We are very proud to announce that the start-up Wisarfounded by Sandra Arévalo (EMBA Bi-weekly 14/15) was the winner of the 2nd edition of the Global Hack D Gap challenge. This is an initiative from 4YFNand GSMA Women4Tech that rewards digital solutions that aim to promote and create gender diverse teams, in an inclusive work environment within the mobile and tech industry.
Sandra started the EMBA journey while she was pregnant with her first child. At that time, she enjoyed a very stable professional life and the word “entrepreneurship” had never crossed her mind.
Doing an EMBA while working is a challenge, but imagine doing it while being a new mum! During the 18 months she found innovative solutions to balance her new role as a first-time mum with EMBA (like creating a schedule to feed her little baby in-between classes, with the invaluable help of her husband). The way she overcame the double challenge inspired her to take up on a new one!
Do it yourself
After the EMBA, she discovered that the inflexibility of the corporate world was no longer compatible with her personal life. She decided to make the most of her new situation and find an innovative solution on her own. It was then when she set up the company Wisar that offers a quality service to professionals that want autonomy and flexibility to manage their own time. EMBA gave her the tools to foster her professional and personal transformation… and her vision, passion and determination did the rest.
On February 28th Sandra was able to demonstrate that she is not only an entrepreneur and mother that successfully combines her professional and personal life, but most importantly, she helps others to do so.
No doubt you will wonder what on earth the connection is between these things. Yet there is one – the 2017 Aquatech Innovation Awards. These awards are strongly committed to sustainability and – as their name suggests – to innovation.
Tecnoturbines, a company founded by Jaime Lledó, a former student of the 2016 EMBA programme, has won one of these top awards. Lledó´s start-up, headed by the former ESADE student and three engineers from Alicante, received the prize in the Transport & Storage category for its picoturbine, an economic and efficient solution which allows for energy generation to monitor installations with difficult access to the electric net. The award was made in Amsterdam on the 30th of October 2017.
The purpose of Lledó’s company is to develop technology that allows one to use water pressure to generate electricity. The secret lies in the installation of micro-turbines in the water distribution network to reduce or take advantage of over-pressures.
Companies that store large quantities of water can use the firm´s products to save resources and thus cut costs. Some of the potential customers of Tecnoturbines are enterprises operating in the irrigation sector, industry, and the distribution of drinking water.
Tecnoturbine´s project will revolutionise its target market. Its pioneering products, solutions and services in the hydraulic industry are precisely what the Aquatech Innovation Awards have been heaping accolades on for years. In this edition of the awards, Tecnoturbines was chosen from among 13 leading companies and projects by a jury of top experts from firms such as Wetsus, Akzo Nobel, Shell, and Stowa.
Water is a scarce, valuable resource that needs to be treated in a socially responsible manner. Innovation plays a key role in achieving this goal. The 2017 edition of the Aquatech awards (which were held in Amsterdam this year), showed their commitment to social and environmental sustainability by donating the registration fees to AMREF Flying Doctors — an NGO. AMREF is currently carrying out a project in Tanzania to: eradicate the practice of female circumcision; provide drinking water for women and children; improve community hygiene and sanitation.
During ESADE´s Executive MBA (EMBA) programme, students come up with projects whether within their companies or as a new line of business/entrepreneurial venture. How are these projects brought to fruition? The last stage of the EMBA programme — the Business
Capstone Project — puts the finishing touches to the plan to create a new business. Experts tutor students and evaluate the project. The projects themselves are chosen by programme participants depending on their track records, backgrounds, and aims. These projects often go beyond the classroom and end up as successful companies. The aim is clear-cut: to provide EMBA participants (who are all professionals with great potential) with the tools to reflect, learn and act in making their dreams come true.
Jaime Lledó is a prime example of the way the EMBA programme helps participants develop their entrepreneurial flair and projects. Tecnoturbines — Lledó´s brainchild while he was at ESADE — has grown to the point where sales have reached the one million Euro mark. The EMBA programme was key in laying the foundations for this success. Furthermore, Lledó and his team are bent on making the firm grow and they are opening up international markets to this end.
These four young professionals are pioneers. Their training, professionalism and determination means the sky is the limit!
