Strategic Thinking in Digital Era

October 21, 2016
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Strategic Thinking in a Global and Digital World
CEMS Course, 7.5 ECTS, Course No. 9481
Robin Teigland, Professor
Michal Gromek, PhD Student
Syllabus - Fall 2016
Teachers Course Director:
Robin Teigland
Professor of Business Administration
Department of Marketing & Strategy, SSE
e-mail: robin.teigland@hhs.se (please contact by email only)
Twitter: robinteigland
Teaching Assistant:
Michal Gromek
PhD Candidate Business Administration
Address:C533, MaSt, Box 6501, SE-113 83 Stockholm, Sweden,
E-mail: michal.gromek@phdstudent.hhs.se
Course assistant Agneta Carlin
Department of Marketing & Strategy, SSE
Address:C 530, MaSt, Box 6501 | SE-113 83 Stockholm
Phone: 08-736-9632
E-mail: agneta.carlin@hhs.se
COURSE CONTENT
The purpose of this course is to introduce you to the essentials of strategic thinking in a global and digital world:
the art and science of developing and implementing a strategy that creates and delivers superior customer value
in an increasingly complex global and digital environment.
The course will provide you with an overview of how digitization and disruptive technologies have created
profound shifts during recent years throughout industries and the value chains of international firms as well as in
how technology can be leveraged to create sustainable competitive advantage.
The course will enable you to develop your understanding of and skills related to strategic thinking in a global
and digital world through applying the appropriate strategic frameworks, concepts, and methods in coursework
as well as in a Scenario Planning project. In order to enable the integration of theory and practice, you will
conduct your Scenario Planning project for one or more manager(s) on a key focal issue that the manager and
their company is currently facing for the future. More information can be found on the SSE Portal.
Course material will be integrated through three primary themes.
 Technology-enabled strategies that deliver superior customer value and implementation of these
strategies in a global context.
 Digitization, disruptive innovation and the effects of disruptive technologies on business strategy and
competitive advantage.
 Networked organizations and new ways of working and the implications for business strategy and

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LEARNING OBJECTIVES
At the completion of the course, you should have earned the mindset, knowledge, and toolkit of a business leader
operating an organization in a global and digital world. More specifically, you should have increased your ability
to act and take strategic decisions in complex, unpredictable, and turbulent global and digital environments by
being able to do the following:
 Demonstrate an understanding of industrial revolutions, digitization (e.g., Moore's law, network effects,
information goods), and disruptive technologies (e.g., 3D printing, artificial intelligence, virtual reality,
Blockchain) and their influence on value creation in society.
 Analyze and assess the impact of digitization and disruptive technologies on business strategies and
 Demonstrate the ability to thoroughly and creatively gather and analyze relevant information using
strategy frameworks.
 Demonstrate the ability to formulate strategies for exploiting technology-enabled business opportunities
in a global and digital world.
 Accurately identify strategic challenges, create strategic solutions, and recommend effective tactical
plans that demonstrate your knowledge of integrated strategy concepts and appreciation for the
inherently strategic nature of decision making in a global and digital world.
 Analyze and anticipate the future through understanding Scenario Planning as a strategic thinking tool
and through conducting a Scenario Planning project on a live organizational issue.
 Demonstrate an understanding of the practices and challenges of networked organizations in a global
business environment.
 Demonstrate oral and written communication skills as they pertain to the analysis, formulation and
implementation of strategic thinking in a global and digital world by using persuasive and evidence-
based arguments in support of well-grounded management actions.
 Demonstrate team management skills by producing professional in-class presentations and deliverables.
LEARNING ACTIVITIES AND PEDAGOGY
Class Format
We will conduct each class more like a seminar in which our role will be as moderators, questioners, and
facilitators. The course involves a variety of activities such as lectures and discussions using pre-assigned
readings, case analyses,in-class exercises, group projects and presentations,and external speakers. Throughout
the course, we will integrate practice with theory by working with real company examples from different
industries.
Please bring your computer or an internet device to each class. (If you do not have a computer to bring to
class, then please sit next to someone in class who does.) In addition, you will be required to use library
resources, the internet, and potentially other electronic media to conduct the necessary work for the course.
We expect that you will come well prepared to each session. You are to complete the readings and assignments
thoroughly before each class, and in some cases, you will present the assigned material in class. Being prepared
includes being able to discuss the assigned literature and relating it to your experience as well as knowing the
facts and issues of the cases when appropriate. In addition, we expect those students who are not presenting to be
prepared with questions and comments and to contribute to the discussion.
