N-CEO is a undergraduate business study club at Seoul National University. I participated the activity within this club for three semesters. The mission of the club is cultivating a socially responsible true CEO as shown in the diagram below.
Now that the weekly session is the main academic activity of the club, listing up used material for the sessions can help understand what I have academically learnt from the N-CEO.
1st Semester (Fall 2006)
I was a new-comer of the club, and assigned to one of the session team. The main assignment for each session team is preparing a presentation on a given subject every week.
| Theme | Source | Description |
| Design Innovation | HBS Case | Bang & Olufsen: Design Driven Innovation |
| Turnaround Strategy | Self-made | New Strategy of Asiana Airline Case (Korean) |
| Sustainable Development | HBS Case | Banco Real: Banking on Sustainability |
| HBS Case | Sustainable Development at Shell |
2nd Semester (Spring 2007)
I became one of two Chief Session Officer (CSO) whose duty is to design session subject and to prepare relevant material for one whone semester session usually consisting of 12~13 weeks. Therefore, I had to search on more documents compared to other members of the club. That is why listing in the table below is longer than other two tables. We, CSOs, divided semester program into three themes; Entrepreneurship, Finance and Corporate Strategy.
| Theme | Source | Description |
| Business Planning | HBS Case | How Venture Capitalists Evaluate Potential Venture Opportunity |
| HBR Article | How much money does your new venture need? | |
| HBSP | Note on Business Model Analysis for the Entrepreneur | |
| HBSP | Product Development: A Customer-Driven Approach | |
| Business Ethics | HBR Article | Ethical managers make their own rules |
| HBR Article | The Discipline of Building Character | |
| HBR Article | Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility | |
| HBR Article | Mapping Social Opportunities | |
| M&A (Valuation) | HBS Case | Radio One, Inc. |
| Crisis Management | HBS Case | Universal Music Group in 2003 |
| HBR Article | A Crisis Survival Guide | |
| HBR Article | End-game strategies for declining industries |
3rd Semester (Fall 2007)
I became the session team leader who is responsible for the team’s output every week. I had to concern and balance every member’s personal life and session assignment.
| Theme | Source | Description |
| Global Marketing | HBS Case | AmorePacific: From Local to Global Beauty |
| HBSP | Marketing Strategy – An Overview | |
| HBR Article | The Globalization of Markets | |
| Human Resource Management | Ivey | Intel in China |
| JOTSC | Chinese business guanxi: an organization or non-organization? | |
| HBR Article | When Culture Counts – and When It Doesn’t | |
| HBR Article | Managing Multicultural Team | |
| Finance | HBS Case | Globalizing the Cost of Capital and Capital Budgeting at AES |
| Industry Analysis | HBSP | Note on the Structural Analysis of Industry |
| Leadership | HBR Article | The Ways Chief Executive Officers Lead |
| Business Model | HBSP | Note on Business Model Analysis for the Entrepreneur |
| Society | HBS Case | IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor |
| Turnaround | HBS Case | Jamie Dimon and Bank One |
| Self-made | Turnaround Strategy for theme park, “Seoul Land” |
< Legend for Publisher >
- HBS Case: Business case published by Harvard Business School
- HBR Article: Harvard Business Review article
- HSBP: Harvard Business School Publishing
- Ivey: Richard Ivey School of Business (University of Western Ontario)
- JOTSC: Journal of Organisational Transformation and Social Change