What an experience it was to go to the Boston e-lab programme this summer! There are countless takeaways (too long a list to include here!) that will serve me well in the years to come, both personally and professionally. From this long list, at a personal level, I take with me the strong connection and the lessons learned from my classmates – an amazing group of people from various Executive MBA cohorts across ESADE.
We experienced situations both in and outside class that made us become a real team, and which I’m sure will lead to collaborations in the future. Of course, we now know how to close deals over lobster dinners with bibs and all! If that isn’t a bonding experience, I don’t know what is! At a professional level, the best way for me to encapsulate the experience is to say that it was eye-opening and mind-boggling at the same time. I felt challenged just about every day to do something new; I also felt a sense of urgency to make a difference.
Sometimes we think within the constraints of what we know, but why not “think big”? The possibilities around innovation, technology and robotics were simply amazing, as we learned at MIT, at Harvard and at the various e-labs we visited throughout the week. Even when an idea seems crazy or unreachable or simply “out there”, if you believe in it, if you feel passionate about it, try it! Leaving with this feeling that “I can do it, too” was worth the money. We saw teams and people working on projects that I would have never imagined, and yet there they are, building businesses and getting funding for them.
Unlikely partners like musicians and engineers working together to come up with solutions to simple and complex problems – why not?! “Thinking outside the box” can be a cliché, but we saw that the most creative ideas came precisely from those who push the status quo. Of course, we needed to bring it down to the practical level: ESADE gave us a good run-down on how to pitch ideas to venture capitalists (our final assignment!), how to manoeuvre the Boston ecosystem (which is the same as that of Silicon Valley) and how to think about teams and working spaces differently. Lastly, I felt proud to see fellow ESADE alumni and fellow Europeans bringing their ideas to life in the Boston ecosystem.
Thank you, ESADE! I had a blast and I can definitely recommend the Boston e-lab. Anyone interested in entrepreneurship or life-changing technology should sign up for this experience.
Naïma M. Zodros and her classmates in ESADE’s Executive MBA just returned from an international week in Brazil, one of three trips abroad that will take place during the monthly programme format.
Zodros described a highly practical experience in Brazil, where the EMBA participants discovered the peculiarities of the country’s economy. She noted that multinational companies like Wal-Mart and Lenovo – wrongly assuming that the strategies they used in their home countries would also work in Brazil – have failed in their attempts to enter this new market.
When implementing business systems and procedures in another country, you must also make a cultural change. This is something of a revolution, in which, according to Zodros, women executives can play a leading role due to their management style. Thanks to – or because of – their efforts to reach heights until recently reserved exclusively for men, women have developed a unique entrepreneurial spirit. Zodros trusts that this sort of female leadership will inspire other women to pursue their goals and seize new opportunities in order to achieve their aims in any area.
Naïma M. Zodros (EMBA ‘16) shares her experience in this article
Published in Business Because on Monday 17th October 2016 by Seb Murray
B-school venture Made of Genes scoops award from The MIT Technology Review
Oscar Flores Guri, left, and co-founder Miquel Bru
An ESADE EMBA has been named one of Spain’s top-ten innovators under the age of 35, in an award whose past global winners include Facebook founder Mark Zuckerberg and the entrepreneurs behind companies such as Paypal and Uber.
Oscar Flores co-founded Made of Genes with his former ESADE EMBA classmate Miquel Bru.
The MIT Technology Review, a leading journal in the tech and innovation field, draws up a list of 300 the world’s most talented entrepreneurs under 35 each year.
The judging panel has two criteria in whittling down the list to 10 winners: Individual talent, and the project’s scope for changing society.
Made of Genes created a pioneering world model for DNA analysis that does away with the need to sequence the same genome twice for two different tests.
The Spain-based company has just concluded a funding round of €500,000 and is currently undertaking international expansion.
Oscar, who holds a PhD in biomedicine, met his co-founder and began work on the venture during ESADE’s EMBA program in Barcelona.
“Despite my scientific and technical background as a computing engineer and researcher at IRB Barcelona, I have always been attracted by the world of business. The training I was given at ESADE was vital for making this project a success,” Oscar says.
Miquel added: “This project began in ESADE classes as just another MBA assignment. But it was the ESADE project validation and methodology that told us that we could turn our dream into a reality.”
The pair illustrate the strength of the entrepreneurial ecosystem at ESADE, and the growth in number of executives who are using b-school to launch their own ventures. The business school is home to ESADECREAPOLIS, an innovation ecosystem for students and companies, and EGarage, a space designed for the cultivation of new start-ups.