Moreover, we are interested in the quality of your participation. Quality is the extent to which you offer key
insights on course topics and readings, relate your comments to the topics at hand, and relate current topics to
previous topics or material from other classes. Comments that add value to our conversations possess es one or
more of the following attributes:

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1. Offer a different, unique, and relevant perspective on the issue at hand.
2. Contribute to moving the discussion and analysis forward.
3. Build on others’comments. Too often students and managers fail to listen to the comments of others.
Good comments might begin with “In agreement with what Jane has just said…” or “I’d like to
disagree with Ted’s point….” or “I think we’re all missing a key point here…”
4. Transcend the “I feel” syndrome. In otherwords, a quality comment includes some evidence or
analysis of inherent tradeoffs and demonstrates reflective thinking.
An Open and Sharing Environment at SSE and Beyond
You are encouraged to share related course information with students in your group, in other groups, and people
outside this course. Please use the course hashtag – #SSE9481 to share interesting sites and information you find
related to the course on twitter (TweetDeck is a good twitter app).
Literature
The course literature is a mix of recent publications, newspaper articles, videos, and audiobooks. There is no
textbook. To keep the content as timely as possible, some additional material may be presented at the latest one
session in advance. For some of the material, you will find links to where it can be located on the internet. Some
articles need to be downloaded from the School’s journal databases, and the cases and some of the remaining
material we will distribute.
ASSESSMENT
Assignments and Examination
The examination of this course is as follows:
a. Final Exam – 60% . One final take-home exam due by December 14, where you will individually
demonstrate to what extent you have achieved the intended learning outcomes. More information will
be provided later in the course.
b. Scenario Planning Group Project – 40% . This consists of two components: 1) one in-class
presentation and one feedback on another’s team’s in-class presentation on November 22, and 2) one
video presentation and one written project report due by January 9.. More information on the Group
Project can be found in the Scenario Planning Group Assignment document on the Portal. Please note
that you have already been divided into 12 teams for this assignment. You can see the teams on the
Portal.
c. Individual and Group Session Preparation – Pass/Fail. For each session, there are individual
and/or group assignments. These should be submitted to the SSE Portal by 8:00 am the same day as
the session, unless otherwise indicated. More information is below in the Schedule.
d. Individual Class Participation – Pass/Fail. Class leadership, participation, and professionalism, where
each student individually demonstrates their ability to contribute to a high-quality learning environment
in class throughout the course.
e. Individual Guest Speakers – Pass/Fail. Questions for guest lecturers to demonstrate ability to relate
theory to practice
You need to complete and submit via the SSE Portal all assignments by the respective times. Failure to do so
will result in points taken from your final grade. All submission limits, including page limits, must be followed.
Exceeding the limit will result in a 5% reduction in the assessment of the submission. Submissions turned in late,
but within 24 hours of the deadline will receive half credit. Submissions more than 24 hours late will not be
accepted. Exceptions to this policy may be granted for personal emergencies.
You are encouraged to be creative in your use of media and presentation tools in your coursework. Feel free to
include YouTube or other video clips, storytelling, audience interaction, etc. This is a great chance to
experiment. You are also more than welcome to use material from the internet for your assignments and
casework. Please remember, however, that you must properly cite any sources that you use. See
www.plagiarism.org for some guidelines. You must also integrate the material into a professional presentation
and be prepared to present as well as show that you have a thorough understanding of the material.

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Please note that while all groups may be asked to prepare an assignment for a session, only some groups may be
asked to present their work, i.e., not all groups will have time to make their presentation in each session.
Individual Class Participation
Class participation is mandatory, i.e., you must attend each class for the entire class.
 If need be, you may miss one class of your choice, but you must notify us of this in advance by email or
by speaking with us in a previous class.
 If you miss the second class (or part of one), you will be given a makeup assignment.
 If you miss three classes (or the equivalent in parts of classes), then you will not be able to pass the
course.
To keep track of your participation, you are kindly being requested to be seated in the same seat each class
starting from the second class session,unless otherwise indicated.
If you are going to participate in the CEMS Career Forum at WU (November 11th-12th), please notify us by
email by November 1st.
Guest Speakers
As several high-profile guest speakers will join us, you will be requested to submit two questions that you would
like the speaker to answer during their presentation. These should be submitted by 5:00 pm two calendar days
in advance so that we will be able to tailor their performance toward your needs.
You are to submit your questions on the pirate pad: http://piratepad.net/Tg32CO5Ui0.

