues.
The best of both worlds may be to work remotely two or three days a week for personal productivity, while going into the office the other days to maintain workplace relationships and contact with the company culture. DS
Mireia Las Heras
BELGIUM What meetings should remain emails? Only 20% of meetings need to be face-to-face, while the rest can be handled via videoconferences. This may mean less business travel.
How can we continue to grow our digital capabilities acquired during the crisis?
The qualities that got us through the crisis – flexibility, generosity, initiative and an upbeat attitude – are worth preserving. I hope the remote work experiment has shown us the possibilities for designing work that is more flexible and accommodates different needs and circumstances.
Country differences may be attributed to different work cultures, economic mixes (industrial vs. services), infection rates and government responses
Continue the conversation in your company…
SOURCES: blog.iese.edu/expatriatus mireialasheras.com/research-reports/ telecommuting
60% felt moderately supported
25% felt very little support
15% felt highly supported
Based on separate surveys by IESE’s Jeroen Neckebrouck (with Cass Business School and the HR service provider SD Worx) and by Mireia Las Heras, director of the International Center for Work and Family. Read “Keys to telecommuting during, and after, the lockdown” at ieseinsight.com.
You deepen your segmentation to reach new levels of abstraction â€“ and insight. Thus, your marketing spend can be targeted at those who yield the most value. Your offer is tailored to genuine customer preferences. And you sell, not by doing things the same old way, but by reaching customers at the exact right moment in their journey when they are most predisposed to buy.
36 | IESE Business School Insight | no. 156
HOW AM I GOING TO SELL?
Observed customer behavior, feedback from surveys
Proven sales and marketing channels
Potential sales opportunities
Unarticulated Understanding wants, preferences the decisionand needs making process that customers go through
Innovative answer to the above
Sales and marketing response to the above
KEY TOUCHPOINTS IN THE BUYER JOURNEY
But you must go deeper, exploring not just current but potential sales opportunities; responding not just to what customers are telling you they want but tapping into their unarticulated ZDQWVSUHIHUHQFHVDQGQHHGV7KLVĂĽLSVWKHRULJinal questions, so itâ€™s no longer how much youâ€™re going to spend, but rather, whatâ€™s the return on investment (ROI)?
WHAT AM I OFFERING?
Sales and marketing departments typically start off with three basic questions: How much am I going to spend? What am I offering? How am I going to sell? To answer these questions, they consider current sales, what they already know about the customer, and which sales channels have worked so far.
HOW MUCH AM I GOING TO SPEND?
When it comes to market segmentation, just like icebergs, the factors that could have the biggest impact on your business may lie beneath the surface. For this reason, IESE marketing professor Jorge Gonzalez uses this framework. So, dive in and develop a deeper understanding of your customers.
SOURCE : The technical note â€œMarket Segmentationâ€? (MN-400-E) by Jorge Gonzalez is available from www.iesepublishing.com.
Buying time for banking Historically low interest rates, new regulation, rapid digitalization DQGJURZLQJFRPSHWLWLRQIURP%LJ7HFKDQGäQWHFKVWDUWXSVZHUH already challenging traditional banks well before COVID-19 (see The Big Picture in IESE Business School Insight #155). With the pandemic exacerbating these trends, here’s where to focus next:
“The Bank Business Model in the Post-COVID-19 World,” the second report in The Future of Banking series from IESE and the Centre for Economic Policy Research (CEPR), was prepared by IESE’s Xavier Vives, with Elena Carletti (Bocconi), Stijn Claessens (Bank for International Settlements) and Antonio Fatas (INSEAD).
Banks should make the most of their trusted role as lenders, and leverage the temporary regulatory and supervisory relief that the crisis has afforded them, to revitalize their relationships with customers and build bulwarks against their challengers.
Consolidation could help banks gain the cost efficiencies and IT investment they need to survive. Beware that the strained political environment could make cross-border mergers more difficult as states become more protective of their national banking interests.
Regulators must strike a fine balance between protecting financial stability while facilitating healthy competition and innovation. The coordination of competition policy with prudent data-protection policies will involve complex trade-offs.
Though the impact of COVID-19 varies across sectors, all companies will need to pivot to adapt to the new normal. What can we learn from online companies, which seem to have been less drastically impacted? Heed these tips from Fuencisla Clemares, Country Manager for Google in Spain and Portugal.
Take care of your employees. It’s time to demonstrate your corporate values and put extra effort into looking after your people.
Learn to work remotely. Enable your employees to work from home. Make sure they have the equipment and resources they need.
Prioritize adaptability. Besides adopting agile methodologies, make “learning ability” part of the employee hiring and development criteria.
Keys for ivoting your business
Identify users’ real needs. Consumer behavior has grown more erratic. Dig deeper to understand the new breed of at-home consumer.
Redesign the office of the future. Assess when and why employees need to be in the office, and switch to teleworking as appropriate. Manyy positions can benefit from teleworkk king, and companies can reap the benefit of employee productivity and satisfaction. WATCH:
The full video with Fuencisla Clemares and Julian Villanueva is available in Spanish at iese.edu/open.
Jonathan Lakin Founder and CEO of Intent HQ, sponsor of IESE’s Chair on Changing Consumer Behavior, currently held by marketing professor José Luis Nueno.
Marcus Perkins CREDIT :
Companies that design for difference win every time hen it comes to customer analytics, most
In this interview with JosĂŠ Luis Nueno, Lakin elaborates on
companies think of what that data will en-
managing these challenges when â€œplaying to change the game.â€?
able them to do to their customers: sell more, increase plans, reduce costs. Jonathan
How do telcos, one of your key clients, illustrate the shift
Lakin had a different idea: using analytics to listen to custom-
that many companies need to go through?
ers and understand what theyâ€™re trying to do â€“ their intent.
Telcos are trying to reinvent themselves but reinvention is
Thus, his company, Intent HQ, was born in 2010. Advances
hard. While telcosâ€™ reputation for â€œinvented hereâ€? might have
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been true in the past, today it is Apple, Samsung and the OTT
billions of signals from millions of customers to determine
players that get the glory. Yet thereâ€™s still pressure on manage-
what matters to each person, and operationalize that insight.
PHQWWRGHOLYHUFRQVLVWHQWFDVKĂĽRZDQGPDUJLQVHYHQWKRXJK competition and 4G maturity have made commoditization
It hasnâ€™t been easy: â€œThe pace of AI is outstripping our ability
more prevalent, and 5G requires a considerable capital invest-
to leverage it,â€? says Lakin. The challenges are technical, requir-
ing an entirely new way of processing data, as well as organizational, as companies need to change their old ways of working
All this requires a regime change. Because many of us in In-
to take advantage of the AI opportunity. There are also chal-
tent HQ come from telco backgrounds, we get it. The capa-
lenges around privacy, which is where Intent HQ has focused
bilities we provide help to break down company silos, forcing
telcos not just to rethink their business models but to turn
sible both from a customer insight and a privacy perspective.â€?
them on their heads. We help them establish an ecosystem to no. 156 | IESE Business School Insight | 39
Face to face
â€œWe look for people who can â€˜smellâ€™ the dataâ€?
Companies that design for difference win every time. The FKDOOHQJHLVWZRIROGVLIWLQJDOOWKHGDWDWRĂ¤QGWKHNH\FXVtomer signal, and then operationalizing that insight at every touchpoint. This requires a completely different approach, not only to how you compute your data but to how you orchestrate it across the plethora of platforms and systems that make up todayâ€™s complex IT landscape.
co-generate value for end customers, because collaboration
How are you dealing with those challenges?
and partnership now hold the key.
Think of the MP3 player. The core innovation was the algoULWKP WKDW FRPSUHVVHG WKH UDZ PXVLF Ă¤OH ZKLOH UHWDLQLQJ
What else might companies be missing?
close to the original sound quality. That reshaped an entire
Many organizations have forgotten about the data gold sit-
industry and changed the way we relate to music forever.
ting right under their noses â€“ itâ€™s just hidden in a lot of
The same will be true for encoding raw customer activity
noise. Our AI looks at the customer activity data through a
data. To make data easy enough for data scientists to use
number of different lenses. Our IntentGraph has a seman-
every day, we need to compress and transform it without
tic and a behavioral component. The semantic graph looks
losing the meaning.
at language, so when someone says â€œQueen,â€? for example, we know whether they meant the band or the monarch.
This is one of the things we do at Intent HQ: taking raw
The behavioral graph looks at people who exhibit similar
social behavior, such as going to the same type of restau-
meaning, removing sensitive data, turning it into vectors
rant or being persistent complainers. We start with the
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data we have â€“ every tiny signal, every interaction â€“ and
entists. This new behavioral dataset can then be used to
then build out from there. Itâ€™s combining human behavior
improve all the customer propensity models across an or-
with quantitative measures thatâ€™s key to business transfor-
ganization. This means organizations can start to talk to
mation, particularly in detecting which customer behavior
their customers more like a friend rather than as average
drives your KPIs.
revenue per user.
What common mistake do you see analytics teams make?
How about privacy concerns?
Using averages, such as the average of all the interactions
Customers want to be treated personally but they also de-
that happen in a day. While storing an average might seem
mand privacy; itâ€™s not an either/or. Most organizations, how-
a reasonable trade-off to spending money on storing every
ever, think about privacy one-dimensionally: as compliance
single piece of data, for many kinds of analyses, particular-
with legislation. But privacy is ultimately about trust: demon-
ly those involving humans, we are unwittingly trading the
strating it, rewarding it and building it directly into the cus-
cost for accuracy. Think of all the ways your own behavior
is a bit quirky or different from the average person. By using averages, the products or experiences we design will be
Building it into the experience fabric means thinking about
naturally less compelling.
