Recent courses I have taught at IE Business School
Business, Government and Sustainability/Nonmarket Strategy (MBA/Executive MBA/MIM/BBA)
This course provides students with essential tools, frameworks and information to help them better analyze and manage the political, social and physical environment (or nonmarket environment) of business. Topics include regulation, market failures, political risk, lobbying, international institutions, stakeholder engagement, corporate social responsibility and sustainability.
Global Strategy (MBA)
This course is concerned with the global strategy of multinational firms, i.e. how firms create value through internationalization, and leverage, adapt and create new capabilities and sources of competitive advantage across national borders. The course covers a range of topics such as motives for internationalization, entry strategies, organizational design for multinational firms, and emerging markets.
Implementing and Changing Strategy (MBA)
This course focuses on the challenges and determinants of success when implementing strategic change in the context of M&As. The course is centered around a simulation in which students are asked to chart a course for the integration of two banks while simultaneously achieving financial objectives and maintaining stakeholder support.
Readings in Nonmarket Strategy (Ph.D.)
This graduate seminar provides a survey of research on nonmarket strategy and strategic responses to the nonmarket environment for business. The course emphasizes institutional approaches to the study of nonmarket strategy and addresses topics such as corporate political activity, stakeholder engagement and strategic CSR.
Executive development/in-company programs
Through IE Business School and the Financial Times-IE Corporate Learning Alliance (now Headspring Executive Development), I have offered strategy courses in in-company programs for clients such as EDP-Renewables, Gestamp, and Mapfre covering topics such as competitive strategy, global strategy and sustainability.
Visiting positions/guest lectures
As a visiting professor, I have taught the International Political Analysis (MBA) and Business and Society: Political Environment (MBA) courses at INSEAD. These courses are designed to provide students with the tools and background necessary to analyze and manage the political and institutional context in which today's global businesses are embedded.
I have also taught the elective course in International Business (Executive MBA) at Università della Svizzera italiana. This course covers global strategy topics such as motives for internationalization, entry strategies, adaptation and localization, globalization of value chains, and strategies for emerging markets.
I have also been a speaker at AIG's Risk Management Academy (ARMA) since 2013 where I address clients on sources of nonmarket risk and how firms can take steps to mitigate their nonmarket risk exposure.
Published Teaching Cases
Xstrata and Australian Mining Tax Reform (A) (B) (co-authored with Aaron Cowper and Patrick Gatland)
IE Business School case no. DE1-202-A-I, DE1-202-B-I
Winner of the Best Case Award, IE Business School, 2013
Winner of the Bestselling Case Award, IE Business School, 2018
Summary: In 2010, the Australian Government announced a proposed overhaul of the taxation regime governing its large mining sector. The announcement came at a time when Australia’s mining industry was booming but concerns were also growing about how to distribute the gains of the mining boom between mining companies and the Australian people, and how to harness the success in the mining sector to promote long term sustainable economic growth across Australia. It was partly to address these concerns, as well as to improve the efficiency of the way in which mining was taxed, that the tax reform proposal was developed. At the heart of the proposal was a shift from a volume based royalty system of taxation to a system based on mining companies’ profits. The mining sector in Australia viewed the tax reform proposal negatively and anticipated that it would hurt profits and performance in the short and medium term. Focusing on Xstrata, the largest foreign mining company operating in Australia, the case charts how the mining industry acted collectively to conduct a wide-ranging and aggressive public and private lobbying campaign against the tax. Central to this campaign was the use of traditional and new media - newspapers, radio, television, Internet, and social networking sites - to try and turn public opinion against the tax.
ABB & Galindo: Stretching Managerial Responsibility during Restructuring (co-authored with Rocío Bonet and Saul Downie) IE Business School case no. DE1-212-I
Summary: In 2011, Swiss electro-technical multinational, ABB, began taking steps to restructure its operations in Spain. The company’s efforts focused particularly on its Galindo factory in the Basque Country where it intended to liquidate the transformer manufacturing line and convert the factory into a service center. ABB offered the workers a number of well-funded options for their careers but, wanting to see manufacturing stay at Galindo, the workers in the factory strongly opposed ABB’s plans. The case outlines the legal and political steps that ABB took in order to secure government approval for the downsizing of the factory’s workforce, along with the difficult negotiations that took place between the workers and the company, which saw workers taking to the streets and social media in order to press their case for ABB to abandon its restructuring plans.
ABB & Galindo: Winning the Peace (A) (B) (co-authored with Rocío Bonet and Saul Downie)
IE Business School case no. RH1-148-A-I, RH1-148-B-I
Winner of the EFMD Case Writing Award in the Category of Euro-Mediterranean Managerial Practices and Issues, 2016
Summary: This is a companion case to ABB & Galindo: Stretching Managerial Responsibility during Restructuring that follows the same events from a Human Resources Management perspective.