In this semester, we are going to discuss a set of IBS cases written by Prof. Chiu in person in Year 2020 - 24. The de facto teaching environment is in-class. My case-based teaching strategy aims at shedding light on the critical issues on why and how a firm goes global and competes in the global marketplace, responds to GenAI and its applications; an industry profits from disruptive innovation; global entrepreneurial opportunities, and a nation makes policy changes toward the third-generation semiconductor, smart cities/nations, clean energy, among others. For instance, under the "Chips & Science Act" passed by U.S. Congress and Senate House in 2022, Intel and Samsung Electronics are challenging Taiwan-based TSMC for IC foundry business. The close business relationships between TSMC and such clients as AMD and Media-tek have strengthened their global competitiveness in GPU(Grapic Processing Unit) and 5G Mobile IC, respectively. In contrast, nVidia's partnerhsip with Samsung in the past has encounted poor yield rates, which makes AMD to close the market/tech gaps with nVidia -- the GPU leader in the world.

In-person experiential learning -- i.e., either on an individual or group basis -- lays the groundwork for my teaching on campuses around major universities in Asia for the past 30 years. For recent years, I have still worked agressively in pursuing internaitonally-collaborated research projects in GenAi and its applications, Digital Assets, EV Alliances. Geopolitical Risk Analysis. To update and enhance my pedagogical approach in line with the global benchmark of the top universities overseas, I have implemented a four-year long “Global Teaching & Research Effectiveness 2.0” project between 2015 and 2019 on behalf of a Hong Kong-based not-for-profit foundation with an endowment of US$ 180 million up to date. The leading universities that I have visited and benchmarked their teaching protocols include Harvard U., MIT, Columbia, Wharton School, Stanford U., UC-Berkeley, U. Chicago, U Minnesota, Cambridge U., Oxford U., London Business School, HEC-Montreal, Humboldt U zu Berlin, Berlin Technical U., U Paris, Ecole Polytechique, Waseda U., Keio U., U Hong Kong, Chinese U Hong Kong, U Sydney, Melborne U., Australia National U., National U Singapore, Beijing U, Beijing Tsinghua, among others. Our International Business Strategy (IBS) course focuses on the key issues on formation, decision-making, communication & negotiation, and implementation of IBS. By key issues, we mean to leverage and integrate resources to achieve the effectiveness of objective-driven strategic processes, and to improve the efficiency of strategic conduct that links objectives and performance. As open-innovation business eco-systems prevail in current global marketplace, we further intend to redefine international strategy to incorporate strategic challenges across economic, political, cultural & social boundaries. Regarding the pedagogical approach, we are going to discuss core theories, best business practices, visionary thinking, seamless implementation, and policy implications. In global business environment under strategic uncertainty, flexibility and speed are key to competitive supremacy. You can expect to learn the relevant models and approaches for seeking untapped opportunities, for strengthening economic performance and social legitimacy, for upgrading technical and structural innovation, and for responding to dynamic changes in frontier-, or emerging-, or maturing-economies.

You can expect to learn timely professional knowledge and experience in global strategy. Also, we will interact and exchange thoughts on the essence of conducting analyses and making discussions on global strategy. Our learning focus is on competitive & cooperative drivers, resources integration, capability deployment, strategic leadership, inter-firm alliance, managing institutional relationship, innovation and entrepreneurship, and acquisition & restructuring in the global marketplace. Finally, Prof. Chiu commits to enhance students' understandings of strategic thinking, decision-making framework, and action programs that are working surely.

2 hours per week

All available on the course website

Mckinsey's & Co. and BCG publications, Harvard Business Review, and MIT Sloan Management Review.