Made for WINNING

AGSM MBA STUDENT MAGAZINE | ISSUE 15 | JULY 2015

MBA CUP 2015:AGSM VS MBS

MBA Cup 2015

Leaping into the world of Startups

Drink N Link

Three “C” Insights: Chopsticks,

Centrality & Contradictions

Stifling the Productivity of teams:Three Common

Bottlenecks

Market Failure: Is it a valid excuse for Government

Intervention?

In memory of our dear friend,

Matthew Kappler

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Editors’ VOICE

This edition of STAR magazine has been produced in memory of our classmate and friend, Matt Kappler, who passed away tragically last month.

Matt joined the AGSM MBA, Class of 2016 full-time cohort this year after serving 12 years in the Australian Army. He was a brave soldier and a great leader, supporting our cohort as the Business Manager in the Student Society. We will always remember the good times with Matt and we are honored to dedicate this issue of STAR to his memory.

Rest in peace our dear friend, you will forever live in our memories!

Regards,Christine, Nandini & TatianaEditors-in-chief

Editors-in-chief | Christine Savage, Tatiana Rivera Hadad, Nandini GaurLayout designer | Nandini GaurCopy-editors | Erik Burkhalter, Timothy Fagan, Shane Simon, Christine SavageCreative contributors | Neelam Joshi

AGSM STAR Magazine (STARmag) is produced by MBA students from the Australian Graduate School of Management (AGSM). This magazine is not for sale and intended only for educational and research purposes.

All published works are of the opinions of the individual authors and do not represent the view of AGSM or UNSW.

The ‘STAR Magazine’ logo is put together by Ace Choo using ‘Sommet’ fonts designed by Jeremy Dooley and ‘Cash Currency’ fonts designed by Jayde Garrow.

The blue and white AGSM logo remains the property of UNSW and any unauthorized use are strictly prohibited.

All rights reserved.

Website | http://stusoc.agsmclubs.com/

Corresponding email | editor.stusoc@agsm.edu.au

Cover page and page 4-5 | Photo Credits: Mikhail Narbekov

Page 2-3 | Matthew Kappler | Photo Credits: Minh Le

Page 5-6 | Photo Credits: Mikhail Narbekov, Erik Burkhalter & Nick Nikolaiev

CONTENTS

Editors’ Voice 2

FEATURE

Made for Winning 4MBA CUP 2015: AGSM VS MBS

IN FOCUS

Leaping into the world of Startups 8

Drink & Link 10

Three “C” Insights: Chopsticks, Centrality & Contradictions 12

Stifling the Productivity of teams:Three Common Bottlenecks 14

Market Failure: Is it a valid excuse for Government Intervention? 16

Monthly Columns Industry Insights 18 Current Careers 20

Originally from Orlando, Florida, CHRISTINE SAVAGE is a Mechanical Engineer who has worked in the Aerospace/Defense industry for the past 5 years.

Originally from Cali – Colombia, TATIANA RIVERA HADAD is an Economist who has worked in a consumer product company in the business development/strategy and finance division for the past 4 years.

Originally from India, NANDINI GAUR is a Fashion technologist, who has worked in the Retail Industry for past 3 years, as a Buyer.

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The prestigious MBS-AGSM Cup is one of the most anticipated events for MBA students in Melbourne Business School (MBS). The first day started with the debating competition; speakers from both schools were displaying their efforts and mastery in structuring and delivering their arguments. It was unfortunate for MBS that we could not achieve victory and bring the Debating Cup back home to Melbourne; however, we were very proud of ourselves that night. We showed sportsmanship and big hearts towards the result. That’s the spirit! The next day, both schools competed in various sports: tug-of-war, basketball, table tennis and futsal. It was very pleasant for us to win both the basketball and table tennis games; however, we were unlucky during the futsal, of which the result was decided through a penalty shootout. Regardless, we were able to bring the Sporting Cup back to Melbourne. We are proud of our demonstration of focus, solid teamwork and a collective effort. That’s the spirit! The phrase “that’s the spirit!” remained in the head of MBS students throughout the event. We were able to successfully bring the spirit of competitiveness, sportsmanship, and mutual respect, and were able to maintain that spirit in a relatively tough environment. These past two days taught us many things, which are way more important than winning the cup. As mentioned by the representative from MBS after the debate, both schools truly are the winners of this event. Apart from the competitions, the weekend was an amazing opportunity for the students of MBS to be able to meet and connect with the students of AGSM. We would like to thank AGSM for their hospitality in hosting this event, and we hope that this positive initiative from both schools to foster competitiveness and networking can be maintained in the future.