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SCHEDULE
Please check the SSE Portal daily for updates.
OCTOBER 27, 10:15 TO 12:00
Session 1 Topic: Introduction – Industrial Revolutions and Navigating Uncertainty through Scenario Planning
Preparation Material
 This Course Description and Syllabus.
 Scenario Planning Group Assignment and Scenario Planning Teams
 Novare Disruptive Innovation Program material
 Review the basics of strategy through the online CEMS learning tool, “The Strategic Process”.
 The Fourth Industrial Revolution: what it means, how to respond,
https://www.weforum.org/agenda/2016/01/the-fourth-industrial-revolution-what-it-means-and-how-to-
respond/
 Extreme automation and connectivity:  The global, regional, and investment implications of the Fourth
Industrial Revolution, UBS, https://www.ubs.com/global/en/about_ubs/follow_ubs/highlights/davos-
2016.html
 Dobbs, R., Ramaswamy, S., Stephenson,E., & Viguerie, S. P. (2014). Management intuition for the
next 50 years. McKinsey Quarterly.
 Wilkinson, A. & Kupers, R., 2013. Living in the futures. Harvard Business Review, 91(5), pp.118-127.
 Bradfield, R., Wright, G., Burt, G., Cairns, G., & Van Der Heijden, K. (2005). The origins and
evolution of scenario techniques in long range business planning. Futures, 37(8), 795-812.
 Optional
 Digitizing Europe: Why Northern European Frontrunners Must Drive Digitization Of The EU
Economy, http://image-src.bcg.com/BCG_COM/BCG-Digitizing-Europe-May-2016_tcm22-
36552.pdf
 No Ordinary Disruption, 2015://www.mckinsey.com/mgi/no-ordinary-disruption
Individual Assignment #1
 Familiarize yourself with the course by reading the Course Description - this document.
 Prepare presentation answering the below questions with the help of the above readings and be prepared
to discuss in class. Label yourpresentation “Session1_Lastname” and upload to SSE Portal by October
27, 8:00 am
1. Are we experiencing an Industrial Revolution Based on the course readings, your previous
experience, and potentially other sources, do you think we are experiencing an Industrial
Revolution? Why or Why not? (1 slide and cite your sources)
2. What are some challenges for leaders of international organizations in times of fast-paced
technological change? (1 slide and cite your sources)
3. What is Scenario Planning? Based on the course readings, your previous experience, and
potentially other sources,develop your own definition of Scenario Planning. What is the
relationship between Scenario Planning and other forecasting tools and methods? What are the
relationships between Scenario Planning and the concepts of vision, mission, business strategy,and
business model? (1-2 slides and cite yoursources).
4. What skills does a CEO need to conduct Scenario Planning? (1 slide and cite yoursources)
 Familiarize yourself with the SSE Library by logging into the SSE Library and exploring the School’s
Database site and databases:http://www.hhs.se/Library/Pages/Databases.aspx.
Group Assignment #1
 Familiarize yourself with the group project by reading the Scenario Planning Group Assignment.
 Familiarize yourself with your group by looking at the Division Into Groups document.

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NOVEMBER 1, 9:15 TO 12:00
Session 2 Topic: The Sharing and Collaborative Economy - Exploring value creation through multi-sided
platforms and regulatory consequences
 Case: Uber and the Sharing Economy: Global Market Expansion and Reception
 Botsman, R. (2015). Defining The Sharing Economy: What is Collaborative Consumption–And What
Isn’t. Fastcoexist.com, 27.
 Sundararajan, A. (2014). Peer-to-peer businesses and the sharing (collaborative) economy: Overview,
economic effects, and regulatory issues. Written testimony for the hearing titled The Power of
Connection:Peer to Peer Businesses, January.
 Does The Sharing Economy Have a Shadow Side? https://www.fastcompany.com/3013272/does-the-
sharing-economy-have-a-shadow-side
 van Astyne,M. W., Parker, G. G., & Choudary, S. P. (2016). Pipelines, platforms, and the new rules of
strategy.Harvard Business Review, 94(4), 16.
 Huws, U. & Joyce, S. (2016) Crowdworking Survey Sweden, http://www.uni-europa.org/wp-
content/uploads/2016/03/crowd-working-survey-swedenpdf.pdf.
