Posts Tagged ‘IE Business School#8217;

9
Jan

MVDM, GRABBING OPPORTUNITIES BY THE HORNS

Written on January 9, 2014 by Eric Rivas in News

MVDM - Venture LabDo the words “careers”  “networking” and/or “personal branding” remind you of something? If you are an IE student these words might sound like a broken record in your sub-conscience, and it is because of the school’s commitment of helping students and alumni to take full advantage of their professional and academic opportunities.

Right at the beginning of our program the Careers department counsels each of us on how to turn our career ambitions into personal branding expressed into a unique résumé, and so on, into a better professional with outstanding career skills. We’ve been told many times that networking can be our second diploma here at school, and a professor told us that even a church can be a great place for networking purposes. This might sound a little bit overwhelming, but is true, and personally, I love it. I think that if you want to be successful in this new, changing and innovative global environment, you should consider building a consistent and distinguishing professional brand.

IE is full of opportunities; this idea of helping us to be better professionals isn’t tied only by the Careers department, the whole Uni runs with this promise. A couple of days ago, our Dean, Begoña González-Cuesta, along Vincent Doyle, our Academic Director, announced to us, the students of the Master in Visual and Digital Media the terms and guidelines of our final project for the 2nd term.

We survived our first term and it was tough, but by far, I’ve been very happy with the whole learning experience. In December 12th, the IE School of Communication board arranged collaboration between the Master in Visual and Digital Media and the Venture Lab. We had a pitch session with a variety of start-up teams competing for our skills and expertise in order for us to work with them as Visual and Digital Media Brand Managers. Once we ranked the projects based on our criteria and appeal, our duty becomes putting in practice everything we’ve been learning throughout the program in a real, innovative and creative business project. Each group will create a full advertising campaign, a brand and corporate identity, and/or a social media strategy.  (CAAAN’T WAIT)

Hence, this partnership will be a great opportunity for us to become what we really want to be as Visual and Digital Media students, we are going to find a job opportunity in the startup that we are willing to consult, and not only that, this whole idea of creating something that will be in the market makes it a lot more exciting and fulfilling.  Right now, I invite you to grab every opportunity this new year bring, and by that I mean by the horns!

Eric Rivas

21
Sep

Future of Communication Vol.1: “HateBrain”

Written on September 21, 2013 by mhasegawa in News

the_sentinel_project

Hatebase is an open technology platform for monitoring and analyzing regionalized hate speech. This project was developed by  Mobiocracy and The Sentinel Project for Genocide Prevention. Masaaki Hasegawa, alumni of the Master in Visual Media had a chance to interview with Mr. Timothy Quinn, CTO of OMX, in order to explore the objective and the future vision of this unique project. Why do people tweet “Hate Speech”?

MH:  Thank you for taking the time. To better understand who are not familiar with this project, would you describe what is the objective of this unique project?

TQ: Hatebase is an open technology platform for monitoring and analyzing regionalized hate speech. It was built to assist government agencies, NGOs, research organizations and other philanthropic individuals and groups use hate speech as a predictor for regional violence. Language-based classification, or symbolization, is one of a handful of quantifiable steps toward genocide.

MH: It is obvious that words have strong power and impact on communication between people. Why you are focusing on hate speech instead of praise?

TQ: There’s thankfully very little risk to oppressed groups and populations targeted by praise. Just as crime statistics better inform law enforcement than the everyday actions of law-abiding citizens, and emergency room data is more useful for combating pandemics than studying healthy people walking past the hospital, hate speech is a more actionable source of data for us at the Sentinel Project in our efforts to mitigate the risk of genocide.

MH: How did you come with the idea of making Hatebrain?

TQ: We should first clarify what Hatebrain is: Hatebrain is an automated social media engine which we recently deployed as an enhancement of our Hatebase platform. The idea for creating Hatebrain was born of the need to parse large amounts of Twitter data without human moderation. Since turning on Hatebrain, we’ve accrued over 25,000 real-time geotagged hate speech sightings.

the concept of thinking photo from Shutterstock

 

the concept of thinking photo from Shutterstock

MH:  Why it is important to collect the information about location?

