Take an in-depth look at an MBA consulting project in Vietnam

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Kelley, as a top business school, decided that

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they wanted to have a GLOBASE presence in Asia.

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In establishing a GLOBASE Vietnam program,

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Kelley’s reputation is at stake.

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You know, it was critical that Kelley succeed

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and build a really solid reputation for itself

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in Vietnam for future years.

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GLOBASE is a consulting practicum where five students

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are paired up with one second-year student leader

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and have resources that are a professor and a staff member,

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and they’re partnered with a local company.

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They work with that business to really try to identify

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and solve a specific business challenge.

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Being a GLOBASE leader is really one of the few

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opportunities that you have to really lead for real.

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My job as a leader was really focused on that, you know,

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we had to set the tone that these were sophisticated

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businesses that really demanded excellence,

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and that we ourselves demanded excellence from the

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teams and that this was more of a

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consulting engagement and less of just a trip.

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One of the biggest challenges was setting a vision

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for a country that many of us had never traveled to,

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we knew very little about.

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We’d never met the clients. We just had no idea how things

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were actually going to unfold.

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As a first-year, you’re really just focused on your client

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and that specific business need,

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whereas as a second-year leader you really have to

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set in place the tone and the expectation so that

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you’re able to move everybody towards

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a common objective and impact.

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Having that sort of influence or that authority,

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I think, is one of the biggest takeaways

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from a program like GLOBASE.

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I also felt like this would be a way for me

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to leave a legacy behind as well, especially since this

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was the very first time that we were traveling out to Vietnam,

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so I felt like this was a really special way for me

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to leave behind something.

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Launching into GLOBASE Vietnam, beginning of the fall,

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second year, was really overwhelming.

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There was a lot to do and a lot to figure out.

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We had a lot of great mentors that we could call upon.

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So Ray and Eric, the directors of the Leadership Academy:

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we worked with them through the strategic visioning process.

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And the idea is to help us go through an organic

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but yet very structured process, to get from a

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brainstorming session to a structured document

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that we can then share with the students and really use

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to help make critical decisions and

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shape the program moving forward.

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One of the burdens of leadership is actually to articulate

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a vision and then create a clear, compelling picture.

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So the challenge we have is, how do you get past the

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“it’s all in our heads and let’s jump to tactics?”

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Ray and Eric, they were really there to give us confidence

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in our vision and serve as sounding boards in terms of

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are we making the right types of decisions,

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are we focusing on the right objectives,

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have we identified goals that are realistic,

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really kind of helping us shape what a good vision looks like.

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Get detailed: that’s the number one thing I’m not seeing.

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At this point, any option was on the table,

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and I’d never really been in a situation like that,

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where it was up to us to come up with everything:

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what we’re going to be doing in-country,

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what are we looking for in terms of the businesses

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and how are they going to work best with our students.

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I like to have it all, and I think that this exercise

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really taught me that you just can’t,

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so towards the end of the strategic visioning course,

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you have to submit your vision, with your choices

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that you’ve made, and it was daunting.

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I remember sort of typing up our choices and

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typing up revisions and sort of hitting submit

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and knowing that that’s it—we’d made the decisions,

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and it was really up to us to just make it happen.

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There was no turning back and we were going to

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make it work no matter what happened.

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GLOBASE is a consulting practicum where five students

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are paired up with one student leader

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and they’re partnered with a local company.

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They work with that business to really try to identify

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and solve a specific business challenge.

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The second-year leadership team is a group of about

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four to five second-year student leaders.

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You know, one of the very first deliverables we had

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was determining the student selection and which students

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we were going to be able to bring on to this program.

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We had a call-out meeting, and this was an opportunity

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for all of the GLOBASE programs to present.

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GLOBASE Vietnam was a brand new program,

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so this was really a pilot experience.

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We were worried that maybe the vision would

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just fall flat and it wouldn’t come to life.

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In the end, we received forty-eight applications,

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but we only had twenty-five spots.

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It was going to be very difficult for the student leadership teams

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to really be able to only select for the small number of spots.

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We really wanted to make sure that we were finding students

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who would appreciate the vision that we’d set forth

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and they would really be strong team members.

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I was really nervous though.

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I didn’t know how the teams would work out.

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I also was nervous about the course.

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We have seven weeks to prepare

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before we go in-country to Vietnam.

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We were really looking to make sure that we had

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a course that provided students with a very well-rounded

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approach to doing business in Vietnam.