 The Rise of the Platform Enterprise: A Global Survey, http://www.thecge.net/wp-
content/uploads/2016/01/PDF-WEB-Platform-Survey_01_12.pdf
 Optional
o Parker, G. G., Van Alstyne,M. W., & Choudary, S. P. (2016). Platform Revolution:How
networked marketsare transforming the economy and how to make them work for you.
o EU Commission: A European agenda for the collaborative economy
o EU Commission: European agenda for the collaborative economy - supporting analysis
o Felländer, A., Ingram, C., & Teigland, R. (2015). Sharing Economy–Embracing Change with
Caution. In Näringspolitiskt Forumrapport (No. 11). http://entreprenorskapsforum.se/wp-
content/uploads/2015/06/Sharing-Economy_webb.pdf
o Wobbe,W. et al., (2016). The Digital Economy and the Single Market: Employment Prospects
and Working Conditions in Europe.
Group Assignment #1
 Prepare the Uber case by answering the below questions. Label your presentation “Session2_Group#
and upload to SSE Portal by November 1, 8:00 am.
o What should Uber do next?
o How should Uber handle the challenges presented by its competitors around the world?
o What strategies should Uber implement?
o Should it leave its challenging global markets and simply focus on the U.S. market?
 One of the challenges the Sharing Economy is facing is that it comes into considerable conflict with
governments and many regulations across the globe. What advice do you have for the Swedish
government when it comes to how you think it should regulate and/orencourage the sharing economy
in Sweden?
Session 3 Topic: The Cloud,Big Data, Data Analytics,and Data Visualization – A potential source of
sustainable competitive advantage but one that entails risks related to privacy and integrity of personal data.
 Case: IBM at the Crossroads
 How Big Data is Changing Disruptive Innovation, Harvard Business Review, January 2016
 How the Big Data Explosion has Changed Decision Making, Harvard Business Review, August 2016.
 What every CEO needs to know about the Cloud, Harvard Business Review, November 2011.
 Big Data: The Management Revolution, Harvard Business Review, October 2012.
 Pigni, F., Piccoli, G., & Watson,R. (2016). Digital Data Streams. California Management Review,
58(3), 5-25.

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 Elum, B., et al., (2015). The Path to Prescription: Closing the gap between the promise and reality of
big data. Rotmann Magazine.
 Marc Torrens (2016), Banking on Innovation Through Data, Fintech Book, Wiley 2016, p 232-243.
 Reform of EU data protection rules: http://ec.europa.eu/justice/data-protection/reform/index_en.htm
 Data visualization webinar: https://hbr.org/webinar/2016/05/dataviz-making-smarter-more-persuasive-
data-visualizations
 PopTech 2009, Pollan, M., video: https://youtu.be/6As879M_kCs
Guest Lecture
Galina Shubina, Founder, Gradient Descent, https://www.linkedin.com/in/galinash
 Prepare two questions for the guest lecturer and post by November 1, 17:00 on the piratepad,
http://piratepad.net/Tg32CO5Ui0.
Group Assignment #1
 Prepare the IBM case by answering the below questions.Label yourpresentation “Session3_Group#
and upload to SSE Portal by November 3, 8:00 am.
o Describe IBM’s strategic shifts over the last 20 years. What lessons can be learned?
o Analyze IBM’s resources,capabilities, and competencies. Do you think IBM can gain (and
sustain)a competitive advantage? Why or why not?
o How should IBM position itself to take advantage of current technology trends? Should IBM
focus on a particular segment or try to maintain vertical integration?
Session 4 Topic: Open Innovation,Crowdsourcing-based Business Models and Sources of Funding
 Downes, L., & Nunes, P. (2013). Big bang disruption. Harvard Business Review, 44-56.
 Kohler, T. (2016). Corporate accelerators: Building bridges between corporations and startups. Business
Horizons, 59(3), 347-357.
 Sonea, A., (2016) So, you think the Innovation Lab is the Answer, FinTech Book, Wiley 2016 p.173-
179.
 Di Gangi, P. M., Wasko, M. M., & Hooker, R. E. (2010). Getting Customers’ Ideas to Work for You:
Learning from Dell How to Succeed with Online User Innovation Communities. MIS Quarterly
Executive, 9(4).
 Whelan, E., et al., 2011. Creating Employee Networks that Deliver Open Innovation. MIT Sloan
Management Review.
 Campbell, A. (2016) Crowdsource a Hedge Fund, FinTech Book, Wiley 2016 p.160-165.
 Kohler, T. (2015). Crowdsourcing-based Business Models. California Management Review, 57(4), 63-
84.
