注册 登录  
 加关注
   显示下一条  |  关闭
温馨提示!由于新浪微博认证机制调整,您的新浪微博帐号绑定已过期,请重新绑定!立即重新绑定新浪微博》  |  关闭

宁老师留学DIY咨询

MBA及Master申请PS/Essay/简历/推荐信写作咨询人

 
 
 

日志

 
 
关于我

2009年7月份,我给一个老朋友(Simon FT-MBA,2010春季班)为申请MBA而写的Essay提了几点比较关键的修改建议。后来,她成功拿到Simon的Offer。再后来,她建议我做留学DIY咨询方面的工作,并向我介绍了我的第一个客户。最终,我的第一个客户也成功拿到几个TOP16商学院的面试并顺利拿到Duke Fuqua商学院MBA的录取。 本人毕业于上海复旦大学管理学院国际企业管理系,属于商科科班出身并且做过管理工作、有领导经验的人士。

网易考拉推荐
 
 

商院动态:UCLA Anderson Becomes An Entrepreneurial Epicenter (2/3)  

2017-01-28 03:15:54|  分类: 学校与选校 |  标签: |举报 |字号 订阅

  下载LOFTER 我的照片书  |

商院动态:UCLA Anderson Becomes An Entrepreneurial Epicenter (2/3)

 

BY: JEFF SCHMITT ON JANUARY 27, 2017

 

 

P&Q: The Los Angeles area has become well-known for “Silicon Beach,” a wide swath of tech startups that have produced firms like Snapchat and Hulu. Why has Silicon Beach been so effective? What do see as the future of this startup scene and how does it compare against Silicon Valley or New York? How does Anderson tap into this network of startups and established firms?

AO: Let me correct you on a misconception. I believe that when people think technology, they tend to go to Silicon Valley. But there is more technology here in Southern California. This is where defense and aerospace got started. If you think about it, the reason that firms like Tesla and SpaceX located down here was for the depth of aeronautical engineers and experienced engineers with that type of knowledge. If you go all the way to Pasadena, you get to the Jet Propulsion Laboratories and the kinds of firms of that come out of that technology. If you move a little bit further in LA and go to the broader metro area like the West Valley, there are an awful lot of established middle market ventures that grew out of defense and aerospace industries — companies like Jackson, for example, which came out of UCLA technology are spawning biotech-related activities. The problem is, LA is so huge. It doesn’t have the concentration and density that you see. San Francisco is only 20 square miles. You could drop it into the San Fernando Valley and have room to spare. When you think about it this way, you realize that a big constraint is being able to get around.

We’re fortunate now that a lot of people are noticing because of what is going on in the so-called Silicon Beach. We know that one of the big ingredients that makes this area very attractive is the presence of an amazing set of universities, not unlike Stanford and Berkeley. Here, there is going to be a wide group of firms starting here now that speak to what I am going to call the digital content dollar shave club of consumer-facing technology-enabled businesses that use entertainment. You must have heard about the recent exit of the Dollar Shave Club that got sold to Unilever for a billion dollars. Anderson folks were part of that deal (The chief operating officer was an Anderson MBA). You’ve heard of Hulu. Their technology is disrupting the television space and the CEO is an Anderson MBA. When SnapChat (Snap, Inc.) goes public at the current valuation that people are talking about, it will increase the effectiveness of Silicon Beach as a place because we will have a very significant valuation and some exits from those that came down here to build. The big thing that I think is going to make a difference is the tech- enabled consumer entertainment digital content space that has the comparable advantages of the  Disneys of the world, along with all the support networks — the support companies that deal with them in the movie business — is going to be a comparative advantage that other places just don’t have. It’s huge. When you have a valuation or exit like Snap, it will instantly create the millionaires that have the money necessary to attract others from other spaces to come down here.

On a smaller scale, I see that happening with smaller exits that are being sold to other companies. The startups like Snapchat and Hulu, when they have a little liquidity event and the wealth is created as a result, will fashion the kind of wealth that you see in Mountain View or Palo Alto that will help the future startup scene considerably. I think that we will compare quite favorably against Silicon Valley and New York City who are just as expensive in terms of collateral assets that people need to live and work…but a few exits would be necessary for that.

Anderson taps into this network of startups and established firms. We are the place where companies look for talent and students can be part of internship programs to work in these companies. In b-to-b and b-to-c, I see a lot of work, particularly with the presence of medicine at UCLA, and the success we have had working with the digital health world as well as the entertainment world. I want to emphasize that it’s just not just that we know about movies and TV and everything that supports that, but there’s also areas in  aerospace and defense-related technologies that are creating improvements in digital health due as a result of UCLA’s and Anderson’s strong presence here.