by David AngdiMBS Class of 2015

MADE FORWINNING

David is a current full-time MBA student at MBS. Prior to pursu-ing his MBA, David worked as Senior Consultant at Ernst & Young in Indonesia. Upon completion of his MBA, David has secured a job position, as an associate brand manager in Johnson & Johnson.

The 19th annual AGSM-MBS debate competition was clearly one to remember. AGSM argued the affirmative side and MBS the negative of the topic ‘That we should abolish unpaid internships’. While MBS had more seasoned speakers, we had better debaters. AGSM’s 1st speaker, Yogeshwar Pandey, gave us a good start in his calm, cool and structured manner. Justin Chmielewski then impressed the audience with his statistics and sense of humor seen in rebutting the 1st negative, but the star of the evening was definitely our 3rd speaker, Aina Tugbobo, who completely destroyed the opposition’s arguments with her cool logic and witty rebuttals. The fourth team member, Nandini Gaur, acted masterfully as “The Thinker”, writing rebuttals and helping the speakers with content. While all competitors from both schools had a lot to be proud of that evening, the prestigious Debate Cup remains in its rightful place in the AGSM common room.

The sports day was equally as exciting. MBS players had months of preparation, as evident by their game. Even though we put up an excellent fight, MBS beat us in basketball and table tennis, winning the Sports Cup. At this point, we were tied 2-2 overall on the weekend with only the football game remaining. Outstanding performances by Pablo, Fouad, and Giorgio helped us win one of the two football matches, and then it all came down to the penalty shootouts (hollywood-style ending). This shootout was not only to decide the winner of the football match or even the sports cup but was also to decide the winner of the MBA CUP. In those final nail-biting moments, complete unity could be seen on both sides as they cheered for their champions. After nine straight goals, a wide kick from the last MBS player made AGSM the 2015 MBA CUP champions.

Tathagat Yagnik is an Electron-ics & Communication engineer from India with over 4 years of experience in I.T. Consulting. Tathagat currently heads the AGSM Public Speaking & Debate Club. He spends his free time reading, listening to music and watching movies.

by Tathagat YagnikAGSM Class of 2016

Photo provided by authorPhoto provided by author

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GILBERT WONG is an IT professional who has worked in the Technology and Banking industry for more than 10 years. Having experience in working with startups, he remains passionate about

entrepreneurship and aspires to become a serial tech entrepreneur after graduating from his EMBA program.

Photo provided by author

Leaping into the world of STARTUPS

by Gilbert WongAGSM EMBA Class of 2015

“Startup used to be a buzzword”, I heard my colleagues mention as they recapped an episode of Shark Tank during their coffee breaks. It was also in the articles that I read from time to time, and usually told the tales of successful entrepreneurs launching their big ideas and raising astronomical capital during early stages of their companies. Never did I think I would be involved in any of it, after all, why signup for business school if you want to be self-employed?This thinking was soon challenged as I started my international exchange program at Instituto

incredible experience – trust me, showcasing the business idea was the easy part! The Q&A session of the pitch is where most entrepreneurs struggled, but our MBA experience had allowed us to differentiate ourselves. Not only could we show the necessary analysis and supporting materials to address the questions raised, but we were able to articulate how each business decisions was made to maximise value and benefits for both our customers and investors. Most importantly, the strategic thinking behind some of those decisions had really given us an edge over our competition and attracted the investor’s attention.In hindsight, whether it’s IE or AGSM, I believe the MBA program has developed our skills and provided us with the business know-how to work in any work environment that we choose to pursue

The question is: Are you willing to take the leap of faith into the world of Startups?