 Tesla Motors’ Open Source Revolution: Intellectual Property and the Carbon Crisis,
https://medium.com/@DrRimmer/tesla-motors-open-source-revolution-intellectual-property-and-the-
carbon-crisis-95259ff867e6#.re7gm7rha.
 Local Motors, www.localmotors. com
 Optional
o Tesla Motors: Intellectual Property, Open Innovation,and the Carbon Crisis,
https://www.law.berkeley.edu/files/Tesla_Motors_IP_Open_Innovation_and_the_Carbon_Cris
is_-_Matthew_Rimmer.pdf.
 Research Local Motors (LM) and its innovation strategy through the Local Motors website and by
finding other relevant information online and answer the below questions.Label your presentation
“Session4a_Lastname” and upload to SSE Portal by November 8, 8:00 am.
o Describe the value chain of LM. How do you think LM’s value chain differs from that of

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other automobile manufacturers, such as Ford?
o What are the sources of LM’s competitive advantage? Identify the principal resources and
capabilities that form the basis of LM’s competitive advantage.Are LM’s resources
“competitively superior” to other competitors in the industry?
o How sustainable is LM’s competitive advantage? To what extent is LM’s competitive
advantage sustainable against imitation? Be sure to address the issue of “isolating
mechanisms”.
o Will LM be able to transfer its competitive advantage it has in the USA to other
countries? Will it be able to leverage the same resources and capabilities that it has in the
USA in othermarkets, such as Germany? Are LM’s resources and capabilities specific to
USA?
o Looking into the future, what should LM do to sustain its performance? What challenges
does it face? How can it defend against competitive (and other) threats?
 Analyze your Scenario Planning Organization in terms of innovation and prepare answers to the below
questions. Label your presentation “Session4b_Group#” and upload to SSE Portal by November 8, 8:00
am.
o How does your organization work with innovation? How is it organized?
o How does your organization fund its innovation?
o What recommendations do you have for your organization in terms of how it could improve its
innovation activities?
NOVEMBER 10, 9:15 TO 12:00
Session 5 Topic: Leading Digital Transformation: Challenges and Key Success Factors
 Strategy,not Technology, Drives Digital Transformation: Becoming a digitally mature enterprise, 2015
Digital Business Global Executive Study and Research Project by MIT Sloan Management Review and
Deloitte
 Digital Ubiquity: How connections, sensors, and data are revolutionizing business, Harvard Business
Review, November 2014.
 Leading a Digical Transformation, Bain & Company.
 Weill, P. & Woerner, S., 2015. Thriving in an increasingly digital ecosystem. MIT Sloan Management
Review.
 Optional
o Whelan, E. & Teigland, R. 2013. Transactive memory systems as a collective filter for
mitigating information overload in digitally enabled organizational groups, Information &
Organization, 23, 177–197.
Guest Lecture
 Joakim Jansson,Authorand Digital Transformation Enabler, DigJourney,
https://se.linkedin.com/in/joakimj
Group Assignment #1
 To be determined.

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NOVEMBER 14, 9:15 TO 12:00
Session 6 Topic: The Flipped Firm and Value Creation through Open Source Communities
 Case: Mesosphere:Creating Lasting Value on Top of Open Source Software.
 Teigland, R., Di Gangi, P. M., Flåten, B. T., Giovacchini, E., & Pastorino, N. (2014). Balancing on a
tightrope: Managing the boundaries of a firm-sponsored OSS community and its impact on innovation
and absorptive capacity. Information and Organization,24(1), 25-47.
 Evans, P. & Forth, P. (2015). Borges’ Map: Navigating a World of Digital Disruption, April.
 Adler, P. S. (2001). Market, hierarchy, and trust: The knowledge economy and the future of capitalism.
Organization Science,12(2), 215-234.
 Wasko, M. M., & Teigland, R. (2004). Public goods or virtual commons? Applying theories of public
goods,social dilemmas, and collective action to electronic networks of practice. JITTA: Journal of
Information Technology Theory and Application,6(1), 25.
 O’Mahony, S. & Lakhani, K., 2011. Organizations in the Shadow of Communities Research in the
Sociology of Organizations v. 33, p. 3-36, 2011.
 O’Mahony, S. & Ferraro, F. 2007. The emergence of governance in an open source community.
Academy of Management Journal, 50, 5, 1079-1106.
 Teigland, R., Yetis, Z., & Larsson, T. 2013. Breaking Out of the Bank: Exploring Emergent
Institutional Entrepreneurship through Bitcoin. 15th Swedish Network for European Studies in
Economics and Business (SNEE) Conference, Grand Hotel. Mölle, Sweden.
