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Innovation for Humanity and the Global MBA Program

Innovation for Humanity and the Global MBA Program. Thomas Allen Crain Senior Lecturer. Vision 2032. Crystal Ball Gazing • What are the problems that will face the world in 2032? • How will higher education change to address them?

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Innovation for Humanity and the Global MBA Program

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  1. Innovation for Humanity and the Global MBA Program • Thomas Allen Crain • Senior Lecturer

  2. Vision 2032 • Crystal Ball Gazing • • What are the problems that will face the world in 2032? • • How will higher education change to address them? • • Anecdotes: Philip K. Dick, Natalie Angier • Recent forecasts • • Joseph Stiglitz: U.S. financial model for higher ed. Is broken • • MOOCs, online education, and the role of technology • • Joseph Schumpeter: How academic disciplines are sinking the • MBA. The gap between what is taught and what is needed • in business.

  3. The Millennium Project

  4. Vision 2032 • Peter Singer, One World • • The major problems that face us are global in scope and • cannot be addressed through the national sovereignty model • ▫ Global climate change • ▫Genocide and terrorism • ▫ International trade • • Technology changes everything

  5. Creation of a New Business School • • Rare opportunity: rethinking business education • • Context: Johns Hopkins University in Baltimore & Washington • • The School of Professional Studies in Business and Education • • Enron, WorldCom, the Sarbanes Oxley Act, and ethics • • The Creation of the Carey Business School, 2007

  6. What Should the New School Be? • The new curriculum should •  teach business “with humanity in mind” •  retain the best parts of its part-time programs •  be global in scope; international in composition •  partner with schools and local institutions to drive change •  encourage collaboration and interdisciplinary approaches •  foster innovation and creativity •  build a sound moral compass in its graduates •  take a problem-based, student-centered approach

  7. Selection of Domains • Some existing programs in 2007 •  M.S. in Real Estate •  M.S. in Finance •  M.S. in Marketing •  M.B.A. (Part-time) •  B.S. in Business and Management • • Partnerships and dual programs with other schools • ▫ MBA/MPH, Business of Medicine • ▫ MBA/MA in Government • ▫ MBA/MA in Communications • ▫ Masters in Health Management • ▫ MBA/MFA (MICA)

  8. Transition to a Business School • • Elimination of Academic Departments • • Accreditation; hiring of full-time faculty (18 to 62) • • Redesign of faculty offices and space • • Faculty collaboration: communities of research • ▫ Business in Government • ▫ CityLab • • Creation of the full-time Global MBA • ▫ Business Essentials (marketing, finance, etc.) • ▫ Professional Development (internships, career dev.) • ▫ Modular, interdisciplinary curriculum • ▫ Elements that are “Distinctly Hopkins”

  9. Johns Hopkins Global MBA

  10. Johns Hopkins Global MBA

  11. Three Signature Programs • • The Thought and Discourse Seminars •  Communication and expression •  Leadership Ethics •  Governance and Accountability • • Discovery to Market • MBA content (marketing, strategy, finance) • Legal and regulatory aspects, venture formation • Understanding the science behind the innovation • • Innovation for Humanity

  12. Discovery to Market • • Real World Projects • Medical diagnostics and devices • Health informatics • Robotics • Renewable energy • • Intellectual property and technology transfer • • Partnerships (NIH, School of Medicine) • • Feasibility studies • • Capital investment

  13. Technology: Ellipsoidal aAPC Platform Immune Response in Human Body In Vitro Antigen Platform = Ellipsoidal Artificial APC + Arms Antigen Presenting Cell T-cell FDA Regulations Business Modeling Market Landscape Recommend. Overview IP

  14. Value Proposition Easier Delivery • Cell-free production • Mass manufacturing capability • Available off-the-shelf Less Side Effects • Enhances natural immune response • Possesses targeting property • Biodegradable capability Higher Efficacy • Shape matters • Larger contact interface • Higher efficacy potential compared to current cell therapies FDA Regulations Business Modeling Market Landscape Recommend. Overview IP

  15. Market of Melanoma Treatments New Melanoma cases per year in the US Melanoma Stages and Treatments: 80K Melanoma in all skin cancers: Stage I Surgery + Radiation Therapy Stage II Incidence Death Survival Rates: Targeted Therapy Immuno-therapy Surgery (Palliative) Unmet 100% Stage III • - Yervoy (10%): • Expensive • Lethal Side Effects • Anti-PD-1: • Under Phase III (30%) Needs 34K Patients/yr • - Zelboraf: • Targets BRAF Gene Mutation (50%) 5-year 10-year Stage IV 0% * Primary research. Refer to slide note for more information. FDA Regulations Business Modeling Market Landscape Recommend. Overview IP