P&Q: Anderson offers 24 courses in entrepreneurship through the Price Center. What do you see as the strengths of your entrepreneurship curriculum? How is it different than what you might see at another MBA program, particularly in terms of your philosophy towards entrepreneurship?

AO: There is an entrepreneurial approach to business. We call it an “entrepreneurial mindset.”We believe that whether it is a startup or a family business, the idea is to think about how you recognize and successfully manage developments and opportunities that can appear from virtually anywhere.

You have to understand the external environment to which these opportunities arise so you know how to attack them. It is the entrepreneurial manager, as opposed to the administrative manager, who will combine leadership with management that is properly tempered by a vision of changing something in the world as opposed to managing what others have created.

A lot of our students, therefore, are exposed to this in what I call “acts of learning approaches.” We have a lot of courses, you’re right. In the end, the content pales in comparison to the way in which people need to go out and do something. That is why we established the accelerator and have one of the better known and better-established field study programs (what we call our applied management research projects) for our students. This is our capstone experience. So a big part of our curriculum is therefore being active with a combination of faculty who have connections and experiences who are able to bring into this community a set of ancillary resources that are collateral to the instruction in the way of adjunct faculty and the like that assist in this process.

I think that by adopting an active learning approach, one that tries to leverage relationships with the rest of the campus, we can have a rich experience. Being in LA, we are able to bring on a real set of opportunities for students to work with and interact with folks who are doing big things not only in Silicon Beach, but middle market companies that bring a variety of experiences in terms of the emphasis primarily in technology like consumer-facing ecommerce and retail.

For example, all you need to do is a few of those streets in Venice and you’ll be able to see an awful lot of companies that have taken the idea of consumer-facing technology-enabled business concepts that align with the needs of society. Here in Los Angeles, we have the largest collection of middle market companies, I believe, in the country that creates experiences that differentiate the sector.

Let’s not forget the export business. If you go all the way out to Long Beach, think about everything that is supply chain there. There are a lot of businesses that are right in the middle of reaching audiences and customers that have been around for a while and are part of the legacy infrastructure that is right now in transition. By that, I mean that many middle market companies are subject to strong finance equity world. Not venture capital, per se, but private equity that works in this space that are looking to find management teams that can transform many of these companies (that are doing quite well) to work on different platforms and establish some niches that can take them into the next generation of business ownership if you will. They are in transition and need an exit and some of our students are here to be part of that. So there is a buy out business that is growing dramatically in private equity firms.

P&Q: Tell us about some outside programs and extracurricular activities that Anderson offers to help MBA students gain entrepreneurial skills and mentoring outside of the classroom?

AO: Even though there are a lot of courses, you need to take courses, 295A and 295B, and you can compliment that with entrepreneurial finance, entrepreneurial operations, or entrepreneurial marketing. In those courses, students get to play out an active learning role if they do the business creation option as part of their applied management research project.

Along the way, many of them might want to compete in some extracurricular activities that are sponsored through the entrepreneurial activities that are sponsored through the Entrepreneur Association. They might be active, for example, in our entrepreneurial leadership development program. They may be part of the Deutschman Fellows or compete in the Knapp Venture Capital Competition. They may be part of the venture fellows program or work in some of the executive education programs that the Price Center does or distinguish themselves through Management Development for Entrepreneurs or the Entrepreneurship Bootcamp for veterans with disabilities. They can even be TAs.

In a sense, bring their consulting skills to be able to work with entrepreneurs who are having, for example, coding problems and their challenge is to help them. All of our entrepreneurial programs run through the Price Center. So students can be part of a consultative relationship with an entrepreneurial team that’s trying to grow something and they get to work with them. I think that’s a unique experience. The Entrepreneurial Leadership Program used to be part of the executive committee (Tech On Campus is what we used to call it) It is the group not unlike IPOs and is very powerful and successful. We have dozens of extracurricular activities involving speakers and entrepreneurs who can be part of a mentor arrangement.  The Price Center Board of Advisors is engaged in activities with the leaders of the Entrepreneur Association and other students where we host something we call Lunch or Dinners For Eight, where board members can tell their stories and work with students.

 

P&Q: Social innovation and social entrepreneurship are increasingly popular with MBAs. Share with us some of the course offerings and activities that Anderson provides in these areas?  

AO: Aside from the visibility that we’ve given social entrepreneurship programs in the Price Center, we work with Johnson & Johnson, for example. In Africa, we’ve done work with community health clinics. We also work with Head Start. We have a decided approach in how you build and grow these institutions, which I think is different and has been attractive to students as a result.

I’ve mentioned the consultative aspect of students working with these businesses. For over 25 years, we’ve been able to refine a model of how social ventures should be conducted. That’s a long conversation, but the key idea here is understanding entrepreneurship as an efficient and driver for social enterprise that can take same ideas and have impact. These days, our students want to have impact sooner rather than later. Now, we’re working with the government, Health and Human Services, that have funded some innovative works in our Health Care Institute where we’ve reached over 100,000 families and helped them do a better job of being able to help them manage their health resources. All of that has made it attractive for socially-minded students to be here.