In June, ESADE was ranked third in Europe for entrepreneurship by the FT.
“Since our founding over 50 years ago, entrepreneurship has always been in our DNA,” says Luisa Alemany, director general of the ESADE Entrepreneurship Institute.
“In the programs that we teach, in our research, and in all of our activities to support the entrepreneurial ecosystem, we strive to go as far as possible by creating networks of collaboration. Making the global top 10 encourages us to keep doing what we love every single day.”
The origins of the company Made of Genes date back to 2013, when Oscar Flores (Calella, Barcelona, 1985) and Miquel Bru (Barcelona, 1978) (then both unknown) decided to take the ESADE Executive MBA. It was in the Business Development Project course, taught by Prof. Jordi Vinaixa, that they met and they got the idea for what would become their company several years later and take up a big part of their lives. Miquel came from the business development field in a technology consulting firm focusing on the Health Sector. Oscar had just finished his PhD and Bio-Medicine in a joint programme between IRB Barcelona and the Barcelona Supercomputing Centre.
We spoke to Oscar and Miquel, two of our ‘changers’ to find out about the project that they started in ESADE’s classrooms and which has ended up as a firm with a bright future.
How did Made of Genes come about?
Oscar Flores [OF]: Made of Genes is a firm focusing on personal genetics. Here, one should remember that genetics is involved in 9 out of 10 of the main causes of death in developed countries. Nevertheless, personalised genetic medicine still needs to overcome several hurdles: the high cost of gene sequencing, the technological complexity of managing the resulting data, and the lack of knowledge of the field by both health professionals and by society in general. In Made of Genes, we try to find answers to these problems, providing technical tools and a legal framework so that experts’ knowledge reaches the man in the street. There are now eleven of us in the company, we have secured over €600,000 in funding and we are laying the ground for the firm’s internationalisation.
Miquel Bru [MB]: The truth is, the whole thing started as just another assignment in the Master’s programme but Oscar’s vision hooked me from the outset. It was not just a question of solving technical problems — that was the easy bit. The hard part lay coming up with a package that: both fostered tailor-made care for each patient and put the patient’s health and illness first. Moreover, this had to be based on knowledge of the patient’s genome and the testing had to be responsible, efficient, protect users and be sustainable in system terms.
In broad terms, how does Made of Genes work at the technical level?
MB: There are studies suggesting that less than 30% of prescription medicines are effective due to individual variations. This makes one realise that we are not all the same and that the differences between individuals should be taken into account. This is the idea that led us to develop the technological part of our product: a high-performance computing system that allows one to obtain, analyse and store genetic data from a saliva or blood sample. We use the system to provide medical specialists, researchers and customised health services with this genetic data as and when each user wishes. We offer preventive solutions and diagnostic support, and personalised services/products created specifically for each user depending on his genotype. Each person decides what should be done with his genetic data and we do our utmost to carry those wishes out while ensuring complete security and privacy. This ensures that our customers can receive medical care that is both personalised and precise.
On your web site, you argue that “Everyone should be given the chance of improving his or her life”. How do you see this democratisation of technology at Made of Genes?
MB: To answer that, let me put the Health Sector in context. According to the OECD, public spending alone on Health rose from 6.9 % of GDP to almost 9 % in 2030 and will rise to 14 % by 2060. We live in a society that is ever more demanding when it comes to Health Care. In a globalised world in which knowledge flows freely, we have to come up with strategies that allow efficient Health Care through policies and tools that focus on preventive medicine, more effective treatment and the re-use of information by various service providers.
OF: At Made of Genes we have always wanted to provide personalised medicine based on Genomics. That is why our model puts the client first. There are many companies, especially in The United States, which have seen the value of genome data and which gather personal information to commercially exploit it later on. We have always shunned this model. We want to create a genomic service that anyone can use without renouncing privacy, and always have the final say in what information is released and to whom.
You met each other taking an Executive MBA [EMBA] programme at ESADE. What made you decide to take it?
OF: I always knew that I wanted to work in business. I am a Computer Engineer and when I was finishing my degree, I began a diploma in Business Studies, which I dropped when I decided to do a PhD. It was then that I decided to do an MBA on finishing my thesis.