de Empresa (IE Business School) in Madrid. After the induction events and meeting a number of students through the school’s networking events, I realised Entrepreneurship is very much embedded in the DNA of the school’s culture. Students (including ex-management consultants and ex-investment bankers) from across the world have come to IE to develop their business skills, so they can pursue their startup ideas after they graduate or kick-start their startup at the school’s incubator.Not long into the semester, I had an internship opportunity to work for an EduTech startup

in Madrid. Certainly my background in technology and experience with various education systems across the world had allowed me to score some quick wins in resolving operational issues that the startup is facing. What surprised the CEO was the level of value that an MBA student can deliver to his startup during the six week internship: I was able to provide financial modelling, pricing and break-even analysis and provide recommendations on their existing services and positioning strategy – all which was taught and learnt during the MBA program.Interning and consulting for the Spanish startup was a great experience, but is it possible to actually start and manage one? Together with two other MBA students at IE, I founded my very first startup at the school’s incubator! Everything that we did for the next eight weeks felt unreal, we were furiously doing market research, building landing pages, pivoting between different business models and preparing pitch decks, so we could secure seed capital to take our startup to the next level. Standing in front of the panel of investors (yes, just like Shark Tank) and pitching our startup idea was an

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The inaugural Drink & Link social event took place at The Morrison in Sydney CBD on 18th June. Despite the miserable weather, the event was a complete success, with more than 40 members of the AGSM community turning out in between their busy schedules. The space was quickly filled with the welcoming atmosphere and lively energy generated by the group. People were en-gaged with introductions and conversations throughout the night and were very excited and comfortable getting to know each other; some made new friends and some enjoyed business conversations. The event concluded with many positive comments from participants and ex-pectations for the next event. The success indicated a strong desire from the AGSM community to have a plat-form to meet other AGSM stakeholders to have fun and exchange information.

The current full-time cohort is mainly consisted of inter-national students, representing 22 different countries, and is very proud of its diversity. On top of intense academic course, we are gradually introduced to the importance of networking through internal and external events. Many of us are still new to this beautiful and dynamic country and very keen to learn more about culture and industries from local experts, Alumni, and eMBA students. At the same time, we are very passion-ate about sharing our own international experiences from various back grounds and would like to invite par-ticipation of non-full time AGSM members at our activi-ties and events.

We are hoping to meet as many members of the AGSM community as possible during and after our MBA stud-ies, as we genuinely believe this network is the most valuable asset. Drink & Link is one way to connect peo-ple casually. No RSVP, no set agenda. The venue will change monthly to keep things fresh and any feedback or opinions are more than welcome.

Next Drink & Link is set to 17th July, Friday. It will be held somewhere fun and accessible in the CBD and an-nounced through Linkedin post on AGSM Alumni group and newsletters for eMBA and Alumni. Anyone is wel-come including partners and friends. Please come and join us – looking forward to seeing you! Any suggestions and inquiries, please contact Kaoru at kaoru.nishinakagawa@gmail.com

STAR 1110 AGSM

Kaoru is a corporate relationship manager with 10+ years of global business experience. She is currently

studying an MBA at AGSM as a full-time student and acts as an External Relations Manager of the Student Society. Her goal within this role is to create a space where Alumni, full time, and part time students can

connect and share in the valuable AGSM network.