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40 | IESE Business School Insight | no. 156
layer, automatically removing sensitive data classes, like pol-
What management profile is necessary for what you do?
itics or health, before they can be used. In data processing,
preventing the processing of data for restricted categories.
pertise with data curiosity and commercial savvy. When I did
And at the customer touchpoint, offering a graduated con-
sent approach that builds a greater sense of value exchange.
talking about developing a â€œsmell for the numbers.â€? I loved that concept. We look for people who can â€œsmell the data,â€?
Did COVID-19 affect your models if they were trained on
which is really about having an instinct or natural curiosity
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Churn is an area that saw obvious impact. In lockdown,
together the many strands into a picture of the future. This
kind of data curiosity is in short supply, and thereâ€™s always a
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strong demand for it.
ship and providing solutions to mitigate churn later. This goes back to what I said earlier: focusing on understanding
Which is more important for a manager: good instincts or
what a customer is trying to do, rather than just analyzing
lots of good data?
their current activity.
Both! Youâ€™ve got to have some intuition to select the types of data that will give you actionable insights. On the other hand, without good data, youâ€™re lost. Itâ€™s wonderful how often the arrival of more data yields better insights, which will shape your instincts. Good instincts guide choices and select the actions the data will drive. Those actions generate more new data and, if done right, more new insights. We learn and improve. This goes back to that rare skill of data curiosity. Thatâ€™s what good management is all about.
no. 156 | IESE Business School Insight | 41
Technology transfer Despite the popular perception, most breakthrough innovation is not the result of college dropouts brainstorming in their garages, but comes from years of research, often carried out in partnership with universities and R&D labs. How to ensure those great ideas move beyond the walls of academia and make it to market â€“ in other words, how to achieve successful technology transfer? Here, three people tell their stories, below which we highlight some best practices.
42 | IESE Business School Insight | no. 156
One of the most common mistakes
dustrial production unit invariably en-
when setting up a tech company is fo-
tails delays, both in the reception of the
cusing so much on the technology that
equipment and in its subsequent de-
you forget the business vision. Experi-
ployment. Inexperienced entrepreneurs
ence shows it’s better to conceive of a
may also set unrealistic expectations,
product supported by technology rather
demanding either unreasonably large or
than the other way around. Without any
exceedingly small stakes in the venture.
clear idea of the potential application of
Care must be taken not to increase ex-
the technology you hope to sell, it makes
penses and investments too soon, before
little sense to conduct a market study,
there is a solid base of sales to support
much less start a company. For this rea-
the business in the medium term.
son, sometimes the fact of having a reg-
Antonio González Prada Director of Technology Transfer, University of Navarra’s research center CEIT
EXPAND YOUR BUSINESS VISION Identify which knowledge, skills and profiles you might be missing, and then complement whatever is lacking by connecting individuals from R&D labs, universities and companies.
istered patent can be overrated.
$VVHPEOLQJWKHULJKWSURäOHVZLOOJRD long way toward making sure every-
Many entrepreneurs make overly op-
one is speaking the same language,
timistic forecasts regarding sales and
translating research discoveries into a
development times. Setting up an in-
STRIKE THE RIGHT BALANCE Economic sustainability and academic quality need not be opposing forces but should be aligned in an integrated vision that also includes social impact.
ENSURE DIVERSE TEAMS Having a mix of profiles – executives with MBAs and academics with PhDs, as well as gender, ethnic and geographic diversity – enhances rigor, relevance and performance. Offer coaching and mentoring through entrepreneurs-in-residence, investors-in-residence, legal partners, visiting practitioners and outside experts to educate and align all participants.
As a professor of bioengineering at the
But some of the chefs who were doing
Polytechnic University of Catalonia
things in molecular gastronomy saw
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the potential. The next time, I created
was interested in how I could impact
a steak and took that around instead.
the planet, not just the biomedical
It was small and basic and didnâ€™t look
much like a steak, but it was an import-
gineer to create an alternative to meat?
ant step. It pushed us to work on things like appearance, texture and other sen-
We came up with a unique technology to
sorial properties, like taste.
produce a plant-based meat substitute using a 3D printer. Although we started
As important as it is to really know
with the technology, we detected a grow-
your technology, you also have to be
ing trend in alternative proteins and a
gap in the market, and we were able to
As soon as we saw there was interest,
get the timing right for our product.
we pivoted in that direction and have
Giuseppe Scionti CEO & Founder, NovaMeat
attracted lots of media attention as a One early misstep was that I created
result. You have to test the technology
a prototype of a human ear and took
many times to make sure it works, but
that around to Michelin-starred chefs,
you also have to take risks when the
who were surprised, to say the least.
timing is right.
IS THE BUSINESS APPLICATION CLEAR? Itâ€™s important to keep the research aligned with whatâ€™s relevant for a client.
MAP MARKET NEEDS, USING THE PRINCIPLES OF DESIGN THINKING â€˘ Identify customers who may use the invention. â€˘ Understand and translate market needs into actionable insights. â€˘ Prototyping allows researchers to make rapid iterations and subsequently adapt and learn from what does and doesnâ€™t work.
FOLLOW LEAN RESEARCH PRINCIPLES Great work is frequently achieved via quick iteration and short feedback loops, so you understand the problem and pivot toward improvements quickly.
We work in the advanced area of med-
in the short-term, so we had to rely on
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grants and other sources of funding. We
about playing games; itâ€™s about using
focused on a smaller number of custom-
95 WR FKDQJH EHKDYLRU IURP PDQDJ-
ers to make sure that they could use this
ing chronic pain to recovering after a
stroke. We started with two pioneers in
Charlie Pearmund Managing Director, 9LUWXDO%RG\ZRUNV
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sets came to market that cost around
whose research showed that you could
$400 and require no laptops, cables or
trick the brain into thinking the virtual
sensors. That drastically reduces our
body was real, and once you did that,
hardware needs. Suddenly, weâ€™re much
you could manipulate the body to react
more scalable. Weâ€™re now in a position
in different ways.
to migrate to these headsets and seek more funding.
Our experiments are done in labs with very powerful hardware. The results
For us, the secret has been the caliber of
are impressive but the hardware is ex-
our founders and sticking to the science.
pensive. We prioritized the science in
Weâ€™ve built a client base slowly and add-
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ed functionalities very carefully. We were
eventually become more accessible. That
also able to read the market correctly for
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PARTNER WITH RECOGNIZED PROFESSORS
BUILD A UNIT FOR RAISING PUBLIC FUNDS
Improve your capabilities by partnering with renowned researchers. Collaboration is maximized when the team size is around two or three researchers.
Hire a specialist or partner with external consultancies who can help you prepare proposals, etc., leveraging their knowledge and resources of tapping public funds and lowering the costs of you having to do it.
IDENTIFY THE BENEFITS FOR A POTENTIAL CLIENT Spend time raising awareness and visibility through industry networking events and conferences, laying the groundwork for the market to understand the implications, applications and value propositions of your research.
MORE INFO,(6(Ã”V(QWUHSUHQHXUVKLSDQG,QQRYDWLRQ&HQWHU(,& SURGXFHVUHSRUWVDQG resources with more tips like those contained in â€œTechnology Transfer: Commercializing 'LVFRYHULHVDW5HVHDUFK&HQWHUV7KURXJK/LQNHG,QQRYDWLRQÃ—E\-RVHPDULD6LRWD7RQ\'DYLOD HWDO$OVRWKH%DUFHORQD7HFKQRORJ\7UDQVIHU*URXSZZZEDUFHORQDWHFKWUDQVIHUFRP created by IESE with support from the regional government agency ACCIÃ“, brings MBA students together with scientists to come up with commercially viable inventions. BTTG has been recognized by the AACSB, the worldâ€™s largest business education alliance, for its efforts in encouraging entrepreneurial thinking and new business creation.
no. 156 | IESE Business School Insight | 45
Agent of change
Elena de Benavides Founder of and investor in numerous startups. “Those who know me say I’m good at creative problem-solving and identifying talent – but they say my Spotify playlist is horrible. Oh well, I love it anyway! I move to a different beat.”
