NUS AMP 2 – Exploring the Digital Frontier

According to a Harvard Business School research paper, a substantive definition of the ‘business model’ is a collection of decisions enforced by the authority of the firm on its employees. There are two aspects of a business model – the internal constitution of the firm and the firm’s external alignment – and these are the result of the different degrees of authority a firm has over its employees as opposed to other market actors. A firm may make a variety of decisions regarding either its internal constitution or the types of transactions it facilitates. Conceiving of a business model in this way has a variety of benefits, including the ability to analyze discrete firm choices, according to the paper. According to a recent survey conducted by Harvard Business Review Analytic Services, 95% of global executives said digital transformation has grown in importance in their industry over the past 12 months; 90% said Covid-19 has accelerated the timing of their organization’s transformation efforts. This course provides an outlook for the digital business opportunities and covers the primer of digital transformation. The course emphasizes upon the digital marketing concepts and sets a foundation for learners in terms of applying a design thinking approach.
Private

Course Learning Objectives:

  • To truly become digital, we must think about digital-first and mobile-first businesses.
  • Learn the fundamentals of design thinking approach.
  • We need a solid digital strategy but also need strong digital leaders to implement the strategy.
  • Familiarize yourself with the basics of digital transformation concepts with industry examples.

Faculty

Prof. Yoshi Mitsui

Prof. Yoshi Mitsui

NUS Affiliate Faculty

Yoshi Mitsui has been an Affiliate Faculty at the NUS Business School Executive Education since 2017. He teaches all things related to becoming digital organisations, from strategy and innovation to people management. He also teaches extensively in corporate universities across Asia. He was a faculty member at the corporate university of CP Group in Thailand until 2021.

As the CEO of an innovation advisory firm, he has worked with 40+ organisations on over 120 innovation projects. Some projects have received millions of dollars in funding, and others have spun off as new entities. To date, he has worked with and trained 2,500 innovators.

Yoshi holds advisory roles in multinational companies, charity organisations, social enterprises, and digital industry associations. He is also a mentor in several startup accelerators.

He has an MBA from the University of Melbourne and dropped out of a doctorate programme to start his own business. He has completed executive programmes at Harvard Kennedy School, IMD and MIT.

Syllabus

Learning Objectives:
  • To truly become digital, we must think about digital-first and mobile-first businesses. In this session, we will explore what it means to be digital and mobile-first through the discussion on Robinhood, a digital and mobile-first disruptor in the financial services sector.
Module Components:

Video Lectures:

  • Problems First
  • Digital Business Models
  • YouTube Video: How Robinhood Gets Casual Traders Hooked (18:47) by Bloomberg QuickTake (2021)

Readings:

  • What Western Marketers Can Learn from China. Kimberly A. Whitler. HBR. May-June 2019 Magazine.
  • Case Study: Robinhood Markets Inc.: Business Model Challenges (Ivey, 2021)

Quiz:

  • Digital & Mobile-First Business Models
Learning Objectives:
  • We need a solid digital strategy. But that alone won’t be sufficient. We need strong digital leaders to implement the strategy. In this session, we look at the case of Novartis and its digital leader to see how digital leaders drive strategies and initiatives.
Module Components:

Video Lectures:

  • Digital Mindset

Readings:

  • Coding Isn’t a Necessary Leadership Skill – But Digital Literacy Is. Sophia Matveeva. HBR. 26 July 2022
  • Case Study: Leading the Digital Transformation at Novartis: The Role of the CDO (A) (IMD, 2020)

Quiz:

  • Digital Leadership

 

Learning Objectives:
  • We’ve been talking about digital for many years. Some companies have made significant progress in their digital journeys. However, the world has accelerated its digital adoption due to Covid-19. Many new digital-native startups have emerged. Are large companies doing enough to combat these digital players? In this session, we look at DBS Bank, one of the most praised digital stories of our times and learn what companies can do to accelerate digital transformation.
Module Components:

Video Lectures:

  • Digital Transformation
  • Digital Startups
  • YouTube Video: Siew Choo Soh, DBS – Digital Transformation in the Banking Industry, SpringOne Platform 2018.

Readings:

  • Digital Transformation Comes Down to Talent in 4 Key Areas. Thomas H. Davenport and Thomas C. Redman. HBR. 21 May 2020
  • Case Study: DBS Bank Ltd.: How to Accelerate Digitalization (Ivey, 2021)

Quiz:

  • Accelerating Digital Transformation

 

Support

Please email [email protected] for any support required with respect to the program, course or platform.