DRINK & LINKby Kaoru Nishinakagawa AGSM MBA Student Class 2016

Photo Credits|| Erik Burkhalter

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In May, the Graduate Business Forum (GBF), in partnership with the China-Europe International Business School (CEIBS), hosted their annual conference in Shanghai with the theme “The New Nor-mal: China and the World.” The GBF is a global network of current and former student leaders from the world’s top graduate business programs. Their purpose is to inspire vision, create under-standing and facilitate change in graduate management education. Conference content was split across two tracks. The first, by the GBF, focused on leadership development and best practic-es; the second was developed by CEIBS, and focused on China and the country’s changing influence on the world. Connecting with other student leaders to discuss challenges and opportunities we saw in our respective programs, and in our futures as MBA graduates and alumni, was incredibly inspiring. However, what we’d like to share are some our three “C” insights: chopsticks, centrality, and contra-dictions. The conference theme itself was beauti-fully contradictory and challenging as high-lighted by Professor David Gosset, the Deputy Director for European Relations at CEIBS. He explained that today’s China is neither the “New Normal,” nor an emerging economy; rather, that the country is experi-encing a re-emergence following years of playing catch-up after the Industrial Revo-lution. However, China is currently enter-ing an era of unprecedented change, mov-ing from a previously introverted country in terms of trade and external relations to an increasingly extroverted one. Another fascinating perspective shared by Gosset was the idea that China does not want to lead the world, but neither does the country want to be a passive player in a Western-led future. This poses the chal-lenge of defining Chinese global leader-ship. We were hoping to find an English

THREE “C” IINSIGHTS: Chopsticks, Centrality &

Contradictions

by Virgina Kane & Trevor John HarrisAGSM MBA StudentClass 2015 & 2016

word to describe the middle ground between followership and leadership that expresses this centrality that is deeply embedded into Chinese culture, but one doesn’t exist. One helpful analogy from David, that helped clar-ify this idea, is that the middle ground be-tween eating with your hands or with cutlery, is the Chinese way of using chopsticks. Later, the Dean Emeritus of CEIBS, Hellmut Schüte, moderated a conversation between Eric K. Li, venture capitalist, and Chandran Nair, founder of The Global Institute for To-morrow, brought many challenging ideas - particularly to those of us from Western countries - to the forefront. The rest of the world, according to Nair, “shouldn’t aspire to live like Westerners. This would defy the laws of entropy, physics and science.” Modernization does not - and can-not - equal Westernization. Both speakers called for the review of the idea that we can all be “rich,” and that the notions of prosper-ity, success and freedom must be redefined. We also learned about a number of factors and forces in which China is shaping the world; these ranged from global networks, as more than 20 countries have over a mil-lion Chinese residents, to many countries recognizing the future opportunity and ne-cessity to learn Mandarin, even as English is becoming commonplace. The Chinese diplomatic and government structure allows a relatively long strategic horizon - unusual in the West - enables developments such as the New Silk Road strategy, which could lead to geopolitical changes on a never-be-fore-seen scale. Overall, we left the conference with a deep-er understanding of China, and even more questions than before. How will we influ-ence, or be influenced by, “the new normal?”

VIRGINIA KANE was the President ofthe AGSM Student Society 2015, andwent on an exchange to LBS. With abackground in account managementand communications, she’s passionateabout organisational behaviour,strategy, and startups.

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After completing his Chemical Engineering degree at theUniversity of the Witwatersrand, TREVOR HARRIS began his career at Sasol Synfuels, as an engineer and then transitioned into a refining production manager. He recently became an Ironman in 2013 and has participated in numerous initiatives in order to give back to his community.

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Productivity – a key measure associated with the efficiency and profitability of an organisation. Hence, it is usually a key focus area for leaders in organisations. Given such high focus, does every organisation achieve desired levels of productivity? Over 75% of organisations participating in nationwide surveys struggle with below par productivity levels, limiting their competitiveness and growth. An obvious question comes to mind: Why is productivity an Achilles heel for organisations?

As the saying goes, “You cannot address what you cannot diagnose”. What if organisations could identify key bottlenecks that limit their productivity? In this article, we will look at three common bottlenecks that impact productivity and the measures that leaders can take to address these bottlenecks:

Stifling the Productivity of Teams: Three Common

BOTTLENECKS by Arpan RoyAGSM MBA (Executive) Student

Most businesses have a vision statement; however, businesses whose teams are not aligned with their vision are the ones that struggle with productivity. This leads to a lack of clarity in the desired outcome and a lack of synergy within teams.

Leaders can address this issue by ensuring that their teams are clear on the overall business vision and make decisions based on the vision, creating consistency and synergy between teams.

3. Culture of Contribution:People working in teams often have some (or all) of the three questions below: Do I belong? Do my efforts matter? Am I able to contribute here?

