Schedule Day 3 - Saturday, June 14th, 2014printer friendly version

* Dress Code: Business Casual for Forum, Festive attire for Friday and Saturday dinner.

Time & LocationEvent
7:30 AM - 8:30 AMBallroom FoyerWelcome Coffee
8:30 AM - 9:45 AMBallroomPlenary Session

Keynote Address - Management Model Innovations of the Internet Era

Zhang Ruimin

CEO, Haier Group


Wharton Strategic Update

Harbir Singh

Mack Professor of Management, Co-Director, Mack Institute for Innovation Management, Vice Dean, Global Initiatives, The Wharton School

 Karl Ulrich

CIBC Endowed Professor, Professor of Operations and Information Management, Vice Dean of Innovation, The Wharton School, Professor of Mechanical Engineering and Applied Mechanics, School of Engineering and Applied Science

 Z. John Zhang

Murrel J. Ades Professor, Professor of Marketing, Director, Penn Wharton China Center, The Wharton School


The BRICKs as Innovation Powerhouses

Mauro Guillen

Director, Joseph H. Lauder Institute of Management & International Studies, The Wharton School

9:45 AM - 10:15 AMBallroom FoyerCoffee Break
10:15 AM - 11:45 AMConcurrent Panel Discussions
Gallery 1 

Leveraging Emerging Markets for Global Innovation

Panel Discussion Description

Emerging economies, especially in Asia, today contribute significantly to the world`s R&D output. Recently, China has overtaken Japan as the country with the most number of applications in the United States Patent and Trademark Office. Multinational enterprises (MNEs) are looking to capitalize on the increasing R&D activity in emerging economies by establishing R&D centers in emerging economies. Indigenous firms too have now increased their R&D activity and are more keen than ever to compete globally on the basis of innovation, rather than on just cost arbitrage. Despite these trends we know little about to what extent and how corporate R&D is different in emerging markets from that in developed countries.

In this panel combining perspectives from rising Asian emerging market firms and established Western multinationals, we will explore the following questions:

- What are the objectives and structures of MNE R&D centers in countries like China, and how do they differ from such setups in the MNEs` home countries?

- What do the aspirations and organizations of emerging market firms` R&D units look like, and how do these differ from those of the MNEs?

- What role does intellectural property, and its protection, play?

- How do contract research providers fit into the innovation ecosystem?

The session is designed to highlight conceptual insights, share managerial experiences, and stimulate debate on these important phenomena unfolding before us.



Saikat Chaudhuri, ENG'97, W'97

Adjunct Associate Professor of Management, Executive Director of the Mack Institute for Innovation Management, The Wharton School



Fredy Cheung

Vice President, Foundation Business, Cisco Greater China

 Yasu Sako, WG'08

Chief Representative, Mitsui Global Investment Beijing

Ballroom 2/3 

Development of Real Estate Industry and Innovation of E-House China - Panel Discussion



Zuyu Ding

Co-President, E-House (China) Holdings Limited

 Yongyue Zhang

President, E-House China R&D Institute

Ballroom 1 

The Changing Landscape of e-Commerce: What Lies Ahead?



Raffi Amit

Robert B. Goergen Professor of Entrepreneurship and Professor of Management, The Wharton School



Yu Gang, GRW'90

Co-Founder and Chairman,

 Richard Peng, WG'03

Vice President, Head of M&A, Tencent Holdings Ltd.

 David Wei

Chairman and Founding Partner, Vision Knight Capital

 Tao Zhang, WG'02

Founder and Chief Executive Officer,

11:45 AM - 1:15 PMXiu Bar and Ballroom FoyerStanding Networking Lunch
1:15 PM - 2:15 PMBallroomPost Lunch Plenary

Keynote Address

Yang Weimin

Vice Minister, Central Leading Group on Financial and Economic Affairs


Leadership for Innovation and Growth

Panel Discussion

Drawing on the entrepreneurial experience of pioneering executives, this session is devoted to identifying how company leaders can best expand their enterprises through innovative strategies, products, services -- and management methods. Our panelists identify what has worked well for them in the Chinese market, what they have learned to avoid, and how to rapidly expand an enterprise through innovation without excessive risk taking.



Michael Useem

William and Jacalyn Egan Professor of Management, Editor, Wharton Leadership Digest, Director, Center for Leadership and Change Management, The Wharton School



Loretta Evans, GEX'95

Partner and Co-Founder, Xycletime, Inc., President, Penn Club of Beijing

 Alice Hung, C'90 W'90

Founder and Managing Director, Universal (Hong Kong) Technology Company

 Elizabeth Schimel, C'81, G'81, G'87, WG'87

President, Conde Nast China

2:15 PM - 2:45 PMBallroom FoyerCoffee Break
2:45 PM - 4:15 PMLifelong Learning Master Classes led by Wharton Faculty
Ballroom 1 

Creating a Culture of Innovation

Class DescriptionKarl Ulrich

CIBC Endowed Professor, Professor of Operations and Information Management, Vice Dean of Innovation, The Wharton School, Professor of Mechanical Engineering and Applied Mechanics, School of Engineering and Applied Science

To innovate effectively, organizations need the right people, the right processes, and the right culture. Yet, a culture of innovation is an elusive quality of an organization. This talk illustrates how people, process, and culture are interrelated in practice, and how implementing an effective innovation process can itself be a lever on changing culture.