46 | IESE Business School Insight | no. 156
Managing the unknown E
lena de Benavides doesnâ€™t let unexpected setbacks get her down. She gets back up and continues innovating. Still under 40 years old, she has
Is now a good or bad time to invest in startups? Serial entrepreneur Elena de Benavides sees the opportunities.
already founded seven startups. As
proof of her entrepreneurial credentials, she is as KDSS\WRWRXWWKHIDFWWKDWĂ–Ă¤YHRIWKHPZHUHIDLO-
uresâ€? as she is that two were resounding success-
offering banking services to Generation Z; and
es, including one that led to her being named one
Mimento, an app to print photos from your mo-
of 10 young Spanish innovators of the year from
no less than the Massachusetts Institute of TechQRORJ\0,7 EHIRUHVKHZDV
She has served as CEO of the International InstiWXWHRI3KOHERORJ\ZKRVHSDWHQWHGQRQLQYDVLYH
Benavides has invested in 10 other startups, the
treatment for vein diseases earned her the pre-
majority of which are still alive and in some cas-
YLRXVO\ PHQWLRQHG 0,7 GLVWLQFWLRQ 6KH ZDV LQ-
es growing strong. Her investment projects are
as wide-ranging as Zapiens Tribe, a cloud-based
in early-stage tech startups. And she is currently
knowledge management tool to improve infor-
Open Innovation & Entrepreneurship Lead for
tion in order to train them, identify hidden talent
electricity operator in Spain. no. 156 | IESE Business School Insight | 47
Agent of change
â€œNo one can afford to stay put or stop experimenting. This implies philosophical, cultural and technological challengesâ€?
reason, she has joined IESEâ€™s Business Angels Network, a community that brings together entrepreneurs and hundreds of active angel investors for networking events and forums, with a special focus on ongoing professional development and educational opportunities. She also serves as a mentor to IESE Women Angels, which promotes investment by women. Not many are aware such opportunities exist. â€œAt IESE Women Angels, we fully support female investors, sharing our experiences and concerns, and helping them overcome
Throughout all these pursuits, Benavides has had
the various obstacles they may en-
to learn to manage the unknown and take uncer-
counter during the early stages of
tainty in stride. So, when the coronavirus pan-
demic came along, it represented only the latest in an endless series of challenges that characterize
Such support is especially valuable
the entrepreneurial journey.
in Spain, where less than a quarter of startups are spearheaded by
Although some funding may dry up as investors
women, less than 10% of startup
look to place less risky bets, Benavides is not over-
investors are women, and where fe-
ly worried about the investment outlook, given
male representation in positions of leadership in
that not all sectors of the economy or regions of
the world are impacted equally. â€œThere will always
be winners and losers, in good times and bad,â€? she says. â€œItâ€™s not worth waiting to see whether there
will be a better time to invest. An opportunity is
an opportunity, and maybe even more so when
this additional hurdle when she transitioned from
business conditions change in unexpected ways.â€?
being a young female entrepreneur to working in WKH9& VHFWRU KHUVHOI 6KH VD\V WKDW GRLQJ ,(6(Ă”V
Supporting female investors and entrepreneurs
Programa de Desarrollo Directivo 3'' JDYH KHU
Early in her career, Benavides learned that one
way of reducing uncertainty was to draw upon
ed and, just as important, â€œopened my mind and
the expertise and experience of seasoned in-
broadened my understanding of the many differ-
vestors and research-based institutions. For this
ent facets of a company.â€?
48 | IESE Business School Insight | no. 156
WKH Ă–SUDFWLFDO XQGHUVWDQGLQJ RI Ă¤QDQFHV HYHQ
IESE’s Business Angels Network Active since 2003 in bringing together investors and entrepreneurs, with 250+ startups financed with €50m+ in direct investment.
IESE Women Angels More than 25 women-led startups have been financed by female business angels since this initiative was launched in 2017. iese.edu/entrepreneurship/business-angels
the money poured in.” Which wasn’t necessarily a good thing: “Some valuations skyrocketed beyond what was reasonable.” Having seen the highs and now the lows, some things don’t ever change, she says: “No one can afford to stay put or stop experiPHQWLQJ 7KLV LPSOLHV VLJQLäFDQW challenges – philosophical and CREDIT :
cultural as well as technological – to completely understand not only
This broader vision helped her when it came to
the business model but also the social need that
managing the emotional rollercoaster that start-
up teams go through, especially when the venture really starts to take off. “It was important to create
This latter point is something that has inspired
a space where these peculiar dynamics could be
Benavides from the beginning of her career and
better managed and understood, both between
that is more relevant than ever in the current envi-
the company and its customers, and between in-
ronment. “Coming up with a business innovation
vestors and members of the startup team, where
that improves the well-being of millions of people
building trust is vital.”
is how I got my start. Now, with Elewit, we’re looking for sustainable projects that boost the energy
Innovating for social impact
transition and that might alleviate the impact of
6KH DOVR ZLWQHVVHG KRZ WKH 9&3( äHOG KDV
evolved dramatically in Spain within the space
lieve in what I’m doing every moment. And this is
of just a few years: “We professionalized very
quickly. Many people came onto the scene and
ARTICLE BY :
no. 156 | IESE Business School Insight | 49
MARKET READY Digital skills, particularly with AI, as well as entrepreneurial initiative, leadership and communication ability: these are highly in demand, according to a recent IESE study that calls upon universities to better prepare graduates for what today’s market wants and needs. With COVID-19 creating an uncertain job market, these young leaders share what IESE’s Master’s in Management (MiM) taught them about launching a career in 2020.
Companies aren’t just looking for tech skills – though those are important. AI, machine learning and big data are changing everything, and those of us in the early stages of our careers need to be ready to manage those innovations. Entire areas of trading and asset management are changing fast. Even so, technology doesn’t determine
Companies need human capabilities to solve complex problems
everything. Supply and demand are still the result of human behaviors. Personal relationships and human irrationality will continue to form a core part of äQDQFLDO GHFLVLRQPDNLQJ DQG PDQagement. Companies also need human capabilities and talented people with
Enrico Fausti Job offer: Credit Suisse
social intelligence who are able to come My Economics and Finance bachelor’s
up with smart solutions for the complex
degree was quite theoretical, so I was
problems we face today.
looking for a completely different experience, one that would change my
Eventually, I’d like to be a director of an
mindset, that was practical and
investment bank, but for now my focus
focused on problem-solv-
is on continuing to learn and under-
ing, and that would help
stand how to think critically and solve
me grow and prepare
business problems. What’s true of se-
me for who I would
nior managers is also true of students:
need to become in
Building a solid base of knowledge will
help you go wherever you want.
Companies will only ever be as innovative as the environment they create
at a glance Average age
Emma Lotz Work experience
Job offer: Procter & Gamble
Up to 2 years (average) Diversity Having studied International Business
Participants represent up to
in France and the Netherlands, I was
ready to explore various management Ă¤HOGV ZLWK SHRSOH IURP GLYHUVH EDFNgrounds. A career path can go in many different directions, so itâ€™s important to know which steps you want to take to reach your own personal goals. Learning
know theyâ€™ll only ever be as innovative
how to analyze and see problems from
as the environment they create, so they
many different angles, without being
are keenly searching for people with
given the answer, is a vital skill for that
critical awareness of the technologies
path, as is knowing how to network.
that will become the disruptive forces of tomorrow.
Recognized IESE, being part of the University of Navarra, is able to confer a Master in Management certified by the Spanish Ministry of Education. Growing After a successful inaugural 2019-20 class, IESE is oversubscribed for 2020-21.
Given the extraordinary times weâ€™re living through right now, you really
Iâ€™m excited to get started. I hope to
QHHGWRUHĂĽHFWRQWKH VNLOOVWKDW FRP-
become a leading expert in my
panies will value, and invest in learn-
Ă¤HOG VRPHGD\ PDQDJLQJ D
ing. What are your key assets and sell-
team and helping people
ing points? Although it may be strange
and the company grow
to be starting a career now, it can also
and develop. I want to
be an exciting opportunity to discover
be the kind of lead-
new positions and sectors you might
er who gives people a
not have considered before. Any op-
greater sense of purpose.
portunity to learn can be a dream job. Focus on developing transferable skills
the online world of work. Companies know that for them to embrace technological change, they increasingly need to recruit and retain such talent. They
Iâ€™m comfortable with technology and
Paul Mac Manus
in preparation for better times ahead.
Food for thought
SMART PICKS The Rider If youâ€™re a cycling enthusiast frustrated by lockdowns, then this novel by the famous Dutch writer Tim Krabbe, himself a cyclist, might be for you: Itâ€™s a loving, imaginative and, above all, passionate WULEXWHWRF\FOLQJUHĂĽHFWLQJZKDWJRHVRQ inside a riderâ€™s mind as he competes in a French bike race. It has been hailed as capturing the highs and lows of the cycling experience in prose, which ends up being no less than an ode to life.
Stretch assignment There are loads of resources to help us cope with the physical, emotional and mental strains of living life and going to work in the age of coronavirus. As the line between work and home blurs, it becomes all the more important that we make time to detach from work. The resources listed here can help you keep your head and stay healthy. But remember, as much as reading about sports or watching an inspirational video with a world-class athlete may offer respite from work, nothing beats getting up, moving around and practicing the healthy habits and regular physical activities highlighted by these resources. 52 | IESE Business School Insight | no. 156
Learning from adversity: A conversation with Pau Gasol â€œWe canâ€™t control the many things that happen to us in life,â€? says the NBA All-Star Pau Gasol, â€œbut we can control our reaction to them.â€? Gasol reacts with positivity, telling IESE professor Santiago Alvarez de Mon that â€œwe can be nostalgic for how things used to be, or we can evolve and grow.â€? During this 50-minute conversation, Gasol also highlights our interconnectedness as human beings and the need for teamwork.
This is one of dozens of live sessions and open-access resources available at iese.edu/open to inspire the business community to proactively overcome the crisis.
FROM MY DESK
By Jeroen Neckebrouck Assistant Professor of Entrepreneurship
TheMinimalists.com In 2011, Joshua Fields Millburn and Ryan Nicodemus walked away from their corporate careers in search of a simpler life. If the lockdowns got you thinking, like them, of “living a meaningful life with less stuff,” then The Minimalists are for you. Their black-and-white site is full of stark truths. Listen to their podcasts or audiobooks while exercising or clearing out the (literal or figurative) clutter in your life.