When any of these questions are not addressed, productivity is impacted. Teamwork is vital for productivity and if team members do not feel encouraged to contribute, how can the team be productive? Conversely, teams that consistently answer these questions are the ones that develop a culture where people actively contribute. In fact, the teams that successfully address these bottlenecks are the ones that are most productive.

1. Lack of Connection with Purpose:Quite often, teams tend to focus too much on the daily grind and lose sight of the purpose of their tasks. This leads to situations where they simply end up doing only what is assigned to them. Team motivation tends to drop, especially in the face of complex tasks, and performance is impacted.

Actions are strongest when linked to a purpose. The purpose is similar to the spark plug of a motor. To perform its operations, a motor needs a spark plug to get started. Similarly people, when connected to their purpose, are inspired to accomplish their tasks. This is where a leader plays a vital role, reminding the teams of the purpose of their venture and asking the question, “Why are we doing this?” 2. Lack of Clear Vision:Vision is what defines where you are headed, the outcome of doing the tasks.

ARPAN is passionate about enhancing leadership in businesses and corporate organisations. This has inspired him to

start his business in leadership consulting and training, Arman Consultancy. Through his business, he collaborates with leaders in organisations to achieve accelerated growth

for the business, teams, and individuals.

Photo provided by the author

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This article is about market failure and government failure. For reasons that should be obvious, I am anonymizing the examples.Consider the case of the dairy sector. It is commonly known that the sector is an important source of economic growth and export revenues in many countries. However, it is less commonly known that the dairy sector releases a high load of effluents, which have a detrimental impact on the natural environment, particularly on waterways. This is a classic case of negative externalities. That is, there are costs on people who do not share the gains. Here we have a not so ideal situation of the dairy farmers securing all the gains but incurring only the private costs, while the remainder of the society including other businesses absorb the social costs of the effluents. This means there will be an overproduction of dairy output and that is not a good thing as it points to the fact that the market has failed to allocate resources efficiently. Governments intervene to set right such market failures and as per most basic and many intermediate economics textbooks, there is supposedly a happy ending for everyone. Except that more often than not, there is not. That is, governments can fail. And, government failure is rather ubiquitous. Pretty much the elephant in the room as far as public policy goes.To demonstrate, consider positive externalities. This is where social benefits are greater than private benefits. Take the example of investments in R&D. While R&D investment is often an expensive endeavour, it is also an

by Dr Kris IyerAGSM Senior Lecturer

way, we have this excellent new concept which could use some additional funding. How then do we objectively determine if the taxpayer’s funds worked to produce longer-term growth for the citizens? Businesses are quick to point to increased sales, employment and exports. This is music to the funding government agency’s ears. This releases them from their existential angst. Make no mistake, businesses will be quick to share credit with their funders. Most businesses know which side of their bread is buttered. The success of the grant will be well socialized.But was the grant really a successful policy?To know if it was, we need to know the counterfactual – what would have happened if the R&D activity was not funded – would R&D investment by the businesses; sales; profits; employment or any other metric have been any different? Knowing the counterfactual is not a luxury that life affords us often. But thankfully, we have some sophisticated econometric techniques that help match the performance of pairs of similar businesses – in

Kris Iyer is an economist and management consultant working for government agencies.

He is also a freelance academic, lecturing in the areas of Economics, Business Research Methods, Statistics and Finance. Between

2010-2012, Kris was Chief Advisor, Research at the Ministry of Economic Development in New Zealand. Until recently he was working with one of the top public policy consulting

firms in New Zealand. Kris and his business partner/wife moved to Sydney to further

their business. They have an eight year old son.

