Business Models for Developing & Engaging Talent
Course Description & Learning Objectives
- How and why do talent development practices vary across media and over time?
- How do the economics of talent development influence content production, aggregation, and distribution strategies?
- How have various participants structured their business models and strategies to address supply and demand constraints for talent?
Examples cover a broad array of media/entertainment (music, sports, theater, film, video games, social media, etc.) and organizations (LiveNation, Cirque du Soleil, FC Barcelona, NCAA, Disney/Pixar/Marvel/Lucasfilm, IMG, Google/YouTube, Electronic Arts, and numerous startups).
- Those who have or seek product management or similar operational roles and want to identify and articulate their objectives to others (especially upper management) effectively.
- Anyone who would like to view industries and markets through the eyes of the general manager/CEO (whether at a start-up or an industry giant), not just aspiring CEOs but anyone in any function who wants to understand why and how strategic choices influence a variety of decisions.
- Those pursing careers in services firms (management consulting, investment banking, investment management, private equity, venture capital, corporate & intellectual property law) who encounter clients from a variety of industries and markets and are required to identify and assess various strategic options quickly.
- Those who are new to the Telecom/Media/Technology industry and seek a comprehensive overview.
- Anyone who would like to apply a strategic filter when choosing employers by critiquing and handicapping their strategies.
- Anyone who would like to demonstrate the skill MBA recruiters have the most difficult time finding: strategic thinking (full survey results).
Strategy in Practice is required.
The primary delivery format is traditional classroom instruction. Each class session is 5 to 7.5 hours depending on the dates scheduled.
Classes will not be recorded. Students who miss a class session are welcome to attend a makeup session (if available) or the same session in a subsequent offering of the course.
Note the following recent research regarding passive vs. active note taking: To Remember a Lecture Better, Take Notes by Hand
Class preparation is essential to get the most out of the course. Most class sessions will include short tutorials or primers, whether related to technologies of interest, regulations, economic/financial terminology, or other concepts relevant to the discussion.
Students are also expected to complete a group or individual project with guidance from the instructor to apply concepts and methodologies from the class to a specific context.