  16. Target Markets: Primary and Secondary Melanoma Patient Flow: Primary Market Diagnosis The treatment of patients with inoperable late-stage Melanoma patients. Early-Stage Late-Stage Inoperable Operable Surgical Excision Radiation Therapy Targeted therapy Immunotherapy Secondary Market Relapse Operable Relapse Inoperable Adjuvant Treatments Adjuvant to surgery: The treatment of patients with high-risk Melanoma in all stages after surgical treatment. Regular Examinations FDA Regulations Business Modeling Market Landscape Recommend. Overview IP

  17. Overall Conclusions Technology IP • One related pending application might block the technology • Innovative technology • High value proposition • High potential • Fulfills unmet needs • Lack of freedom to operate in one of four elements Sizing (NPV) • Best Scenario: $369 m • Typical Scenario: $ 156 m • Worst Scenario: $ 62 m • High growth market • Positioning: enter as a • high efficacy, relatively • low priced product • Cumulative success Rate: 27% • FDA and clinical costs: $79m • Launch in 2020 • Explore MEDCAC for reimbursement • Consider license-out after Phase II Market FDA FDA Regulations Business Modeling Market Landscape Recommend. Overview IP

  18. Innovation for Humanity (I4H) Project

  19. Faculty and Staff

  20. The Johns Hopkins Carey Business School • Where business is taught with humanity in mind • Global Perspective on human priorities • (Health, Energy, and Environment) • Emerging Opportunities - Innovation – Entrepreneurship • Business Role in Sustainable Community Development • The I4H Project – Learning Goals

  21. The Johns Hopkins Carey Business School • The I4H Project – Expected Outcomes • Experiential learning - content and context • Complex and messy systems • Appropriate technologies • Innovation and Entrepreneurship • Business role in sustainable community development • Personal values and empathy • Global mindset on emerging human needs • Connecting JHU units and equity components • Global awareness of the Carey Business School • Differentiating the Global MBA program • Project contributions to Program Partners

  22. The Johns Hopkins Carey Business School • A Global Perspective on Human Needs • Country Assessment • Political, economic and socio-cultural context • Problem Assessment • Genesis of a development-related problem • Site Assessment: • Local context and impact on community needs • Business Opportunity Assessment: • Entrepreneurship and sustainable community development • The I4H Project – Program Components

  23. The Johns Hopkins Carey Business School • Experiential: Content in Context • Emerging/Transitional Economies • • 80 students in groups of 20 • • 4 global locations • • 5-student group projects • Preparatory work - Semester 1 (2 weeks) • • Country Assessment • • Problem Assessment • Site visits - January intersession (3 weeks) • • Site Assessment: • • Business Opportunity Assessment • Wrap-Up - Semester 2 (Week 2) • • Presentations and Project reports • The I4H Project – Program Structure

  24. Rwanda • Core Partner: • • Global Relief & Development Partners (GRDP) • University Partners: • • Kigali Institute of Science & Technology (KIST & SFB) • Other Partners • • Government agencies (RBD; PFC) • • USAID • Entrepreneurial Sectors • • Healthcare; biodegradable packing, • transportation, solar energy • .

  25. Peru • Core (and University) Partner • • Centrum Catolica • University Partners: • • Universidad PeruanaCayetano Heredia • Other Partners • • Servicio De Medicinas • • USAID • Entrepreneurial Sectors • • Healthcare (3), Sanitation and Public Health • .

  26. Core Partner:The Acumen Fund • University Partners: • • Indian Institute of Technology • • Indian School of Business • Other Partners: • • Ministries of Education (DST) & Health • • AVRDC, Naandi, Innova Hospital • • USAID • Entrepreneurial Sectors: • • Healthcare, Water and Sanitation, Energy, • Agriculture, and Microfinance • . • India

  27. India Projects, 2014 • • AVRDC: Increasing income of small farmers growing vegetables in • Karnataka • • Naandi: sustainable model for clean drinking water sales • • Innova: pediatric cardiac hospital and a cross-subsidy model for • decreasing debt • • LVPEI: expanding eye care at the bottom of the pyramid; help • with recruiting and retaining vision technicians as the • organization grows

  28. AVRDC • • Problem: Low income for small • farmers growing vegetables in India; • low consumption of vegetables • • Goal: increase consumption of • vegetables 20% and income of small • farmers 25% by 2018. • • In U.S.: research country, culture, market, sector; study cases and • articles related to social entrepreneurship; Prahalad • • In country: work with sponsors; interview farmers, distributors, • government agents. Collect data. Site visit. Consult • • Findings and recommendations: SDS system, coop

  29. Innova • Mission: Provide cardiac surgery to • infants with heart defects, focusing o • low income families • Problem: Low government subsidies • and alternative revenue streams • result in mounting debt. • In U.S.: Research research country, culture, market, sector; Indian • health care (aarogyrasi system); cross-subsidy models for hospitals • On site: interview director, board, COO, patients, potential donors; • Analyze financial records; organizational structure • Findings, recommendations: restructure management, • targeted marketing; cross-subsidy revenue generation

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