Photo provided by the author

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MARKET FAILURE: Is it a valid excuse for Government

intervention? investment that can often be appropriated by those not fronting up the cash – that is, R&D output can end up becoming non-excludable (i.e., non-paying players cannot be prevented from accessing the output). This appropriation might happen through a variety of ways such as reverse engineering, hiring a key staff, supplier or affiliate. So, unless there is a watertight way to preserve the benefits of the investment, it would be foolhardy for businesses to indulge in R&D activities. This, in turn, would mean lower levels of R&D in the country and, therefore, lower levels of technology and lower long term economic growth rates. A public policy question then is - how might we ensure positive externalities? Governments might (and often do) consider intervening. Let us say, the government comes into bat and decides to offer R&D grants to facilitate R&D – in essence, by intervening the government is making the costs social to compensate for the possibility that the benefit may end up being social. It goes without saying that the cost of R&D is fully borne by the taxpayer. But the million-dollar question, literally and figuratively, is whether the taxpayer is being compensated for this.A few years post the R&D grant, let’s say the government asks the business that obtained the R&D grant if the grant was useful? What do you expect the answer to be – No? Certainly, not. It will be an overwhelming Yes. The next question to the business – would you have done the R&D if the government had not funded you – the answer will be, no absolutely not – our decision to do R&D was entirely because of the government support and by the

this example: one a control business with no R&D support from the government and another “treated” business that received R&D support from the government.Let us put it this way, finding a result that the treated and control businesses performed similarly will cause no big surprise to anyone who knows the literature.A cynic might say, to correct the market failure, the government lined the pockets of private businesses at the expense of the taxpayer. The businesses banked this gleefully while the responsible government agencies cheered on oblivious to the truth of the matter.Does this mean governments should play no role at all in the economy, probably that’s stretching it too far and I would not mind writing a piece on that if there is an audience. But the lesson for the day is let market failure not be used as an excuse for government intervention as the latter can sometimes be even more expensive than the former.

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The Scandinavian countries have a deregulated electricity market, in which energy companies can buy and sell electricity via the market place for trading in electricity Nord Pool Spot (NPS). NPS is the physical market for the trade of electricity (per hour) up to the day before delivery to the end user/consumer. The trading of electricity involves producers who sell electricity via NPS to electricity trading companies, who in turn sell the electricity to users. Alternatively, producers may sell the electricity directly to users. The total price paid by the user includes tax, as well as the cost of the electricity itself. Nasdaq OMX Commodities have a forward market (financial trading) for long-term trade, where the market participants can hedge their electricity prices. Additionally, the producers’ costs and revenue are affected by the EU’s Emission Trading Scheme and the electricity certificate system. Many energy companies must cooperate efficiently on the electricity market in order to safely deliver electricity to users. The objective is to enable consumers to purchase their electricity on a market where free competition prevails. One of the major players in the European electricity market is Germany-based E.ON AG, who has an electricity generation capacity of around 59 Gigawatts and a strong presence in Europe, Russia and the USA. Between 2008 and 2015, E.ON invested around $80 billion USD into the Swedish electricity market to optimize it’s power generation capacities and increase the company´s portfolio of renewable energy. A large portion of that investment was dedicated to the hydro power generation projects, which is where I worked as project manager. The projects varied in time and budget, but all worked towards the common goal of achieving higher efficiency and reducing the negative impact on the surrounding environment.

Industry Insights

by Ahmad HadiAGSM MBA Student

Class 2016

Ahmad Hadi joined E.ON group in Sweden between 2009 and 2015 and has a portfolio of managed projects related

to power plant optimization and technical modernisation totalling approximately $50 million USD. In 2015, Hadi started his MBA at AGSM with the goal to combine the

technical and PM knowledge with a deeper understanding of Strategy and Finance.

Photo provided by the author

The primary challenge of being a business advisor in China is information screening. In China, there is a limited availability of data with low levels of credibility from government and non-government sources. This is problematic because the formulation of credible business strategies is dependent on obtaining necessary and relevant information and business insights. My experience in consulting was directly influenced by these challenges. I had to think outside the box and be creative in finding new sources of information, and subsequently determining their credibility and value. From my experience, information from conventional sources such as statistics, industry association, and supervision bodies is useful to provide a basic understanding of the market structure but typically conflicting. It was always necessary to use archived data to crosscheck the reliability of this information. I find Industry conferences a valuable source of information in industries with high growth rates because companies release this information for purposes of attracting business partners. Interviewing is a good source of industry insight. My exposure to a broad range of industries and functions enabled me to anticipate companies’ business challenges, which I can leverage to convince interviewees to share more information during interviews. It is important to also be aware of possible limitations due to perspectives, or sometimes bias. I was always careful to structure my interviews to counter this: breaking down their success factors in their unique background and raising questions about their applicability to ensure these insights are both valuable and applicable. The learning atmosphere in China presents other unconventional sources of information, for example, Sina Weibo, a social media source which combines concepts of Facebook and Twitter. This platform allowed me to reach opinion leaders in various industries, at different levels of management, and at a national level. This information can be easily cross checked and is geographically representative.