Fasting, a spiritual discipline going back to biblical times, has more recently been embraced for its health benefits. There is growing medical support for intermittent fasting (IF), which, rather than going days without eating, consists of time-restricted eating, aligning meal times with circadian rhythms. So, no latenight eating or snacking, and a later breakfast, which is better for metabolism. When combined with a Mediterranean diet and a healthy, active lifestyle, IF has been shown to lower blood sugar and blood pressure, and enhance brain function, not to mention contributing to weight loss. Something to consider for those looking to shed those quarantine kilos. There are numerous apps to help you create your own fasting plan, track health metrics, keep mood journals, and more. Here are three of the most popular: • Zerofasting.com • Lifeapps.io/apps/life-fasting-tracker • Bodyfast.de
Headspace.com Guided meditations, articles and videos brought to you by an advertising executive and a sports student turned monk who now work with athletes and business leaders “to demystify the mystical” and “give you tools and resources to look after your mind.”
Move it or lose it Did you miss going to the gym during lockdown? Personally, I missed cycling. The health benefits of physical activity are well-documented, including it being one of the best ways to boost the immune system. It also has psychological benefits. Engaging in physical exercise helps us to switch off, reduces stress and enhances well-being, giving us the detachment from work that we all occasionally need, which will ultimately give us more energy to be effective at work. In April 2020, at the height of the lockdowns, I surveyed European workers who had been physically active prior to the pandemic to examine their changed habits during the coronavirus lockdowns and the effects on their well-being. Interestingly, 75% of those who maintained some form of physical activity – even in a reduced or different form from what they were doing before – reported having an easier time being able to detach from work. Continuity matters: Those who exercised more regularly prior to lockdown lost less of their ability to detach when doing physical exercise during the lockdown. So, whatever activity you were doing before, keep doing it. It’s important to develop good habits, especially if we intend to work from home longer term or if there’s another COVID wave and we find ourselves stuck indoors again. If you’re currently not doing anything, there’s no better motivation than a global health crisis to get started. Experts recommend 2.5 hours a week of moderate-intensity exercise, meaning you should break a sweat but still be able to speak. The type of physical activity doesn’t matter as much as actually doing it. It could be as simple as walking or cycling instead of driving, getting off the bus a few stops earlier and walking the final stretch to work, or taking the stairs. And if it’s not possible to go outside and have physical activity in real life together with others, our survey also showed that being active on virtual platforms where you could at least see others – such as doing yoga virtually with a coach or with others online – is also beneficial. But the key point is: you’ve got to move.
No pandemic should stop talent
At IESE, we want to make sure that COVID-19 doesn’t prevent promising talent from studying with us. That’s why we’ve launched our COVID-19 Scholarship program, aimed at young professionals interested in pursuing one of our Master’s degrees and at high-potential managers working in sectors hardest hit by the pandemic.
For more information: www.iese.edu/financial-aid
By Carles Vergara
In conversation with Massimo Maoret
By Pedro LarraĂąaga and Concha Bielza
Calculating the cost of climate change
Tipping points in society: Are you ready?
Lessons from sports to compete with AI
Calculating the cost of climate change By Carles Vergara
The coronavirus was only the latest disaster to hit realestate markets. Now is the time to think more, not less, about the effects of climate change on your business.
Calculating the cost of climate change
V FRPSDQLHV UHFRQĂ¤JXUH WKHLU
The rise of catastrophic events
business strategies in light of the
The rise of extreme events will make some locations
global health crisis, one of the
that were once desirable places to live, visit, work or
smartest things they can do is
trade become less so. Whether pandemics such as
factor in climate change, if they
COVID-19 or climate-related disasters, recent events
havenâ€™t already. Climate change was impacting
have exposed systemic weaknesses that, unless ad-
businesses around the world even before the onset
GUHVVHG ZLOO FRQWLQXH WR DIĂĽLFW FHUWDLQ ORFDWLRQV
of COVID-19, on top of ongoing disruptions related
more than others, with direct or indirect impacts on
to technology, demographic shifts and globaliza-
business activity. Real-estate industry professionals,
WLRQ 7KH FRURQDYLUXV SDQGHPLF KDV DPSOLĂ¤HG DOO
in particular, should be keeping a closer eye on them.
these risks, bringing them into sharp relief. My research with colleagues from the Haas School 1RZDVZHĂ¤QGRXUVHOYHVDGDSWLQJWRZKDWVRPHDUH
of Business of the University of California, Berke-
calling â€œthe big reset,â€? itâ€™s worth considering how to
ley, highlights the consequences of destructive
better prepare your business for extreme events. My
events on real-estate markets, with wide-ranging
research on real-estate markets tested by climate
implications for mortgage lenders and insurance
change illustrates how companies across different
companies, but also for construction companies,
sectors may need to recalculate the costs and their
developers, urban planners, infrastructure pro-
exposure to assets susceptible to abrupt value losses
YLGHUV UHJXODWRUV DQG SURSHUW\ RZQHUV 6SHFLĂ¤-
owing to climate-related catastrophes.
FDOO\ ZH VWXGLHG ZLOGĂ¤UHV LQ &DOLIRUQLD RYHU WZR
Significant climate anomalies in 2019 Asia: 3rd warmest on record, after 2015 and 2017
Alaska: warmest year on record
Europe: 2nd warmest on record, after record 2018
Mexico: warmest August on record
Australia: warmest year since its records began in 1910 Africa: 3rd warmest on record, after 2016 and 2010. Africaâ€™s 10 warmest years have occurred since 2005
South America: 2nd warmest in 110 years, after record 2015
Global Climate Report 2019, National Oceanic and Atmospheric Administration (NOAA), National Centers for Environmental Information (NCEI), U.S. Department of Commerce
58 | IESE Business School Insight | no. 156
The rise of extreme events will make once-desirable locations to live, work or trade become less so
OLNH D OLIHWLPH DJR WKH$XVWUDOLDQ EXVKĂ¤UHV ZHUH the top story in the world until they got eclipsed by COVID-19. Apart from the destruction of millions of acres of land and thousands of homes and buildings, these events cause important drops in air quality, with smoke in the case of Australia reaching Chile and Argentina. (We donâ€™t have to think too far back, either, to remember the havoc wreaked when the eruption of an Icelandic vol-
cano spewed an ash cloud that closed Europe-
erty characteristics and weather.
DQ DLUVSDFH FDQFHOOHG RYHU ĂĽLJKWV DQG disrupted businesses, supply chains and travel
2XU Ă¤QGLQJV ZHUH VXUSULVLQJ Ă‘ WKRXJK WKHUH
during the spring of 2010.)
should be nothing surprising about climate-reODWHG HYHQWV OLNH Ă¤UHV DQG ĂĽRRGLQJ ZKLFK DUH
Flooding events are also multiplying. An OECD
happening with such frequency that no business
study on Cities and Climate Change listed
should treat them as â€œblack swans.â€? In California,
Miami, Guangzhou, New York, Kolkata and
6KDQJKDL DV WKH WRS Ă¤YH FLWLHV LQ WHUPV RI DV-
VHWV H[SRVHG WR FRDVWDO ĂĽRRGLQJ LQ WKDW RUGHU
They happen all year long and are expected to in-
A two-meter rise in sea levels would mean the
crease in frequency and severity, owing to warmer
disappearance of Miami Beach; with three me-
and drier conditions.
ters, the land where San Franciscoâ€™s airports are located today will be underwater. Tokyo, Hong
At the same time, other factors are contributing
Kong, Amsterdam and Rotterdam are also pre-
WRZLOGĂ¤UHV LQ WKH VWDWH PRUH KRPHV EHLQJ EXLOW
in forested areas; a buildup of brush growth that HQGVXSIXHOLQJODUJHUĂ¤UHVDQGDJLQJSRZHUOLQHV
Meanwhile, in 2019, England and Wales experi-
The latter were directly linked to the so-called
enced the wettest February since 1766, when re-
Camp Fire in 2018, which destroyed around 19,000
FRUGNHHSLQJ EHJDQ FDXVLQJ VHYHUH ZLQWHU ĂĽRRG-
homes and other structures and killed 85 people
ing and infrastructural damage at a time when
(with one person still missing). It was the deadliest
more real estate urgently needs to be built to deal
ZLOGĂ¤UH LQ &DOLIRUQLDĂ”V KLVWRU\ WKH PRVW H[SHQ-
with serious housing shortages across Britain.
sive in the world in terms of insured losses, and LW EDQNUXSWHG 3DFLĂ¤F *DV (OHFWULF 3* ( WKH
Tackling the issue
utility company responsible for the faulty lines.
What should business leaders, particularly those in at-risk geographical areas, do to grapple with
:LOGĂ¤UHV LQ RWKHU UHJLRQV RI WKH 8QLWHG 6WDWHV
these extreme (yet largely foreseeable) challenges?
from Appalachia to Alaska, have also become more prevalent. And many other countries are ex-
ANALYZE YOUR EXPOSURE.
periencing similar trends. In Australia, the bush-
matter how remote the issue may seem today, it
Ă¤UH Ă–VHDVRQĂ— WKDW EHJDQ LQ -XQH FRQWLQXHG
will impact your industry in some way soon. Have
you analyzed your exposure to climate-related
First, recognize that, no
no. 156 | IESE Business School Insight | 59
Calculating the cost of climate change
risk? Do your competitive advantage and investment decisions include the impact of climate change and, now, pandemics? How are competitors likely to respond to these same risks?
YOUR STRATEGIES AND BUSINESS MODELS.