TQ: Location is critical for using hate speech as an early warning indicator of regionalized conflict. Without location, hate speech may be informative but it isn’t particularly helpful.

MH: Is there any tendency related to geography, time, or weather that people can tend to tweet something negative?

TQ: We haven’t attempted to correlate our data with weather or time of day, but we believe there’s a strong potential correlation with geography once you normalize for population, Internet connectivity and Twitter adoption. There’s a great opportunity here for individuals and organizations to identify further correlations by leveraging our open dataset at hatebase.org/connect_api.

MH: Is there any pattern you have found in hate speech, such as words mostly used?

TQ: A good place to look for this sort of information is in our published statistics: http://www.hatebase.org/popular (bear in mind, however, that this is currently still raw data rather than normalized data).

MH:  Why people blame on others, speak ill of someone, and often become very aggressive to say something negative?

TQ: There’s no shortage of theory on the persistence of human aggression, but it’s not implausible that aggressive behavior and externalization of subpopulations would have conferred an advantage in our evolutionary past. It’s difficult, however, to cleanly separate biological determinism from cultural, sociological or psychological factors: history is rife with examples of hate speech flourishing in environments of particular social and political instability.

MH: Like some videos and articles become viral, emotional moment and words can be infected from one person to another. Is it possible to arouse certain emotion by intentionally spreading words or speech?

TQ: The epidemiologic metaphor is apt: hate speech is most insidious when it relies upon a tacit acknowledgement of the acceptability of externalization. The disease spreads when the body’s immune system is compromised.

MH:  It seems that it would be difficult to use direct negative expression as people become more connected each other. Do you think the way to express something negative will be more indirect or ambiguous?

TQ: Unfortunately, the opposite is probably true — as our means of connecting with each other have diversified, so too have our opportunities for disparagement. If anything, social media emboldens hate speech through social feedback loops.There are very few biases which, no matter how absurd or invidious, won’t achieve validation from someone.

MH:  What would be the future project once you have achieved the objective of this project?

TQ: The Sentinel Project is currently working on our next software product, which is an open source rumour management platform called WikiRumours. Our goal is to mitigate escalation of conflict by intercepting misinformation and disinformation.

10
Jun

Laura Illia wins the 2013 Business Schools’ Research Project Competition

Written on June 10, 2013 by Begoña González-Cuesta in News

 

IMG_3250Laura Illia, Assistant Professor and Academic Director of the Master in Corporate Communication at IE,  won the 2013 Business Schools’ Research project Funding competition launched by UniCredit & Universities Foundation  with the research project  entitled: “Building a new reputation indicator for UniCredit. Listening methods to close the gap between perception and reality”.

The competition is aimed to fund one research project from top worldwide business schools. This year the topic was on Corporate Reputation and was finalized to help UniCredit Stakeholder and Service Intelligence Department in handling the wide survey databases on group reputation.  Business schools involved in the competition in 2013 were: London Business School, INSEAD, IE Business School (IE University), Kellog School of Management (Northwestern University), Wharton School (University of Pennsylvania) and Said Business School (University of Oxford).

As Dr. Laura Illia specifies, “it is relevant to work on a new reputation indicator for UniCredit right now for two main reasons. First, as any other bank UniCredit is part of an industry –i.e. the financial industry- that is living a reputation crisis. It is thus interesting to study this phenomenon right now. Second, with the boost of social media and the rise of globalization it is necessary to find new ways to assess a corporate reputation.  Companies have lost the agency on their reputation and cannot merely align behaviours toward predefined reputation dimensions. Companies need to build their reputation around their relational network (online and offline) by engaging and dialoguing constantly with their stakeholders”.