by Jenny ZhangAGSM MBA Student

Class 2016

Jenny worked as a business advisor in Shanghai for about

8 years. She assisted foreign companies in launching products in China, analyzed industries to help clients

make decisions about equity investment, and formulated business strategies. She enjoys reading and discussing

economics, especially regarding public policies.

Photo Credits: Mikhail Narbekov

Industry Insights

Electricity Market in Scandinavian Countries

Challenges for Consultants in China

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We thought it fitting to play to our columns’ name sake and give you a run through of where the Career Development Team’s collective head is at. Last month we hosted the annual launch on the eYearbook, with a bit of a twist.The Careers Showcase on 11th June was likened to an inverted Careers fair, a chance for the Career Development Team and AGSM colleagues to shine a light on a few of the new initiatives that have happened in the past year or two. With over 180 alumni, students and employers in attendance it was one of the biggest networking events of the careers calendar so far. We formally launched the 2015-2016 eYearbook, heard from Julie Cogin, Dean of AGSM & Ben Hutt, the AGSM alum behind The Search Party who both reinforced that collaboration is key and also announced the winner of our annual pitch competition with Pablo Quintero taking top spot! The Search Party partnership is one that we are excited to share with you all. This partnership will enable students and alumni alike to benefit from being in a marketplace that reaches employers around the globe who are searching for talent purely based on skills and merit. The best part is that the idea was born from our very own alum Ben Hutt!Here in room G17, AGSM Building, we like a bit of healthy competition and have worked hard to carve out a jam packed schedule of case competitions this year (all credit goes to Rachel!). We are mid-way through the Inter-University Case Competition with Accenture (you can do it AGSM!), have seen EY run an interactive case workshop, joined forces with Infosys Portland for their annual case challenge and have Strategy&, AT Kearney & Google all chomping at the bit!While we work hard to bring you as much case practice, employer engagement and career development sessions as possible, we heavily rely on you keeping us up to date. If you have secured a role recently please do tell us (make our day☺!), if you have a role that an AGSMer could apply for do let us know! Until next month, The Careers team

Current Careers

by Careers TeamAGSM Career Development Center

Photo provided by the author

STUDENT SOCIETY (STUSOC) COMMITTEE MEMBERSPresident Trevor Harris | president.stusoc@agsm.edu.auVice President Robert Ludwick | vicepresident.stusoc@agsm.edu.auFinance Manager Rizzia Litany | financemanager.stusoc@agsm.edu.auCommunications Team Christine Savage, Tatiana Rivera Hadad, Nandini Gaur | editor.stusoc@agsm.edu.auExternal Relations Manager Kaoru Nishinakagawa | arm.stusoc@agsm.edu.auEvents Manager Pablo Quintero | eventsmanager.stusoc@agsm.edu.auTechnology Manager Karan Kaushik | technologymanager.stusoc@agsm.edu.au

STUSOC CLUBS CONTACTSPresident Consulting Club Timothy Fagan | consultingclub@agsm.edu.auPresident Finance Club Shane Simon | financeclub@agsm.edu.auPresident Innovation, Commercialization & Entrepreneurship (ICE) Club Luis Vegas Arias Stella | iceclub@agsm.edu.auPresident Marketing Mikhail Narbekov | marketingclub@agsm.edu.auPresident Public Speaking and Debate Club Tathagat Yagnik | psdclub@agsm.edu.auPresident Social Impact Club Fouad Qureshi | socialimpactclub@agsm.edu.auPresident Women in Leadership Club Ambika Asthana | wilclub@agsm.edu.au