Second, think deeply about how climate change and other extreme events should be factored into your business strategies. Start gathering data that can be incorporated into your business models and can guide your decision-making. By introducing climate change and other risks into your business models, it will be possible to identify new opportunities and avenues for growth.
The bigger the devastation, the more that homeowners are required to rebuild according to stricter codes
Changes in location, for example, can create new business opportunities. Locations with once livable temperatures will become hotter, making
homes that were once valued at an average of
WKHP PRUH GLIĂ¤FXOW WR HQGXUH IRU VRPH SHRSOH
around $200,000 were rebuilt and are now worth
As a result, the way cities are designed and the
$1 million or more.
materials used in buildings will change. Green buildings will remain attractive, since they offer
How can this be so? Our research suggests this
cost savings on utility bills due to greater energy
happens because of externalities associated with
large destructive events. The bigger the devasta-
values for developers. How communities address
tion, the more that homeowners are required to
these issues will be vital to their attractiveness.
rebuild according to stricter codes and the stricter requirements demanded by insurance companies
MAKE REASONABLE IMPROVEMENTS.
in order for them to continue granting coverage.
to the adage of a disaster being an opportunity for
These factors work together, leading to the recon-
change, we found that to be the case in our research.
struction of homes that are more modernized in terms of infrastructure, which in turn makes them
$V \RX ZRXOG H[SHFW DIWHU D Ă¤UH ZH IRXQG DQ
uptick in mortgage delinquency and foreclosure rates. However, what surprised us from
our data set of houses and mortgages and Cali-
manuel Lagarrigue noted a similar trend at work
in an IESE video talk on the consequences of the
WKH ODUJHU WKH Ă¤UH WKH lower the level of default
and foreclosure. And instead of moving away
novations in the residential market. If people are
from the affected area, as is generally the case
staying at home and realizing that their vacations
after a disaster, homeowners continued paying
this year will be at home, theyâ€™re investing more
their mortgages and rebuilt homes that ended
in their homes. In places like California and Aus-
up having an even greater estimated market val-
tralia, where there are electrical grid failures, peo-
ue. Based on data taken from one neighborhood,
ple are investing in solar storage systems to make
60 | IESE Business School Insight | no. 156
Weather-related insured losses and the number of natural loss events are increasing Global insured catastrophe losses
Number of relevant natural loss events worldwide
The share of weather-related catastrophe losses has increased steadily to account for over 80% of insured catastrophe losses in 2018.
The upward trend is accompanied by a growing frequency of weather-related loss events, the number of which hit a record in 2018.
No. of events
65 40 60 20
Man-made disasters Weather-related catastrophes Earthquake/tsunami
Geophysical events Climatological events Meteorological events Hydrological events
% of weather-related catastrophe losses, 5-year moving average
% of weather-related events, 5-year moving average
European Central Bank
their homes more economical and sustainable.
PLAN FOR THE LONG-TERM RAMIFICATIONS.
Trends like these have been one of the big surpris-
previous points indicate, homeowners and
es of the crisis.â€?
upgrades to account for climate risk, and those Bear in mind this dynamic only works so long
who prepare sooner rather than later are also
DV WKHUH LV D ZHOOIXQFWLRQLQJ Ă¤QDQFLDO VHUYLFHV
PRUH OLNHO\ WR EHQHĂ¤W 7KDW EHLQJ VDLG WKHUHĂ”V
market to continue to cover costs. The size of re-
no escaping the fact that, over time, insurance
cent losses, compounded by the additional costs
will only get more expensive. In California, state
being racked up from the coronavirus pandemic,
regulators have prohibited insurance compa-
nies from dropping policyholders, imposing a
service providers to absorb more losses. Rein-
RQH\HDU PRUDWRULXP LQ DUHDV VWUXFN E\ Ă¤UHV
vesting in the same spot may not be the most
Even so, any such measures are temporary. In-
surance rates are still skyrocketing, making in-
among them, whether climate-risk trendlines are
surance less and less affordable for those who
improving or deteriorating in a given area.
need it most. no. 156 | IESE Business School Insight | 61
Calculating the cost of climate change
Sectoral exposure statistics can provide a first approximation of risk Euro area banksâ€™ exposures as a share of total exposures
Real estate-related assets
Wholesale and retail-related assets
European Central Bank
In some cases, insurers may no longer be willing
sell a home due to social distancing guidelines,
to insure properties. Without insurance, it will be
these changes in mortgage policies will make it
impossible to obtain a mortgage. This means peo-
ple will have to pay in cash, which will limit de-
to access funding. Itâ€™s an especially cruel posi-
mand. This will have an important effect on mort-
tion to be in when historically low interest rates
gage markets and housing prices.
means credit is cheaper than ever.â€? Longer term, this would contribute to a widening of the wealth
gan Chase, one of the largest mortgage lenders in
levels before the latest crisis hit.
WKH 86 ZDV DPRQJ WKH Ă¤UVW WR UDLVH ERUURZLQJ standards in April 2020 as the coronavirus lock-
Between climate change and COVID-19, those offer-
down began to bite there, and many other banks
soon followed suit, tightening their lending re-
es and greater levels of systemic risk. Those working
quirements, raising minimum credit scores and
in the industry should be building new benchmarks
demanding bigger down payments, from an aver-
and doing regular risk modeling similar to the stress-
tests developed and carried out by central banks fol-
â€œAt a time when itâ€™s challenging enough to buy or
62 | IESE Business School Insight | no. 156
Carles Vergara is a professor and head of the Financial Management Department at IESE. He has been a visiting professor at the University of California, Berkeley, where he earned two masterâ€™s degrees and a PhD in Finance and Real Estate, his main research interests.
In his 2020 letter to investors, BlackRock ChairPDQDQG&(2/DUU\)LQNZDVLQQRGRXEWĂ–:KDW ZLOOKDSSHQWRWKH\HDUPRUWJDJHĂ‘DNH\EXLOGLQJEORFNRIĂ¤QDQFHĂ‘LIOHQGHUVFDQĂ”WHVWLPDWHWKH impact of climate risk over such a long timeline, DQG LI WKHUH LV QR YLDEOH PDUNHW IRU ĂĽRRG RU Ă¤UH insurance in impacted areas? From Europe to Australia, South America to China, Florida to Oregon, investors are seeking to understand both the physical risks associated with climate change as well as the ways that climate policy will impact Earlier this year, the European Central Bank (ECB)
prices, costs and demand across the entire econ-
announced that it would be assessing banks, in-
omy. These questions are driving a profound reas-
surance and reinsurance companies, credit agen-
sessment of risk and asset values.â€?
FLHV DQG RWKHU Ă¤QDQFLDO LQVWLWXWLRQV LQ WHUPV RI how well they were approaching climate-related
Although COVID-19 has understandably dom-
risks and pricing it into the market. The ECB de-
inated the 2020 agenda, businesses must not
take their eyes off the ball and ignore the ongoing, no-less-existential threats posed by climate
â€˘ Disregard: Does your company disregard the
change. If, as some believe, the coronavirus pan-
risk of climate change, leading you to price risk
demic reinforces the case for more responsive-
inappropriately or not keep enough in reserve?
ness and engagement, and a shoring up of our
â€˘ Delay: Have you not gotten around to analyzing
systems and institutions to deal more effectively
\RXU H[SRVXUH" <RX PD\ Ă¤QG \RXUVHOI VFUDP-
bling to catch up as new regulations and disclo-
sure requirements demand that you report on
your exposure or get left behind. â€˘ 'HĂ¤FLHQF\ Do your risk assessments ensure VXIĂ¤FLHQW TXDQWLW\ DQG TXDOLW\ RI UHVRXUFHV WR mitigate the impact and pay for the costs of future disasters?
READ MORE: â€œMortgage Markets with Climate-Change 5LVN(YLGHQFHIURP:LOGĂ¤UHVLQ&DOLIRUQLDĂ—E\3DXOR Issler, Richard Stanton, Carles Vergara and Nancy Wallace. Working Paper (2020).
,WĂ”VZRUWKUHĂĽHFWLQJRQWKHVHLQWHUPVRI\RXURZQ business. No one can consider themselves immune. no. 156 | IESE Business School Insight | 63
Tipping points in society: Are you ready?
rom climate change to data privacy to global movements calling for institutional reform, the legal environment can change swiftly even without a change in the law, and industries
need to be paying attention. Massimo Maoret, an
In conversation with Massimo Maoret Associate Professor of Strategic Management at IESE and European Commission Marie Curie Fellow
associate professor of strategic management at IESE, recently wrote a paper on this topic with Simona Giorgi (University of Bath) and Edward Zajac (Kellogg School of Management, Northwestern University). In this interview, he explains how public sentiment, beliefs and values affect companies, especially in terms of the enforcement of regulaWLRQVDQGZK\LQGXVWULHVQHHGWRNHHSWKHLUĂ¤QJHU on the pulse of societal culture.
To develop sound business strategy, itâ€™s important to understand the prevailing beliefs and values of a society, as well as the legal context. Hereâ€™s why you need to be paying attention.
Your paper talks about â€œthe role of cultural consonance.â€? What is that? â€œCultural consonanceâ€? is the idea that society KDVVSHFLĂ¤FFXOWXUDOV\PEROVEHOLHIVDQGYDOXHV any of which may be more or less prevalent at D VSHFLĂ¤F WLPH 7KLV LV VRFLHWDO UDWKHU WKDQ QDtional culture, meaning that it refers to a specific population rather than to any nation.