 Optional
o Dahlander, L., & Wallin, M. W. (2006). A man on the inside: Unlocking communities as
complementary assets. Research Policy, 35(8), 1243-1259.
o Yetis, Z., Teigland, R., & Dovbysh,O. 2015. Networked Entrepreneurs: How Entrepreneurs
Leverage Open Source Software Communities. American Behavioral Scientist, Special Issue
on Networked Work and Networked Research.
o Benkler, Y., 2006. Wealth of Networks.Yale University Press.
 Check out Github and the Bitcoin code: https://github.com/bitcoin.
 Prepare the below questions. Label your presentation “Session6a_Lastname” and upload to SSE Portal
by November 14, 8:00 am.
o Where did Bitcoin come from?
o What motivates people to contribute to and “work for” an open source community, such as the
Bitcoin community?
o How do people “working” for an open source community make a living?
o How does one become a leader of an open source community? What skills are necessary to be
a leader?
o How is the Bitcoin community governed?
Group Assignment #1
 Read the Case Mesosphere and otherpreparation material and prepare the below questions. Label your
presentation “Session6b_Group# and upload to SSE Portal by November 14, 8:00 am.
o Analyze Mesosphere’s resources,capabilities, and competencies. Do you think Mesosphere
can gain (and sustain)a competitive advantage? Why or why not?
o What should Mesosphere do in terms of its business model? How can it increase revenues?
o What challenges does Mesosphere experience in its collaboration with the open source
community? What can Mesosphere do to improve its collaboration with the community?

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NOVEMBER 16, 9:15 TO 12:00
Session 7 Topic: The Future of Labor: The Gig Economy and AI, Robots, Drones, VR/AR, Nanotechnology, and
3D printing
 Frey, C. B., & Osborne, M. A. (2013). The future of employment: how susceptible are jobs to
computerisation. http://www.oxfordmartin.ox.ac.uk/
downloads/academic/The_Future_of_Employment.pdf
 World Economic Forum (January 2016). Global Challenge Insight Report. The Future of Jobs -
Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution.
http://www3.weforum.org/docs/WEF_FOJ_Executive_Summary_Jobs.pdf
 Boston Consulting Group (2015) Man and Machine in industry 4.0 – How will technology transform
the industrial workforce through 2025. http://www.bcg. it/documents/file197250.pdf
 The combination of human and artificial intelligence will define humanity’s future, TechCrunch,
https://techcrunch.com/2016/10/12/the-combination-of-human-and-artificial-intelligence-will-define-
humanitys-future/
 Artificial Intelligence and Life in 2030: A One Hundred Year Study on Artificial Intelligence,
https://ai100.stanford.edu/sites/default/files/ai100report10032016fnl_singles.pdf
 Foxconn reaches 40,000 robots of original 1 million robot automation goal,
http://www.nextbigfuture.com/2016/10/foxconn-reaches-40000-robots-of.html
 Power, D. & Teigland, R. 2013. Postcards from the Metaverse: An Introduction to the Immersive
Internet. In Teigland, R. & Power, D. (Eds.) The Immersive Internet – Reflections on How the
Entangling of the Virtual with the Physical May Impact Society, Politics, and the Economy. London:
Palgrave Macmillan.
 Harris, Seth D., Krueger, Alan B. (2015). A Proposal for Modernizing Labor Laws for Twenty-First-
Century Work: The “Independent Worker”, https://www.brookings.edu/wp-
content/uploads/2016/07/modernizing_labor_laws_for_twenty_first_century_work_policy_brief.pdf
 Taylor, Timothy, 2015. New Rules for workers in the Gig Economy?
http://conversableeconomist.blogspot.com.br/2015/12/new-rules-for-workers-in-gig-economy.html
 Global 3D printing Report 2016 – EY, http://www.ey.com/Publication/vwLUAssets/EY-3d-druck-
studie-executive-summary/$FILE/EY-3d-druck-studie-executive-summary.pdf
 Optional
o Teigland, R. & Schenkel, A. 2015. Understanding Downsizing: A Multi-level Model
Integrating Downsizing, Social Capital, and Dynamic Capabilities. International Journal of
Human Resources Management.
Guest Lecture
 Danilo Nóbrega da Cunha, Head of Presales Scandinavia, Amadeus IT Group, http://bit.ly/2cTmRgR
Group Assignment #1
 For your below assigned technology,prepare a presentation answering the below questions.Label your
presentation “Session7_Group#” and upload to SSE Portal by November 16, 8:00 am.
o What does this technology enable today?
o What do you think this technology will enable in 10 years?
o How do you think this technology will influence the firm’s boundaries and value creation in 10
years?
o How will this technology influence the Gig Economy in 10 years?
