"The teams are like Mozart and the panel of judges are like music critics". The teams were measured against professional consulting firms like McKinsey which had access to information and a lot more time for its report as compared to these teams which had only 24 hours. The comments provided are only as potential for improvement. Ericsson will be using all insights as strategic corporate development.
Team Sao Paolo: "Work on time management and work on organization. Your team had very heavy slides which were at times difficult to follow".
Team Abu Dhabi: "Well structured, clear executive summary, which is very good for me, an old guy to follow. Well documented, borad overview into monetization model".
Team Tokyo: "Interesting comparison to a used case, unclear analysis of the value chain and for the large part, lacked realism. Need more meat to the bones. You discussed the industry of healthcase in India but we were confused why the implementation was in North America and Europe".
Team Jakarta: "Good presentation, well connected slides. You chose to focus on the car industry, easy to follow straight forward concept but we would like to have seen some analysis on barriers to entry and competitive landscape".
Team Sao Paolo: "Work on time management and work on organization. Your team had very heavy slides which were at times difficult to follow".
Team Abu Dhabi: "Well structured, clear executive summary, which is very good for me, an old guy to follow. Well documented, borad overview into monetization model".
Team Tokyo: "Interesting comparison to a used case, unclear analysis of the value chain and for the large part, lacked realism. Need more meat to the bones. You discussed the industry of healthcase in India but we were confused why the implementation was in North America and Europe".
Team Jakarta: "Good presentation, well connected slides. You chose to focus on the car industry, easy to follow straight forward concept but we would like to have seen some analysis on barriers to entry and competitive landscape".
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