Jojo Cruz ILLUSTRATIONS :
In our paper we study a historical case that can
1967 to 1972, regulators were able to add and en-
force safety standards, which saved thousands of
of automobile safety laws in the United States
lives. The attitude was that safety was paramount,
between 1966 and 1980.
combined with a general faith in science in the United States, brought about by the moon land-
,Q WKH 1DWLRQDO 7UDIĂ¤F DQG 0RWRU 9HKLFOH
ing and the Space Race. In society, there was little
6DIHW\ $FW ZDV SDVVHG ZKLFK IRU WKH Ă¤UVW WLPH
focus on cost, and the prevalent belief was that
established a federal regulator and a set of safety
you could engineer safety.
standards. It was approved unanimously, an unusual event in American history, which goes to
But then things changed. In 1973 there was the oil
show how clearly society saw there was a safety
crisis and cost considerations began to creep in
more widely in society. The auto industry start-
ic, resulting in thousands of avoidable deaths. The
ed to claim that safety could not be unconnected
law mandated automakers to include several safety
to cost, and that such costs would be borne by
features into their cars, most famously seat belts.
the consumers. And they were able to successful-
Automakers werenâ€™t too happy about this, because
ly challenge the regulators because â€œengineering
adding these features meant adding extra costs.
will solve everythingâ€? was no longer the attitude
We can say there was something of a power battle,
of the day; instead, people were worried about
in the early years, between the federal regulators,
unemployment rates and other costs. What hap-
pened was a shift in culture.
to minimize the safety requirements. We used this historical example because itâ€™s eas7KLV VSHFLĂ¤F FDVH LV LQWHUHVWLQJ EHFDXVH\RX VHH
ier to see some of these transformations in ret-
a switch in the middle of the power battle. From
rospect, and to see that itâ€™s not a story about the no. 156 | IESE Business School Insight | 65
Tipping points in society: Are you ready?
technical aspects of the law. Itâ€™s really a story of
Letâ€™s think about regulating Facebook. Thereâ€™s a
a regulatory agency that lost power because the
clear debate about this. Is society more concerned
societyâ€™s symbolic idea of safety fundamentally
with privacy or more with free speech? If privacy
changed. Similar stories are playing out around
considerations resonate within society, it will be
us every day.
much easier to limit Facebook. But if the common UHDVRQLQJ LV PRUH DERXW IUHH VSHHFK RU Ă¤JKWLQJ
In your paper, you describe an â€œundulating
terrorism, for example, the ideas that are cultur-
battle for relative power, influenced by cultur-
ally consonant will allow the regulator to enforce
stronger or weaker coercion over Facebook. The
Itâ€™s â€œundulatingâ€? because power can shift from
important aspect here is that we are not simply
one side to the other. And it depends on how so-
talking about passing a law, but the extent to
ciety looks at it. So, sometimes we might see that
which the regulations will be enforced (or not).
an industry is strong enough to avoid regulation, because of its importance to a countryâ€™s GDP, for
example. Other times the dominant belief might
be that because an industry is so strong, it needs
Or will we be concerned about protecting the jobs
to be regulated. And the balance of power can
of taxi drivers and related industries? Depending
shift. Depending on whatâ€™s foremost in our minds
on how these ideas resonate with society, we will
regulate self-driving cars heavily or allow the in-
dustry plenty of freedom. The interesting thing is it has little to do with the quality of the regulation itself. A law might be fundamentally a â€œgoodâ€? law, but if it isnâ€™t culturally
Tracking â€œsafety as designâ€? and â€œsafety as cost-benefitâ€?
consonant, itâ€™s going to be harder to enforce it.
Comparison of topic prevalence in congressional
What are the implications for management?
7KH Ă¤UVW VWHS WR GHYHORSLQJ DQ\ EXVLQHVV VWUDWHgy is understanding the context around you. We consider the law, of course, and what kinds of reg-
ulations are in place. We dedicate less thought to
cultural consonance, to identifying the symbols
that are relevant at that given moment.
Yes, the economic situation, the markets, the laws
to play with an eye on that as well. To return to the automakers, they were pushing
Probability of presence of â€œsafety as designâ€? topics
back before 1972, but their pushback didnâ€™t real-
Probability of presence of â€œsafety as cost-benefitâ€? topics
ly work until afterwards, despite it being a time when the power of the state was waning. They pushed, but their point of view didnâ€™t align with society in general.
66 | IESE Business School Insight | no. 156
example really demonstrates that you want to stay attuned to whatâ€™s going on around you, because if youâ€™re an incumbent, your position can become risky. But there are also potential opportunities Ă‘IRULQFXPEHQWVZLOOLQJWRHPEUDFHFKDQJHDQG for new entrants. Take the case of the Danish state-owned power company Ă˜rsted. It was very oriented to coal, oil and gas, but they were able to pull off a remarkable switch in just a couple of years. They are now one of the world leaders in offshore wind energy. They were attuned to the shift in public sentiment, and they leaned in to the change, which is why they are where they are today. If there is a competitive advantage to recognizing these cultural switches, how should a company go about identifying them? There are computational tools to analyze culture. Up until now, culture was a hard thing to grasp, but now there are sophisticated algorithms that can go through large quantities of text and extract topics from it. It still requires human oversight, of course, because you need to decide exactly what those words mean. But by looking at the changing You also mention the energy industry.
topics, you can see how some ideas are chang-
Energy is very interesting because there is a very
ing, or are becoming more or less prevalent. That
strong set of symbols around it. Is energy just
could give you a head start to see where weâ€™re
the way we make things run? Or is it a way to
save the world? This is another area where we have seen a switch in recent years. Weâ€™ve suddenly started talking about the need for green energy. Despite the fact that weâ€™ve known what we know about the planet since the 1980s, oil and gas companies are only starting to come under severe pressure right now. And thatâ€™s because the symbolic systems of our FXOWXUHKDYHFRPSOHWHO\ĂĽLSSHG6XUHJUHHQKRXVH gas emissions are sky-high, but that was true 10 years ago, too, and nobody cared, because those were not the symbols we were attending to then. Greta Thunberg had a much greater impact than hundreds of Greenpeace demonstrations. This
SOURCE: Giorgi, S., M. Maoret and E. Zajac. â€œOn WKHUHODWLRQVKLSEHWZHHQĂ¤UPVDQGWKHLUOHJDO HQYLURQPHQW7KHUROHRIFXOWXUDOFRQVRQDQFHĂ— Organization Science 30, no. 4 (2019). Massimo Maoretâ€™s research activities are supported by the European Commission (Marie Curie Career Integration Grant FP7-PEOPLE-2013-CIG-631800).
no. 156 | IESE Business School Insight | 67
Lesson s from s ports to com pete with A I By Pe d
ro La r
ra Ăą a ga an d
Conc ha Bi elza
Sports teams are increasingly leveraging the power of artificial intelligence to enhance their performance. Here are five things companies can learn from them to achieve winning results. 68 | IESE Business School Insight | no. 156
RaÃºl Arias ILLUSTRATIONS :
no. 156 | IESE Business School Insight | 69
Lessons from sports to compete with AI
More and more companies are realizing they, too, need to embrace AI to stay in the game, as highOLJKWHG LQ D UHFHQW VWXG\ E\ ,(6( SURIHVVRUV -RVÂŠ $]DU 0LUHLD *LQÂŠ DQG 6DPSVD 6DPLOD WRJHWKHU with Liudmila Alekseeva and Bledi Taska. Examining U.S. online job postings between 2010 and 2019, the authors found that, while the demand for other computer-related skills remained stable, the demand for AI skills in SDUWLFXODUZDVH[SORGLQJĂ‘E\DIDFWRURILQ absolute numbers and by a factor of four as a proportion of total job postings. And this growing demand wasnâ€™t limited to the IT industry but was found across all sectors and occupation groups, including professional and administrative services, finance, manufacturing and even
hen Billy Beane took over as
agriculture. Whatâ€™s more, such jobs commanded
manager of the U.S. base-
ball team, the Oakland Aâ€™s,
almost 18% higher salary for jobs in administrative
it was a lower valued team.
and support service sectors. The significantly high-
The challenge he faced will
er premium for AI skills suggests there is a â€œreal
be familiar to many businesses (and professional
shortage of managers who are able to create and
capture value with AI,â€? state the authors.
How to compete in the big leagues with fewer resources? He couldnâ€™t afford to recruit the best
Having studied artificial intelligence for more than
players. Instead, he turned to sabermetrics, using
30 years, we recognize the need for all profession-
statistical analyses to crunch data on player met-
al entities to grow in their use of AI. We have spent
rics to see which ones bettered the odds of suc-
our careers researching the many different ways
cess. Determining that the percentage of playersâ€™
that data can be used to analyze, predict and pro-
On-base Plus Slugging (OPS) was a better metric
vide knowledge to optimize decision-making pro-
than batting average, he recruited undervalued
cesses and enhance performance. This has led us
players with high OPS rather than more expensive
to partner with Olocip, a firm set up by the Span-
players with high batting averages. Subsequently,
ish professional soccer player Esteban Granero.
the Oakland Aâ€™s rose in the ranks, going on to win
We lead an AI modeling and development team
a record 20 consecutive games in the 2002 sea-
for Olocip, offering business and sports clients
VRQ7KHLUZLQQLQJ VWUHDN Ă‘ DQG WKH WUDQVIRUPD-
customized solutions to their performance issues.