The project will be lead by Dr. Laura Illia at IE Business School and IE School of Communication in collaboration with other researchers and specialist such as statisticians, experts in the financial industry and experts in communication and key performance indicators.

30
Nov

Interview with Manuel Fernández de Villalta

Written on November 30, 2012 by Vanessa Dezem Baida in News

As the Dean of Graduate Programs at IE University, Manuel Fernández de Villalta plays an important role in the definition of new programs. He believes that all IE new programs must have a component of innovation and future orientation. “We are willing to take risks to enter fields that involve innovation”, he says.

Beatriz García de Prado, student of the Master in Visual Media Communication, has interviewed the expert.

Who is Manuel Fernández de Villalta?
Age: 48.
Married: Yes.
Children: No.
Studies: Bachelor in Philosophy and Executive MBA from IE Business School.
In what cities have you lived? Just in Madrid.
What is your favorite city in the World? I don’t really like cities; I prefer villages in country side, with no cars and noise.
What was the last book you read? I read a lot on the internet, but no books.
A song: “Let it be”, by The Beatles.
A film: Total recall, of Paul Verhoeven.
A hobby: Internet surfing.
A wish for 2013: Be happy.

Beatriz – Why did you start with two new masters in the middle of the financial and economic crisis?

MF.- There is a new environment in higher education in Europe as a result of the Bologna Process. This process is creating a common market for higher education, as it exists already in the United States. We really believe that in the following ten to twenty years, it will drastically change the scenario of higher education institutions, specially the high-level institutions in Europe. We want to play a leading role in this. At the university level it means diversifying the kinds of degrees that we are offering beyond management degrees; for example, we are diversifying in other fields like communication, architecture and behavioral and social sciences.

This is the main reason why we are launching nearly three or four programs each year, because we believe that the way to obtain the critical mass to compete at a higher level in Europe is to have a portfolio of programs with ample offering.

Beatriz – What is the process for starting a new master?

MF.- First, we take into consideration what master we want to launch. This is not an easy decision, because it has to be the result of different variables:  if there is a need in the market, if there are students who would want to enroll in program, and if there is a clear job market for those students. It does not make sense at all for us to produce graduates who are not going to find a good job after they complete their degree.

Also in our case, the programs have to fit within the IE general strategy, which means they need to have a component of innovation and future orientation. We really do not want to concentrate on traditional programs that were very successful twenty years ago but are probably not that relevant now, or do not have a clear future. We prefer to take a risk and go into new fields that involve innovation.

Beatriz– What do you expect from the students, professors and institutions for the new masters?

MF. Ours main objective is that the students learn as much as possible. Our business is getting top students, getting top professors and giving them better conditions in which to work. We can make the learning process happen.

Apart from these considerations, the process includes many other considerations: communications, rankings in associations, international recognition, and many others.  Yet, in the end it is very simple: it is about getting great students and great professors and preparing our students for success in their careers.

Beatriz – What are the skills that IE students need for success in the job market?

MF.- Independent of the field-specific skills and knowledge they need (for example in communications, visual media, etc), there are several common professional skills critical for success, which are related to ways of working. It is not what job you are going to do, but how you are going to work effectively in that job.

Some of these are obvious, for example teamwork and self-motivation. Others, however, are less obvious and IE has a commitment to promoting the development of these skills for our students – these center primarily around developing an entrepreneurial spirit. It doesn’t mean that they are going to create their own business, but rather that they are going to try to innovate in whatever organization they work.

In addition to entrepreneurial spirit, we believe the most important professional skills are leadership skills.  Leadership involves many skills, and among them the one most important for me is managing diversity — being able to work effectively with diverse people. I also think it is critical to learn how to motivate other people to achieve great things.

We use both our own and third-party cookies to enhance our services and to offer you the content that most suits your preferences by analysing your browsing habits. Your continued use of the site means that you accept these cookies. You may change your settings and obtain more information here. Accept