Team # Technology Team # Technology
1, 2 AI 7,8 VR/AR/3D internet
3,4 Robots 9,10 Nanotechnology
5,6 Drones 11,12 3D printing

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NOVEMBER 22, 9:15 TO 12:00
Session 8 Topic: Fintech and the Transformation of an Industry: Crowdfunding,Cryptocurrencies,and
Blockchains
 Case: Jean-Philippe Vergne, Lending Loop: Fintech Disruption in Canadian Banking, W16252, Richard
Ivey School of Business Foundation 2016.
 Part of a case: Paypal in 2015: Reshaping the Financial Services Landscape. Stanford Business,Case E-
572, Page 5 (start reading after: “Mobile Application”) up to Page 10.
 World Economic Forum, The Future of Financial Services 2015, -
http://www3.weforum.org/docs/WEF_The_future__of_financial_services.pdf accessed October17th,
2016.
 Kalina S. Staykova, & Damsgaard, The race to dominate the mobile payments platform: Entry and
expansion strategies. Electronic Commerce Research and Applications,Volume 14, Issue 5,
September–October 2015, Pages 319–330
 Stockholm FinTech an overview of the FinTech sectorin the Greater Stockholm Region -
https://www.hhs.se/contentassets/b5823453b8fe4290828fcc81189b6561/stockholm-fintech---june-
2015.pdf.
 Dale Rogers, Rudolf Leuschner, Thomas Y.Choi, The Rise of FinTech in Supply Chains, June 22nd,
2016, Harvard Business Review, p.1-p.4
 Adam Hayes, Paolo Tasca, Blockchain and Cryptocurrencies,Wiley 2016 p.217-220.
 Bauman, D., Lindblom, P., & Olsson, C., (2016) Blockchain:Decentralized Trust. Chapters 1-6.
http://entreprenorskapsforum.se/wp-content/uploads/2016/10/NaPo_Blockchain_webb.pdf
 Neil Costigan, Behavioural Biometrics – A New Era of Security, The FinTech Book, Wiley 2016,109-
111
 Frank Sonder, Banking Like Water – The FinTechBook,Wiley 2016 p.258 – p.260
 Cybersecurity: The Age of the Megabreach:
https://www.technologyreview.com/s/545616/cybersecurity-the-age-of-the-megabreach/
 The Biggest Cybersecurity Threats Are Inside Your Company, Harvard Business Review, September
2016
 How Facebook Uses Empathy to Keep User Data Safe, Harvard Business Review, April 2016
 Optional
o Regulation (EU) 2016/679 … on the protection of natural persons with regard to the
processing of personaldata and on the free movement of such data
o European Commission – Fact Sheet, Questions and Answers - Data protection reform,
http://europa.eu/rapid/press-release_MEMO-15-6385_en.htm
Guest Lecture
 Kataryna Jereczek, Head of Banking Operations, Avuba, Berlin,
https://de.linkedin.com/in/katarzynajereczek
 Giorgos Kryparos, IT Security Specialist, https://se.linkedin.com/in/kryparos
 Prepare two questions for each of the guest lecturers and post by November 20, 17:00 on the piratepad,
Group Assignment #1
 Prepare a canva.com presentation answering the below questions with the help of the above readings
and be prepared to discuss in class. Label your presentation “Session8_Group#” and submit to SSE
Portal and send to michal.gromek@phdstudent.hhs.se by November 20th 17:00.
 What should Stockholm do to become No.1. in Fintech?
http://www.investstockholm.com/globalassets/2.-understartsidor-investment-
opportunities/fintech/stockholm_fintech_report.pdf Which type of practical actions would you
suggest for the Stockholm Business Region to take for Stockholm to get No.1 in Europe instead of
being currently No.2. (2-3 slides and cite your sources).

October 21, 2016
12
 Based on your experience and readings, do you think that banks should collaborate with mobile
banking FinTech companies such as Dreams (https://www.getdreams.com/en), Avuba
(www.avuba.com, and Tink (www.tink.com)?. Why or why not? (2 slides and cite your sources).
 Imagine that you are COO of Tink. What are the essential threats for Internet Security for Tink and
how would you like to minimize them? Keep in mind that most FinTech companies consist of 5-10
FTEs (full-time employees) and have a limited budget. (1 slide on the threats and 2 slides on
potential solutions with recommendations. Cite your sources).