Here, we share some of the practical applications
subject of a book that was later made into the 2011
derived from our professional work and research
in this sphere.
70 | IESE Business School Insight | no. 156
Machine learning in sports
In sports, the two most relevant types of data to
Statistical analyses of sports data began as far back
as the 1950s, using manual annotation methods.
the players or the ball within the field of play; and
Back then, the term artificial intelligence (AI) was
2) events, which can include player actions such as
just being coined, and the ability of machines to
passes or shots, or referee decisions like fouls and
cards. But itâ€™s more than just collecting and stor-
ing the data with the aim of visualizing it, using
was still decades away. It wasnâ€™t until recent years
descriptive methods to depict what has happened
that AI evolved to the point of machine learning,
in the past, which is often as far as some analyses
not just being able to do complex statistical com-
go. Current machine-learning algorithms enable
putations at lightning speed, but identifying pat-
terns in the data, transforming those patterns into
al dimension, diagnosing why this has happened;
models, adapting those models according to in-
2) the predictive dimension, predicting what will
coming changes in the data, performing â€œreason-
happen next; and 3) the prescriptive dimension,
ingâ€? to generate new knowledge, and then aiding
suggesting what you can do to make what you
humans in arriving at decisions. This is where AI
want to happen next.
has become highly valued, especially as it removes aspects of human fallibility, which is where past
analyses fell short.
When the English soccer club, Leicester City, beat the odds and won the 2015-16 Premier League for the first time in its history, part of the credit was given to the clubâ€™s savvy use of AI analytics
AI has become highly valued, especially as it removes aspects of human fallibility, which is where past analyses fell short
and tools, including the use of wearables to track player movements. Using data-driven insights, training sessions were adapted to the needs of each player, and they honed their play to minimize injuries. Extrapolating from this and other well-known examples, we discuss five main areas where we find AI can contribute to competitive DGYDQWDJH
OF TALENT AND TEAM FIT.
ing high-potential talent, sports clubs, like companies, are not just interested in analyzing indiYLGXDOV LQ LVRODWLRQ FRPSDULQJ RQH SURĂ¤OH ZLWK another and judging each relative to their respective past performances. What they really want to know is how that talent might perform within D JLYHQ WHDP FRQĂ¤JXUDWLRQ DQG KRZ WKHLU OHYel of play might develop and improve over time.
no. 156 | IESE Business School Insight | 71
Lessons from sports to compete with AI
There are lots of applications for any employer, where productivity losses linked to absenteeism have been estimated to be just as costly for business as for sport
Player injuries cost En-
glish Premier League clubs a record ÂŁ221 million, according to the Football Injury Index 2019 proGXFHGE\WKHLQVXUHU0DUVK-/76SHFLDOW\$,FDQ help reduce these costs by analyzing everything from training workload and training surfaces to lifestyle habits and even genes. The important thing here is not to produce false positives for certain risk factors. This underscores the need for feeding in reliable, trustworthy data. You need to check the AI is not overestimating risk, reducing the workload without the player actually being at risk, nor underestimating the probability of injury. Some AI systems can quickly and reliably predict recovery time after injury. And the data-driven advice can be tailored to the individual and be more precise, to avoid generic prescriptions like â€œplayers should generally avoid play for between 16 and 24 weeks for this category of injury.â€? There are lots of applications here for any employer, where productivity losses linked to absenteeism have been estimated to be just as costly for business as for sport.
Systems abound to pre-
Predictive AI systems can do this, taking key per-
dict which team will win a match. Here, the choice
formance metrics (e.g., assists, shots, goals, ball
of variables makes all the difference. In basketball,
recoveries, loss of possession, etc.) and, using re-
the speed of the game might be the relevant fac-
gression analysis, detecting the key variables and
tor, whereas in soccer, ball possession or team fa-
the relationships between them. Finding such
tigue based on the number of games played in the
correlations can help managers estimate how a
preceding weeks might be what counts. Which are
certain player might perform as part of, not just
the key variables to predict success for the results
the present team, but a future one with a different
you want to achieve?
mix of variables. Crucially, the subjective, biased assessments of talent scouts are removed from
the equation. These performance predictions
how certain interventions during play, such as
can be complemented with estimates of a play-
telling players to close gaps or play more aggres-
erâ€™s future market value, helping managers make
sively, might change the probabilities of other
more informed decisions about player transfers,
variables, like scoring a goal. Think of using AI as a
contracts and insurance against possible losses in
virtual assistant, proposing solutions in real time,
player value. AI can also suggest the position best
such as deciding when it may be time to swap out
suited to the performance metrics of a particular
players or even going so far as to recommend how
player, and predict a playerâ€™s success based on
much water players should be drinking through-
factors such as creativity, inhibition or cognitive
out the match. FC Barcelona is already piloting
such applications in its lower division teams be-
fore rolling them out more widely.
72 | IESE Business School Insight | no. 156
AI is also able to analyze
6 tips to stay on the ball with AI 1. Focus on principles. You donâ€™t need to be a data scientist, but you do need to understand the underlying principles: what is your value proposition to customers, what are the key processes through which you create that, and how could AI help in those? 2. Start small. There are ready-made tools to get managers started using AI. Run pilot projects to understand the possibilities. Once you discover its value, then you can hire data scientists and run more customized, complex projects. 3. Build cumulative advantage. As with many digital tools, AIâ€™s power grows over time, through network effects and economies of scale. The sooner you start, the stronger your position will be, making it harder for laggards to replicate.
4. Ensure quality data. Make sure your governance structures give you access to the data you need. If collaborating with third parties, make sure your contracts specify ownership of the data insights. 5. Manage algorithms in addition to people. Learn to manage a portfolio of algorithms, knowing how and in which contexts they work best, and what potential biases they may have. You will be entrusting your teams to make decisions based on them. 6. Seize the moment. With tech costs falling all the time, the barriers to adopting AI have never been lower, while the COVID-19 crisis has made the need for radical business transformation more urgent than ever. Donâ€™t delay!
Ă–:K\WKHWLPHWRLQYHVWLQDUWLĂ¤FLDOLQWHOOLJHQFHLVQRZĂ—DQRQOLQHVHVVLRQE\6DPSVD6DPLODFDQEHYLHZHGDW ZZZLHVHHGXRSHQ6DPLODKHDGV,(6(Ă”V$UWLĂ¤FLDO,QWHOOLJHQFHDQGWKH)XWXUHRI0DQDJHPHQW,QLWLDWLYHDPXOWLGLVFLSOLQDU\ project that, in addition to research, will prepare executives to incorporate AI ethically and responsibly into their companies. Go to www.iese.edu/AI-Initiative. 7KHFDVHVWXG\Ă–)&%DUFHORQD0RUHWKDQDFOXEPRUHWKDQGDWDĂ—E\-DYLHU=DPRUDLVDYDLODEOHIURPZZZLHVHSXEOLVKLQJFRP
no. 156 | IESE Business School Insight | 73
Lessons from sports to compete with AI
The authors PERSONALIZED
AI is also being used
to build stronger relationships with sports fans by offering more personalized, immersive user expeULHQFHV7DNH:LPEOHGRQWKHWHQQLVWRXUQDPHQW generates game highlights based on measuring player emotion and crowd reaction, and it uses chatbots to answer fan questions and smart assistants to give out ticket information and guide fans around the grounds. FC Barcelona uses AI to address mobility and security needs within its stadium to monitor how and where people congregate. Before the UEFA Euro 2020 soccer championship ZDVSRVWSRQHGGXHWR&29,'WKH-RKDQ&UX\II Arena in Amsterdam was preparing a fully smart stadium, with thousands of sensors connected to seats, stairs, refreshment stands, parking lots and entrances to monitor crowd movements and flows, in order to ensure a smooth, safe, seamless experience for up to 80,000 visitors in and around the stadium. While AI allows managers to do so much more than they ever could before, it does not and should not replace human beings in the decision-making process; it should be a case of the human and the machine working in sync. The machine can do analyses that far exceed human capabilities, yet those machine-generated insights need to be considered in concert with human experts, who create and feed the computational models in the first place. No matter how intelligent the system, its proposals must be approved by a person who takes the final responsibility. Although technology certainly has a role to play in management, never forget that management, whether of a sports team or of a business, is not something to be left to the sole discretion of a computer.
74 | IESE Business School Insight | no. 156
Pedro LarraĂąaga is a professor of Computer Science and ArtiďŹ cial Intelligence at the Technical University of Madrid (UPM) where he co-founded the Computational Intelligence Group. He was formerly with the University of the Basque Country where he was a founding member of its Intelligent Systems Group. He is a fellow of the European Association for Artificial Intelligence.
Concha Bielza is a professor of Statistics and Operations Research in the Department of ArtiďŹ cial Intelligence at the Technical University of Madrid (UPM) where she also co-founded the Computational Intelligence Group. She has won numerous research awards, both from UPM and Spainâ€™s Ministry of Education, Culture and Sport.