Salon 4 

Going Out by Going In: Business Model Innovation with Chinese Characteristics (presented with Peng Jianjun of Haier Group)

Class DescriptionMarshall Meyer

Tsai Wan-Tsai Professor, Professor of Management and Sociology, The Wharton School

"Going in" by "going out" remains a hypothesis, but it is based on close observation of the Haier Grouip, who has reconfigured rural distribution in China, is renting the distribution system to foreign competitors seeking to enter rural Chinese markets, and is poised to transfer its distribution system to emerging markets outside of China.

Their work provides an alternative model to China as a cauldron for manufacturing, in which China develops business models upending traditional assumptions about organizational design, consumers` preferences, and the capacity of distribution systems to reach remote markets. This introduces the notion that Chinese firms, like Haier, may be capable of exporting these business models to other emerging markets and hence of "going out" by "going in."

Bolstered by both the investment and concomitant affirmation of US private equity, Haier`s unique management and distribution systems focus on "product innovation, building a fully integrated online/offline platform and creating a highly efficient "made to order" distribution channel." Further validation of the Haier model comes from Alibaba, which recently announced a $361 millon investment in Haier Electronics to reach consumers in the interior of China.

Salon 1/2 

Innovative Companies and the Chinese Innovation Plan: A Look at Goodbaby, Yihaodian, and Daphne

Class DescriptionEdwin Keh

Lecturer, The Wharton School

This session discusses three highly innovative companies that may be bell weathers for where China is heading through China`s nationally advanced innovation plan.

Goodbaby was founded in 1985 by middle school teacher Song Zhenghuan, who invented the `push-and-rock,` a conventional stroller that can become a rocker by folding up the wheels. From this modest beginning, Goodbaby has grown to be the largest stroller and car seat manufacturer in the world, based on the core value of innovation.

Yihaodian is a Chinese e-tailer founded in 2008 by Junling Lui and Gang Yu. Both of them were born and raised in China and attended college there, but then pursued graduate education in the West -- Junling in Australia and Gang in the U.S., earning a Ph.D. in Operations and Information Management at the Wharton School. A study conducted in 2013 by Deloitte rated Yihaodian as the fastest growing tech company in Asia. Their growth is heavily driven by innovation, one of their four core values and their innovation center has created countless `killer app` ideas.

Daphne is a $1 billion Chinese shoe retailer based in Shanghai. To support product development, Daphne has built, on the site of one of its first Chinese factories, an R&D center where designers mock up product ideas and new store layouts and have seasonal fashion shows to introduce new lines. Product development and design is a hybrid of the American model of shopping for inspriration overseas and working with local designers. A designer, hired from the U.S., oversees the effort. Daphne integrates this design process with its China market knowledge and Taiwan manufacturing knowhow. The result is a well-built, competitively priced fashionable product that relects both western fashion and regional popular culture.

Are these companies trendsetters or outliers? We conclude with a discussion of powerful economic forces in China that will cause other companies to follow the same path, but also risks that might jeopardize China`s innovation pivot.

Gallery 2 

Supporting the Growth of Entrepreneurship and Preparing for Viability

Class DescriptionLaura Huang

Assistant Professor, The Wharton School

Over the past two decades, China`s economy has grown at a phenomenal speed, and much of the growth has been stimulated by small Chinese firms run by private entrepreneurs. These entrepreneurs represent the most dynamic force in the Chinese economy, and have begun to affect global market opportunities, including opportunities in the United States and the West.

Much like their counterparts in the West, in an environment where survival is the top priority, the ability to gain critical resources such as financial capital and access to key mentors is one of the most important ways in which entrepreneurs ensure the viability of their firms. This master class examines the early stage ecosystem that is necessary to support the growth of entrepreneurship and how entrepreneurs can prepare themselves to tap into it.

This session brings together research on entrepreneurial founding teams, early-stage financing, organizational culture, and Chinese entrepreneurs and investors at high-tech incubation centers in Beijing in a discussion on the changing nature of entrepreneurship and early stage ecosystems, which are facing rapid growth.

Gallery 1 

International Labor Standards and Global Supply Chains

Class DescriptionJanice Bellace, CW'71, L'74

Samuel A. Blank Professor of Legal Studies and Business Ethics, Professor of Management, The Wharton School, Director of the Huntsman Program in International Studies and Business, University of Pennsylvania

This session will identify the relevant international labor standards and discuss what these standards mandate, in light of recent UN and ILO actions. It will then explore how non-Asian companies are responding to pressure from workers` rights groups, e.g., through codes of conduct, contractual stipulations with the vendor companies, audits, etc. It will also consider how Asian companies confront possible de-listing as a supplier if they do not meet standards set by a foreign company, how different buyer companies lay down different standards, and consider how specific standards may be challenging in light of production schedules. Case studies based on recent incidents will be analyzed.

Ballroom 2/3 

Growing and Retaining Your Talent Pool

Class DescriptionPeter Cappelli

George W. Taylor Professor of Management, Director, Center for Human Resources, The Wharton School

In this session, we will consider the challenges in growing talent internally and retaining it in competitive labor markets. We will outline how to think about recruiting and selection as well as training and development in a context where demand is unpredictable.

 Gladdy He, WG'05

Senior Client Partner, Korn/Ferry International

8:00 PM - 11:00 PMBallroomFarewell Gala Reception

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