NOVEMBER 22, 13:15 TO 17:00
Session 9 Topic: Scenario Planning Project Initial Presentations and Feedback
 See Scenario Planning Group Project
Group Assignment #1
 See Scenario Planning Group Project
NOVEMBER 24, 9:15 TO 12:00
Session 10 Topic:Into the Future and The Fourth Industrial Revolution:Convergence,CSR and Ethics
 Ferraro, F. & Cassiman, B. (2014). Three trends that will change how you manage, IESE Insight.
 Bingham, C., et al., 2014. The Opportunity Paradox. MIT Sloan Management Review.
 Manyika, J., Chui, M., Bisson, P., Woetzel, J., Dobbs, R., Bughin, J., & Aharon,D. (2015). The Internet
of Things: Mapping the Value Beyond the Hype. McKinsey Global Institute.
 The Digital Transformation of Industries: A panel discussion at the World Economic Forum’s meeting
in Davos,https://www.bcgperspectives.com/wef-davos-2016-digital-transformation-industries-video
 CSR - http://dupress.deloitte.com/dup-us-en/focus/tech-trends/2016/social-impact-of-exponential-
technologies.html
 Open Bionics – www.openbionics.com.
 Bauman, D., Lindblom, P., & Olsson, C., (2016) Blockchain:Decentralized Trust. Chapter 7: Future
scenarios: http://entreprenorskapsforum.se/wp-content/uploads/2016/10/NaPo_Blockchain_webb.pdf
 Making Sense of Blockchain Smart Contracts, http://www.coindesk.com/making-sense-smart-
contracts/
 What Does it Take to Succeed as a Decentralized Autonomous Organization?
http://www.coindesk.com/succeed-as-decentralized-autonomous-organization/
 Swierstra, T., & Rip, A. (2007). Nano-ethics as NEST-ethics: patterns of moral argumentation about
new and emerging science and technology. Nanoethics,1(1), 3-20.
 Benkler, Y., (2008). Collective Intelligence: Creating a Prosperous World at Peace.
 Optional
o Digital Opportunities,2015. Digitalisation Commission.
Group Assignment #1
 Fully develop and prepare a presentation for one of yourfour scenarios for your Scenario Planning
project. Label your presentation “Session10_Group#” and upload to SSE Portal by November 24, 8:00
am.
DECEMBER 5, 9:15 TO 12:00
Session 11 Topic:Singularity, QuantumComputing, Energy, Ecology,and the Anthropocene
 Massive Disruption Is Coming With Quantum Computing,
http://singularityhub.com/2016/10/10/massive-disruption-quantum-computing/

October 21, 2016
13
 Galaz, V., Gars, J., Moberg, F., Nykvist, B., & Repinski, C. (2015). Why ecologists should care about
financial markets. Trends in ecology & evolution,30(10), 571-580.
 http://www.newyorker.com/business/currency/does-trumps-rise-mean-liberalisms-end
 A manifesto for algorithms in the environment: https://www.theguardian.com/science/political-
science/2015/oct/05/a-manifesto-for-algorithms-in-the-environment
 Westley,F., et al., 2011. Tipping toward sustainability Emerging pathways of transformation. Ambio: A
Journal of the Human Environment.
 Felländer, A., 2015. The Opportunities and Challenges of Digitalization. In Digital Opportunities,
project performance 37-70.
 Lewan, M., Kragic, D., Teigland, R. Swedish leaders need to be prepared for tech challenges,
https://www.thelocal.se/20160927/swedish-leaders-must-get-a-grip-on-tech-challenges
 Laying the foundations for a smart, sustainable city – Ericsson,
https://www.ericsson.com/res/docs/whitepapers/wp-smart-cities.pdf.
Guest Lecture
 Anna Felländer, Digital and Futuring Economist, https://se.linkedin.com/in/anna-felländer-55959b73
 Victor Galaz, http://www.stockholmresilience.org/contact-us/staff/2008-01-10-galaz.html
 Mats Lewan, International Speaker, Futurist, Consultant, Authorand Journalist,
https://se.linkedin.com/in/matslewan
 Prepare two questions for each of the guest lecturers and post by December 3, 17:00 on the piratepad,
Group Assignment #1
 To be determined
DECEMBER 14, 8:00
Examination: Take-home exam due
JANUARY 9, 8:00
Examination: Scenario Planning Project Reprt and Video due

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