Keys to confronting crises
All photos courtesy of the University of Navarra Clinic
Insights from the front line in the fight against COVID-19 in Spain.
n March 7, 2020, Ana Isabel went to the emerr-gency room at the University of Navarra Clin-ic in Madrid. She had a fever and a cough, h, and was having trouble breathing. She wass admitted with COVID-19, the virus that wass
vfast spreading across the globe. A week later, the Spanish gov-
e ernment declared a state of emergency and the country, like many others, commenced a months-long lockdown. e The hospital had been expecting just such a case. In late February, the global healthcare agency Joint Commission In-ternational ( JCI) had upped its infectious disease protocols, s, advising the Spanish hospital to prepare itself as the corona-virus made its way west from China to Europe. Northern Italy y was already under quarantine. $QWLFLSDWLQJSUREOHPVLVWKHĂ¤UVWNH\IRUGHDOLQJZLWKDFUL-sis, says Jose Andres Gomez Cantero, general director of the e
Redoubling their efforts
University of Navarra Clinic, with hospitals in Pamplona and
Madrid. As the saying goes, an ounce of prevention is worth
tient to be put on a ventilator in the ICU. The Clinic ex-
a pound of cure. Having been alerted, the Clinic immediate-
panded its capacity, making 300 beds available in Pamplo-
ly adopted extra protection measures and mobilized stake-
na (although only 200 were ultimately needed). In Madrid,
holders in advance.
the expansion was organized around three units: ER, Hospitalization and ICU. ER was expanded to 33 places. The
They worked out contingency plans with their infectious dis-
number of single-occupancy rooms was tripled. And the
eases unit. â€œWe had already been building protocols to pre-
ICU quadrupled in size, annexing part of the surgery re-
vent outbreaks of Legionnairesâ€™ disease and other infections,â€?
says Gomez Cantero. â€œAnd we had already been working with our nursing services in preventing infections via catheters
Even so, the end of March and beginning of April were â€œthe
and intravenous tubes.â€?
PRVW GLIĂ¤FXOW WLPHV ZH KDYH HYHU H[SHULHQFHGĂ— VD\V *RPH] Cantero, recalling at one point there were more than 20 pa-
Thanks to those previously laid foundations, after COVID-19
tients waiting to be admitted to the ICU and only nine free
hit, the contagion rate among Clinic healthcare workers ended
beds. Staff had to get creative, using nasal cannulas to provide
up being 7% and the mortality rate among admitted patients
oxygen to patients without a ventilator. This may have contrib-
was 5%, compared with the national average of 20% for both.
uted to the lower mortality rate at the Madrid hospital, he says.
Keys to confronting crises
â€œEveryone pulled together for the greater goodâ€? ,QJHQXLW\ DQG ĂĽH[LELOLW\ ĂĽRXULVKHG DFURVV DOO GHSDUWPHQWV
All staff were repeatedly tested for COVID-19. Gomez Can-
The clothing service repurposed reusable Gore-Tex gowns,
tero proudly reports that, â€œNo doctor at the Clinic has been
initially designed to be worn over surgical pajamas, to make
infected since the end of March, and no healthcare worker
new masks, hoods and neck coverings to protect workers
since the end of April.â€?
and avoid infections. The laundry service increased shifts to keep up with the need for protective equipment.
Weâ€™re all in this together The Clinic had already used ultraviolet lamps to disinfect
Cooperation involving all stakeholders is another key. All
rooms for years, and these came into their own for disinfect-
personnel â€“ from doctors and nurses to cleaners and main-
ing rooms with COVID-19 patients. Also, through their links
tenance staff â€“ were enlisted in the effort.
with the universityâ€™s Pharmacy Faculty, they were able to (literally) get their hands on extra supplies of sanitizing gel,
which they also distributed to others.
erated,â€? says Gomez Cantero. â€œWe met daily to organize care based on the number of patients in Pamplona and Madrid.â€? Another committee made up of department reps from infectious diseases, preventive medicine and occupational hazards tiou made ma decisions at each step. The Clinic also coordinated with other area hospitals and with the Health Department. oth In Pamplona, a COVID-19 unit was established, involving experts in pulmonology, internal medicine and infece tious diseases but also others from oncology and cardiology who wanted to collaborate. They lent support to Madrid, sending beds, medical supplies, pharmaceuticals and even willing staff.
Jose Andres Gomez Cantero: Can o: Anticipating An nticipating problems, protecting your people, p e, and working in close cooperation with wit your ur stakeholders are essential in times of crisis. s.
Josep Valor and Ines Alegre
Going viral A second pandemic has raged in parallel with COVID-19: FAKE NEWS ven before the arrival rrival val of the coronavirus, coronavirus coronaviru trust in traditional sources of authority – the government, scientific experts, mainstream media – was down, while dubious information, “alternative facts” and memes shared by family and friends were where people put their faith. So, when COVID-19 hit, although there was plenty of accurate healthcare information to be found online, users weren’t looking for it. Instead, many turned to their favorite social media influencer. IESE professor Josep Valor writes about this in his Media Matters blog with Carmen Arroyo: “There’s a gap in social media that needs to be filled by doctors who are also savvy social media users.”
beliefs, regardless of w whether it’s true or not – as a recent study by Josep Valor and his IESE colleague Ines Alegre attests.
Recognizing this, the University of Navarra Clinic published a series of video Q&As about the coronavirus on their media channels, which racked up hundreds of thousands of views.
The study also found that self-described liberals and conservatives differed in their ability to spot fake news, owing to the extent they exhibited dogmatism, which the authors found to be more the case in their sample of U.S. conservatives than liberals. So, when trying to discern the snake oil from the science on the coronavirus, before you click and share, take a step back and exercise more critical thinking, especially if you lean conservative.
Besides this need for more medical experts to make their voices heard online with the facts, there’s also a need to combat confirmation bias – i.e., tending to believe news that’s consistent with your prior
They asked individuals to self-identify their political persuasion, and then showed them 40 news headlines, some real, some fake, asking them to judge which was which. As suspected, individuals tended to rate a news item as being true if it confirmed their political beliefs, even if it was actually false. However, when asked to judge the veracity of an item that was far from their own political beliefs, people were more likely to call it correctly. The suggestion is, “perspective helps.”
no. 156| IESE Business School Insight | 79
Keys to confronting crises
s p it a la A lt a h o Is a b e l a n A de
The day Ana Isabel was discharged was an emotional moment for all, which the Clinic shared on social media
por cambiar, el feliz de r las o p o n Ana Isab e Ăg fas de ox fin, las ga dos de de sol. mociona os muy e tr o s o n Y . spitalaria su alta ho itas n o b Noticias
WKHLUORYHGRQHVGXULQJWKHLUĂ¤QDOGD\VĂ‘DOHYHORISDOOLDWLYH care that earned them positive recognition from the World Health Organization for still delivering humane, effective, compassionate care, even under exceptional circumstances. Another way that Gomez Cantero has seen people expressing solidarity is in relation to the cooperative effort of the KHDOWKFDUH DQG VFLHQWLĂ¤F FRPPXQLWLHV DURXQG WKH ZRUOG â€“ from China, Singapore and South Korea to Italy and the
Everyone pulled together for the greater good. It was not un-
United States â€“ in sharing their knowledge of the virus,
common to see renowned surgeons whose operations were
learning from each otherâ€™s experiences, and working togeth-
on hold taking orders from more junior doctors in charge of
er on clinical trials in the pursuit of a vaccine.
coronavirus patients. He hopes this spirit will continue. For their part, the Clinic is Still, some things couldnâ€™t be delayed, even with a crisis. â€œOne
embarking on new lines of infectious disease research. â€œWe
of our COVID-19 patients gave birth but she couldnâ€™t see her
must be prepared for new pandemics,â€? he says, â€œbecause, as
baby until after she had fully recovered three weeks later,â€?
we have seen from this experience, preventing the next new
says Gomez Cantero. A new proton therapy unit at the Ma-
outbreak will be easier than trying to cure it.â€?
GULG&OLQLFZHQWLQWRRSHUDWLRQWUHDWLQJLWVĂ¤UVWFDQFHUSDWLHQW on April 17, at the height of the crisis. In Pamplona, 13 critical transplants were carried out, despite the pandemic. At the end of April, Ana Isabel was discharged, which gave everyone a much-needed morale boost. â€œShe was RXUĂ¤UVWSDWLHQWWRJRWKURXJKLWDOOIURP(5WRWKH,&8 WKHĂ¤UVWWREHSODFHGRQDYHQWLODWRUDQGWKHĂ¤UVWWREH removed from one. Seeing her leave on her own two feet really lifted our spirits.â€? Not everyone was so fortunate, however. In cases where patients succumbed to COVID-19, the Clinic found ways to accommodate family members being present with
80 | IESE Business School Insight | no. 156
Jose Andres Gomez Cantero (pictured center) with members of his executive team.
Business Acceleration Program in Munich
Accelerate, Advance, Act The ability to pivot, innovate and envision multiple scenarios is now more critical than ever. IESEâ€™s Business Acceleration Program (BAP) is designed for ambitious high-potential managers in the DACH region who aspire to magnify their organizational impact and enrich their professional network with other high-caliber peers. This new program will boost your leadership potential with minimal disruption to your current commitments. In a dynamic learning forum, youâ€™ll future-proof your career by acquiring breakthrough insights, concepts and frameworks and emerge with a new vision of leadership.
Format: Part-time. On campus program, sessions held every 3 weeks, all day Fridays & Saturday morning.
Length: 8 weekends.
Find out more at: www.iese.edu/bap Contact Information: Barbara Breiter Admissions Manager IESE Munich firstname.lastname@example.org +49 89 24 20 9790
Open Live Sessions The best way for us to help overcome this crisis is by helping to understand its magnitude and impact. Since the pandemic began, we have partnered with LinkedIn to offer more than 40 online sessions that have received more than 550,000 views. #NowMoreThanEver, we are at your side.
40 Sessions and many more to come