MB: For me, the key factor was the need for a change. After five years working in consultancy, I wanted new challenges and goals. However, I thought that just a change of job was not the answer. I needed to think, acquire knowledge and pool experience with others before taking the next step. Here, the ESADE EMBA seemed just the ticket.
Did you want to become entrepreneurs before you took the ESADE EMBA programme? What influence did the EMBA have on your project?
MB: No, I wasn’t thinking about starting my own business, rather it was part of the process I just mentioned. The EMBA is not an Academic Master’s programme but a change process that gives you the tools to reflect and to plan your next objectives. With regard to how much the EMBA affected our project, it all began as just another assignment and a year and a half later, we are striving to make the dream come true. I don’t think we would be where we are now if it had not been for the EMBA programme.
OF: I had also neither thought about founding a company and in fact I am still surprised at doing so. In the beginning, it was simply a capstone project. We had found we had too good an opportunity to let it slip through our hands. I suppose that the EMBA programme gave me the self-confidence I needed to tackle something as inherently risky as founding a start-up.
What knowledge and values did you acquire during the EMBA programme and that you applied in setting up Made of Genes?
OF: Made of Genes is a firm that is inspired by the Lean Start-up model. We began with an idea and its corresponding Business Model Canvas. Then, after several validations of the idea, we varied it up to eight times until we found a value proposition where we could say to ourselves: “That’s the idea, now let’s register a company”. We then carried out several more iterations of the idea and honed our vision in the light of market feedback and the resources we had available. Nevertheless, having a flexible, dynamic vision at the outset was vital. With hindsight, the first seven business models would not have worked in the real world.
MB: Yes, that’s absolutely right. The obsession with validating the model and focusing on the market has become of part of Made of Genes‘ DNA. It is something that we have established as ‘best practice’ among our various work teams. The key is to meet users’ real needs in which technology has to solve problems, not create them.
What changes has taking the EMBA made to your careers? Did it mark a watershed in your lives?
OF: It certainly made a huge difference. When I joined the MBA programme, my view of things was an entirely technical one. For me, the technical aspects were the most important things about a product and I naively believed that a good product would sell itself. After completing EMBA, I no longer thought that. I had become aware that the market and sales strategy are much more important than the product. Paradoxically, I believe that having the new vision of the market helps technical types like me to identify real needs and thereby develop better products.
MB: The key point is the 360-degree vision EMBA gives you in a classroom with 50 professionals drawn from different backgrounds and experience. In the year and a half that the programme lasts, you take this in and it changes your way of seeing a company and helps you grasp and take decisions far beyond your context or position. Having founded a start-up marks a watershed in one’s personal and professional development. Why would you recommend taking the EMBA?
MB: Taking the EMBA is a unique opportunity for personal, professional and intellectual growth. I would recommend it to anyone who is eager to grow and learn in ways that go beyond the strictly academic.
OF: As I mentioned, I believe that the EMBA programme is a way of giving a technical type like me the tools they need to thrive in senior management. To be honest, I would not recommend EMBA for everyone merely as a way to get a better job. I think such an approach is the wrong one and that there are many other ways of climbing the ladder — for example, through professional specialisation. An EMBA is a way of getting a better grasp of business complexity while renouncing greater specialisation. If you aim to get this wider grasp of business, the EMBA programme is undoubtedly one of the best investments in time and money that you can make.
How would you sum up your experience as entrepreneurs? What would you say to someone who was thinking of setting up his or her own company?
MB: Entrepreneurship is a way of life for us. We think about Made of Genes 24 hours a day. Passion for one’s project is vital for anyone thinking of starting their own business. Second, I recommend that the decision be a family one. Do not even think about starting a business unless your wife or husband is willing to back you to the hilt. Last, when it comes to finding those who will help you along the way, seek people who complement your skills, who you can rely on, trust and learn from.
OF: I would ask someone thinking of beginning a firm whether they are just looking for a job tailored to their needs or for a scaleable solution to a social problem. They are two very different notions of entrepreneurship and involve different levels of risk and self-sacrifice. When it comes to scaleable business models, we in Spain cannot afford to continue thinking only about the domestic market. This means that we need to plan internationalising our business from the outset despite limited resources and access to funding. Whether we like it or not, we still have a lot of catching up to do when we compare how things work in the start-up eco-system in The United States.
