Entrepreneurship & Innovation · Innovation Management

Tech Pivot — AgroSensa's Innovation Portfolio & EU Entry

A four-round, advanced innovation-management simulation set inside AgroSensa S.A.S., a 9-year-old Colombian AgriTech SME in Medellín (COP$18.500 millones revenue, 6% EBITDA, 78 staff, two granted patents, ~430 farm customers).

4 rounds Executive English, Español

Preview

About this simulation

A four-round, advanced innovation-management simulation set inside AgroSensa S.A.S., a 9-year-old Colombian AgriTech SME in Medellín (COP$18.500 millones revenue, 6% EBITDA, 78 staff, two granted patents, ~430 farm customers).

On 11 May 2026 a venture-backed Brazilian competitor announces it is entering Colombia with a cheaper sensor, while a Spanish agri-distributor offers an exclusive EU deal — but only if AgroSensa ships a CE-certified product within 9 months. The Brazilian entrant lands in ~5 months.

AgroSensa cannot defend home, build the future, and internationalise at once: four candidate R&D projects demand ~COP$7.600 millones against a fixed COP$4.200-millón budget (1.8x), with only COP$2.400 millones cash and COP$1.500 millones of undrawn credit.

Playing the Innovation Manager, you (1) diagnose the position and frame the central trade-off — concentrate, do not keep every option open; (2) prioritise the technology portfolio under the fixed budget, funding, deferring or killing each project rather than peanut-buttering; (3) choose an internationalisation entry mode along the control-commitment-cost-speed spectrum (distributor, joint venture, or wholly-owned subsidiary) consistent with the same budget; and (4) sequence the funded projects against the 5- and 9-month clocks and run a cash-runway check with a contingency rule, then pitch the integrated plan.

The math rewards genuine portfolio concentration, peer-fit entry-mode discipline, time-to-market realism, and cash safety, and punishes the five classic errors — peanut-buttering the budget, chasing the EU deal while home collapses, over-committing to a subsidiary you cannot fund, optimising for technical elegance over the clock, and building a plan with no runway.

Final KPIs track Home Defence, EU Foothold, Innovation ROI, and Cash Runway in months.

Who it is for

An advanced simulation for participants used to working with the main frameworks and trade-offs of the subject, designed for executive education and experienced professionals.

How a session runs

  1. The instructor creates a session from the Eureka dashboard and invites the participants.
  2. Participants play 4 rounds. In each one they submit their decisions and the simulation calculates the results.
  3. The simulation can be run in English, Español.
  4. The instructor follows each participant's progress and results from the dashboard, and uses the class results for the debrief.

Decisions participants make

The decisions participants make during the simulation:

  • When you cannot defend home, build the future, and internationalise at once, what is the strategic answer?
  • How much domestic share is at risk, and how fast, if home is left undefended?
  • How explicitly does your team accept that all three fronts at once is infeasible? (%)
  • Among the six active projects, what do you pause to protect cash and free R&D capacity?
  • Which internationalisation entry mode do you take for the EU opportunity?
  • When and how do you make the EU move relative to defending home?
  • How firmly do you tie the EU spend to a go/no-go gate (CE achieved + first EU order)? (%)
  • How do you sequence the funded projects against the 5- and 9-month clocks?
  • What is your contingency rule if R&D slips or the Brazilian rival moves faster?
  • How much cash do you hold in reserve against the front-loaded spend? (% of available cash)

Subjects covered

Designed for courses in Innovation Management.

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