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We also wanted students to have a really strong sense

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of Vietnamese political history, economics and culture,

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so Professor Hauskrecht lectured very early on,

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really kind of setting the tone for what is Vietnam today

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and how did it get there.

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I was a member of the advisor group of the Prime Minister of Vietnam.

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I tell you, people always say,

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“Vietnam, what is it: socialist? Is it communist? What is it?”

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We also really serve as a mentor

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and a resource for the student teams.

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They’re spending the time working with their clients.

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Hamona is a Vietnamese company that

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specializes in coconut water.

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The objective of the Kelley GLOBASE team

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working with Hamona was really to grow Hamona.

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Our goal was really to help them launch into the U.S.

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So during that time, it was really interesting to

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actually be participating in a GLOBASE program

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as a student leader, not as a participant,

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because while an integrated part of the team

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I had a different role. I wasn’t a participant.

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I wasn’t actually preparing the analysis or

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developing the questions for the calls.

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So you want to be able to show them, this is a Hamona coconut.

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This is how it is different from other coconuts

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that they may see on the shelves.

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And so my role was really more focused on

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figuring out how best to serve as a resource.

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It was really challenging trying to figure out

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how best I could support them.

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While I might have my own ideas,

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it’s really important for me to really help them

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get there and guide them through it

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as opposed to telling them what the answer is.

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We have seven weeks to prepare

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before we go in-country to Vietnam.

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The purpose of the seven weeks is to help students

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be best prepared as possible so that when they

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get into country they can hit the ground running.

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Our assignment was to work with a coconut water

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company, and they were really looking at U.S. market

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expansion, looking at how to access hotels

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and other retailers, so we got to take a brand new

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product launch for a really cool—what we think is

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a both feasible and viable product—to the U.S.

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They’re learning as much as they can about the client

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and already starting to formulate

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what potential recommendations might be.

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Some of our challenges with communicating with our client—

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I remember our first call, you know, we sort of

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walked into it thinking we’ll just start to build the rapport.

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From class, we had learned that in Vietnam relationships

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are very important, but our client was just so excited

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he wanted to get right down to business.

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He was sort of like, “Why are you asking me

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all of these questions about my life

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over here in Vietnam? Let’s talk about coconuts.”

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“How much equity are you planning to give up?”

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“Um, ten percent.”

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“Are you one hundred percent owned right now?”

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“Yes.”

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“This is a big move.”

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So now we’ve spent seven weeks preparing the students.

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They’ve developed a project plan.

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They’ve developed an in-country plan,

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which really spells out what they’re going to be doing

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with their clients every single day. We’ve done all that we can.

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Now we’re heading in-country.

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There’s a lot of uncertainty. It’s exciting,

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but so many things can just go differently

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than what we were expecting.

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And we’re meeting the clients for the first time,

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which is really exciting, and hoping that

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everything that we’ve prepared for and everything we’re

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about to recommend is really going to

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be able to benefit the organization.

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The first part of the Vietnam in-country experience

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is a deep dive into a Vietnamese business.

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So the team had a number of preconceived ideas

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in terms of what the business looked like.

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But it wasn’t until we actually traveled to Vietnam

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that we could actually physically see the capacity, the setup,

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the organization and meet the key players of the company.

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We got to go out to a farm.

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We got to go to the processing plant.

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We went to all of the retailers.

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We had all of the touchpoints of the company

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that we were able to visit in the first week.

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And that was incredibly valuable.

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You go from theory to actually practicing

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what you’re talking about.

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One of my favorite memories was truly just

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sitting down at a table, interviewing a farmer.

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He really let us get to know him and his business.

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It really helped our project to be even more

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robust by really understanding what these farmers

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are dealing with, some of their challenges,

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and then how that affects Hamona, our client.

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And working with real companies that have a real product,

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they have strengths; they know their culture;

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they know the right trees; they know how to work

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with people and farmers; they have all of these

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core competencies.

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And what we have is knowledge how to access

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the U.S. market; knowledge how to be more efficient or

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optimize a process they’re already doing.

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And while we learn it in school, now we’re applying it.

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And so it’s a perfect marriage between,

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hey we know exactly what we’re doing here,

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but we need help to expand and grow,

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which is basically what I have to do as a manager

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leaving the Kelley program.

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So I get to try it in an inspiring setting before

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I take it off to my career.

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Working on a project that has real impact

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is the best part of the project.

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To really see our client down in the trenches

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trying to figure out some of these problems

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and to be there as a guide for him,

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he really looked to us as what would you guys do,

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how would you handle this?