There is a center that we just started called Impact@Anderson where we work with Net Impact and those kinds of organizations. We have a focus on other issues working across campus on areas like sustainability, the environment, and so on. We’re interdisciplinary at UCLA, so people concerned with education, the environment, and providing services to the underserved around the globe can be part of an immersion program where students go abroad. Some of that involves projects that have meaningful social impact. Imagine studying the delivery of rural health in Ghana and trying to find effective ways to work with clients. This really becomes a class project for a whole team of students.

One of our efforts in social innovation is to have some classwork that is specifically geared to understanding impact. We have a course in social entrepreneurship; another that deals with nonprofit management; and another on the legal aspects of all of that. As I mentioned before, we have an applied management research focus that brings it all together. My hypothesis is that the fundamental principles of entrepreneurship are applicable whether you’re looking to build a business or have impact on society.

Let me go back to two partnerships, in particular. For over 25 years, we’ve worked with Johnson & Johnson in bringing a managerial and entrepreneurial competence to leaders and managers of Head Start, which touches a million kids every day. It is the last of the great society programs. We have been able to let those running those agencies — wonderful people who are social workers, nurses, and school teachers —  who know about the early development of children but maybe not managerial principles. So we complement that by teaching them to think strategically by inviting 40 or so Head Start directors for a two-week program every summer. These are people who are basically running small businesses. Head Start is a $9 billion dollar industry from grants from the Federal, state, and local government (and private foundations). So we have provided a program where, if you apply, you have to agree that you’re going to do something different that helps your growth aspirations or change the fortune of your enterprise or the people that you serve.  I call it a management improvement project.

We apply the same idea to health care agencies where they come in for two weeks. For example, we have CHIP (Community Health Improvement Project). Here, the students build an effort where they follow up and support clients once they get back for implementation. We have awards for the best project. J&J also supports our Healthcare Institute which is designed to understand the health literacy concerns of poor families. We’ve had impact on their lives by allowing them to feel empowered by assessing the healthcare needs of their children. We believe parents are the most important variable of furthering the education and aspirations of their children. We have made a bet to train 100,000 families to do just that.

 

 

以上内容摘自:

http://poetsandquants.com/2017/01/27/ucla-anderson-poised-become-entrepreneurial-epicenter/ 

 

 

宁老师(Coach Ning)联系方式:

QQ906866938

微信:可通过qq号加宁老师微信

微信公众号:宁老师DIY留学咨询

SKYPEessay-ningchunlong

LinkedIn账号:http://cn.linkedin.com/pub/chunlong-ning/30/28/409

新浪微博:http://weibo.com/ningchunlong

网易博客:http://ningchunlong.blog.163.com/

腾讯博客:http://user.qzone.qq.com/906866938/2

宁老师(Coach NingDIY留学咨询服务说明与收费标准(2016-2017

http://ningchunlong.blog.163.com/blog/static/1153712692016461220967

http://mp.weixin.qq.com/s?__biz=MzA4MDU3MzYxOA==&mid=504022883&idx=1&sn=bb813d21e4565b2911bb7e6cdbc9a07d#rd

(注:上述两个服务说明的链接,若一个无法打开请点击另一个)

宁老师Coach Ning部分MBA或者Master咨询成功案例介绍

http://ningchunlong.blog.163.com/blog/#m=0&t=1&c=fks_087069080082082074081082086095085087084064083087084069093

 

 

DIY留学申请交流QQ群:

MBA申请DIY群:137254413

Master申请DIY群:162474877

MSF/MFE申请DIY 群:27769133

HRM申请DIY群:122368914

MKT申请DIY群:228695973

MSA/Macc申请DIY群:234137969

法律LL.M申请DIY群:110533381

英国及欧洲申请DIY群:209994593

HK申请DIY群:247226867

Canada申请DIY群:255130861

新加坡香港MSF申请DIY群:82449369

MBAMaster申请差别很大请正确选择要加入的群

  评论这张
 
阅读(13)| 评论(0)
推荐 转载

历史上的今天

在LOFTER的更多文章

评论

<#--最新日志,群博日志--> <#--推荐日志--> <#--引用记录--> <#--博主推荐--> <#--随机阅读--> <#--首页推荐--> <#--历史上的今天--> <#--被推荐日志--> <#--上一篇,下一篇--> <#-- 热度 --> <#-- 网易新闻广告 --> <#--右边模块结构--> <#--评论模块结构--> <#--引用模块结构--> <#--博主发起的投票-->
 
 
 
 
 
 
 
 
 
 
 
 
 
 

页脚

网易公司版权所有 ©1997-2017