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TEACHING
 

Teaching interests and philosophy: 

Strategy - Innovation - Social Entrepreneurship

My teaching philosophy focuses on integrating scientific insights and practical knowledge in a student-centered learning process. By using cases and many real-life examples, my goal is to equip students with the knowledge to critically evaluate problem situations and potential outcomes. When I teach, I combine theoretical framework and case analysis, focusing on illustrating decision-making contexts and collaboratively elaborating on the theoretical concepts with the students. My teaching approach emphasizes active student engagement and provides an inclusive learning environment.

Teaching experience:

STRATEGY

- Strategic Management - MGTS 14410

Course Instructor, Bachelor level

ESSEC Business School (planned for spring 2025)

Course Description:

Why are some companies more successful than others? Answering this question requires understanding the concept of strategic management and the role it plays in the success of companies. To begin with, the course focuses on important frameworks and concepts that explain how firms evaluate their strategic position in the market, and how to select and implement their strategic actions. The course covers how to analyze industry attractiveness, how companies can build and maintain a sustainable competitive advantage, and how to evaluate the logic behind diversification, acquisitions, and alliance formation decisions.

 

- Corporate Strategy - MGTS 32225

Teaching Assistant, Master level

Prof. Ha Hoang, ESSEC Business School (spring 2022)

Course Description:

The course explores how top executives achieve growth by operating across multiple horizontal (product) and vertical (upstream-downstream) markets. The focus of this course is on the role of corporate headquarters and senior managers who must identify new growth opportunities, design the business model, and leverage the requisite resources and capabilities. To support these objectives, senior managers must routinely evaluate whether internal development, alliances or acquisition are the
appropriate vehicle of expansion, and when divestiture of a business or alliance termination is necessary. The
course explores key elements of strategy execution, including effective alliance and acquisition strategy using a general process framework (partner/target selection, negotiation, execution, portfolio management) from a corporate perspective.

SOCIAL ENTREPRENEURSHIP

- Social Entrepreneurship - 6152-100

Co-Course Instructor (with Prof. Vivianna He), Bachelor level

University of St. Gallen (spring 2024)
 

- Social Entrepreneurship - 5121-100

Teaching Assistant and Instructor (for 2 modules), Bachelor level

Prof. Vivianna He, University of St. Gallen (autumn 2023)

- Social Entrepreneurship - 6152-100

Teaching Assistant and Instructor (for 1 module), Bachelor level

Prof. Vivianna He, University of St. Gallen (spring 2023)


Course Description:

The course provides a realistic and evidence-based perspective to understanding social entrepreneurship and uses a combination of different contents and styles, including lectures, case studies, and team exercises. On the one hand, social entrepreneurship is a topic that has many theories and frameworks. On the other hand, learning by doing is a necessary component of this course. While the lectures convey fundamental concepts and frameworks of social entrepreneurship, case studies and group exercises make these concepts and frameworks as concrete as possible. This course takes place over four intensive days. Most of the days feature half a day of lecture input and half a day of applied experience or group work. On the final day of the course, the morning is reserved for student teams to present their project and the afternoon is reserved for receiving feedback.

- Entrepreneurship - MGTEMG 106

Teaching Assistant, MBA level

Prof. Vivianna He, ESSEC Business School (autumn 2021)

 

Authored teaching case:
- "Wildling Shoes - Scaling Up ReGeneration", with Vivianna He (2023)

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In the case study, "Wildling Shoes: Scaling Up Re:Generation?", students learn about the social enterprise footwear company, Wildling Shoes, which is renowned for its innovative approach to business, and has been awarded multiple awards in Germany. The case reconstructs the journey from its initial crowdfunding campaign to growing into a company with 250 employees. The company faces critical questions on how to position and scale its social impact while remaining true to its original mission of contributing positively to the environment. In this case, students address three key challenges that Wildling confronts as it considers expanding its operations. The study also contains engaging video materials for a dynamic learning experience in the debrief session. To deliver this case study, I draw from my industry and consulting experience in FMCG, retail, and business model innovation.

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