The Deutsche Bank (DB) subsidiary is located in the Bogenhause neighborhood in Munich, Germany. Bogenhause is a residential neighborhood, located on the outskirts of Munich. As director of the subsidiary, you are aware of the number of challenges to which the bank is plunged and pay special attention to the specific aspects of the subsidiary.
Last February I submitted the last dissertation for my MBA at University of Bradford. Naturally it was the master thesis or Management Porject, a work that took me a solid year to accomplish. I'm specially proud of my last piece of work "VIX as Predictor Variable of Stock Market Returns", a culmination of my specialisation in finance.
Since my last post, I passed four new modules in my MBA: International Business Strategy: my first executive MBA module taught by Dr. Eva Alfoldi. Eva conveyed high performance lectures and brought a stunning performance, definitely my best learning experience. Project Management: my first module evaluated 100% by a conventional exam. This module gave me the chance to acquire the formal education of project management, that was perfectly complemented by my professional experience.
Already passed 1 year since I started my MBA at University of Bradford, UK. In other words, I ran half program. It is being an exciting journey, very demanding but with an extraordinary step forward in my formal education. I can feel how each passed module aggregates new management skills and changing my approach to management. Coming from engineering I was very reluctant of the value added of an MBA, however, module by module I've been changing my mind. Now I do not have any doubt that an MBA brings an inflexion point in management skills and competences.
The idea came at the end of 2008, when I reflected on the fact that many multinational companies are located in low-cost countries, normally underdeveloped, for product manufacturing and service support. The fact is that those multinational companies, such as HP, Lexmark, Lear, etc. They have a financial capacity large enough to locate impressive manufacturing and engineering complexes in inhospitable places. The attempt to extrapolate the same concept to medium and small companies was very complicated, numerous barriers such as financing, language, culture, etc. They made the strategy unfeasible.