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So being able to see that we’re positively influencing

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this person’s livelihood and their passion

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and their dream is pretty rewarding.

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You would look around and everybody was working.

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You stay up late. This isn’t a joyride.

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You know, you want to work hard for your client.

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You want to do the best that you can, so you spend a lot of

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long hours in-country that first week.

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The sense of ownership that they felt over Hamona

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and the Hamona coconut was really exciting and impressive.

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Watching the team and the strategy that they developed

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and the recommendations that they made was just a perfect fit.

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The client really felt like they had a roadmap for

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how they could actually reach the U.S. market

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and be successful.

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And Hamona wouldn’t have been able to reach their ultimate goal

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without the insights and the recommendations of the Kelley team.

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So, as a leader, I had two stakeholders that I had to keep in mind.

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I wanted to make sure that the students had

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a fun, rewarding and enriching experience.

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And then I also wanted to make sure that the clients

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that we were working with felt like there was

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value to add in partnering with Kelley.

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There’s tree level, processing level and transport.

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My role in-country was really to make sure

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that I was setting up the team for success.

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The Leadership Academy teaches you

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four principles of effective coaching.

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It was very helpful to have a toolkit like that,

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because it ensured that the coaching that I provided

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was deliberate and really making sure that the experience

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was rewarding for them by asking difficult questions,

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or sharing a particular story or teaching them something new

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if I had taken a certain class they that maybe

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hadn’t been exposed to yet.

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Aurelie, our second-year leader, had gone on GLOBASE

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before and knew from her own experience what to expect.

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She could help us and say things like, “Last year,

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when I worked on my project with our client,

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it was really helpful if we just gave them a template

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and tools for them to use.” And those were things

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that we hadn’t considered yet for our own client.

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Watching her operate as we grew as a team,

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and seeing her struggle with the fact that she really wanted

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to get into this and be hands-on.

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It’s a cool product—she wanted to be in.

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But she had to find ways to encourage us,

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to keep us on task and keep us motivated.

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She really grew as a leader, I think, throughout the program.

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She was very respectful of our time.

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She was also very respectful of the stress levels we were facing,

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so she knew when to push and knew when to pull,

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and that was very helpful.

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This whole experience has helped me to really understand

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the importance of creating a vision, helping others around you

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understand where you want to go and really getting them

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on board with you. It’s also really helped me to understand

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how to work and influence a team, whether they be peers

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or subordinates, and get them on board not only in terms

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of this vision but also guiding them through

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a specific process to get there.

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I’m really proud of what we as a leadership team,

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have been able to accomplish.

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We’ve been able to give twenty-five new MBAs an opportunity

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to apply their fresh skills and grow a local

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Vietnamese business that really needed their help.

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They learned how to work together.

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They learned how to appreciate and understand a new culture.

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I think that providing them with those types

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of experiences only makes better business leaders.

Description of the video:

WEBVTT

NOTE Paragraph

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The first part of the Vietnam in-country experience is really a

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deep dive dive into a Vietnamese business,

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really understanding the ins and outs of how they work,

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the context in which they work and the challenges that they have.

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The second week is really more about understanding Vietnam

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its entirety, everything from

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the food to the people, the language, the history.

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Not only does this have a direct tie with the businesses

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that they were supporting, because there’s an

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interdependence between the city life and the countryside,

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but also they could understand how their business decisions

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can have such a greater impact not only on the

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urban centers but also on these more rural areas.

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The second week was a blast. It was great to bond not only

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with my team but with all the other teams.

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We were thrown together in all these really neat situations

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and savoring everything that Vietnam had to offer

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and really absorbing everything with all of our senses.

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The most rewarding part of GLOBASE Vietnam,

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one is the opportunity to take a section of Kelley students

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that otherwise we would just have classes with

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and really get in a more intense environment,

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and those experiences you take forward and you say,

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“I’ll remember that. We’ll always have that together.”

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I think what I’ll cherish most about this trip was

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getting to know my classmates so well.

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They’re some of my closest friends now. And the professors—

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I mean, you’re traveling with these people for two weeks,

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so you definitely can’t help but get close to the people

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that you’re traveling with and get to know them well.

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The challenges that we encounter, the thrills that we enjoy

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together are things that we’ll never be able to recreate again.

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GLOBASE Vietnam was a pilot program. There was a lot at stake.

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It was such a success that we’re going to be continuing

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for the years to come. It’s an experience, it’s a program

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that I’ll always cherish and feel very proud of.