The Third Stage of the EMBA programme contains a high-profile subject that also happens to be one of the most interesting. It is the Business Development Project (BDP) and its purpose is to develop a project from a start-up’s perspective, whether the business is a new independent one or is an In-Company project. In either case, the methodology is one specially tailored for such embryonic firms.
Once the project’s initial stages had been finished (setting up teams, brain-storming, defining the project and so forth), work was begun on building the foundations for sound development of the business, incorporating the knowledge and skills acquired in earlier stages of the EMBA programme. The process ends with defence of the project before the examiners.
Project progress is monitored and milestones and part submissions established. These are tweaked in the light of any deviations from plan.
“The world is run by those who show up, not those who wait to be asked” (Steven Blank)
How can we re-invent our profession so as to be happier in our jobs? This interesting question was the subject of the first Update Session in the #ESADEguests series held on the 10th of November. David Tomás, CEO of Cyberclick (a Spanish company that received the 2014 Best Place to Work award) and author of the book La empresa más feliz del mundo [The Happiest Company in The World] revealed the keys to developing an outstanding corporate culture.
Tomás believes that the best way to be happy at work involves developing an outstanding corporate culture. Design of the corporate culture is important but so is ensuring that new recruits fit in with the company’s values.
David Tomás illustrated his argument with 12+1 keys for developing an outstanding corporate culture:
1. What culture do we want? He recalled that “No culture is better than the rest but if we do not clearly define the culture, we will end up with one that we dislike”.
2. Values. These should not merely be listed, rather they should help us take decisions.
3. Recruit top-quality staff. It is important to ensure the company is staffed by top professionals whose values are aligned with those of the firm.
4. Selection process. David Tomás noted that the key lies in detecting the patterns that lead to the professional success of those whom the company recruits.
5. Spend more time on the selection process. The whole team needs to be involved to ensure that the right person is chosen for the job.
6. Call referees. This is another way to check that the right person is chosen for the post.
7. Sell. It is important to convey the company’s values to someone joining the firm.
8. Review. The speaker explained that his company holds a meeting with the individual after three weeks in the job to check whether his or her values are fully aligned with the firm’s business culture.
9. If you believe you are in the wrong place. Companies in Grupo Cyberclick offers two months’ salary to those who feel the post is not for them so that they can look for a new job.
10. Three drivers of happiness in one’s job. These are: having freedom to take decisions; feeling that one is continually improving; finding purpose in what one does. Tomás noted that these principles are based on the book Drive by Daniel Pink.
11. Always learning. It is important not to get stuck in a rut and to feel that one is making progress in the company.
12. Open Book Management. The company must be open and give its staff full information on how the business is doing.
12+1. The importance of measuring happiness. David Tomas explained that his company uses daily questionnaires in which staff are asked about how satisfied they are.
It is hard to briefly summarise the nature of the experience of the stay at Món Sant Benet. The Outdoor Experience Learning Programme marks a watershed in our EMBA studies. From the standpoint of leadership and self-leadership, the programme is an initiation in personal and social management under changing conditions. The nature of the change may be personal, professional, or even corporate. Working together to deal with changes of various kinds helped us strengthen relations and improve teamwork.
These are just some of the terms participants used to sum up in a few words what the programme meant to them.
It is hard to return to the daily grind after this experience in such an idyllic setting yet one has to make the most of every waking moment. The daily routine takes up most of our time and makes us lose touch with what is really important. That is why we are often loathe to stray off the beaten track or to face the need for change. Such shortcomings are part of human nature but we can overcome them with enthusiasm, initiative and determination.
“The future depends on what we do today” (Mahatma Gandhi)
Yes indeed, the quickening pace of the programme over the last few weeks makes it seem like ages since we began it. Yet a look at the calendar reveals the shocking truth, it all began just two months ago! It is hard to believe.
We feel we are building something that will underpin our knowledge. At the same time, we are enjoying the truths that emerge as if by magic from each Master Class. These truths span everything from leadership and geo-politics to entrepreneurship, complex supply chains, and common-sense marketing. This was all inter-linked to form an intrinsic part of our business judgment.
At the same time, we were also engaged in ‘de-construction’, learning to ‘unlearn’ and reverse engineer pre-established concepts to create a 360-degree approach to reasoning that was linked to one’s emotions. Our quest revealed the nature of the unknown.
“Investment in knowledge pays the best interest” (Abraham Lincoln)