Emprendimiento e innovación · Gestión de la innovación

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 rondas Ejecutivo English, Español
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Sobre la simulación

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.

Para quién es

Una simulación avanzada para participantes acostumbrados a trabajar con los principales marcos y dilemas de la materia, pensada para formación de directivos y profesionales con experiencia.

Cómo funciona una sesión

  1. El docente crea una sesión desde el panel de Eureka e invita a los participantes.
  2. Los participantes juegan 4 rondas. En cada una envían sus decisiones y la simulación calcula los resultados.
  3. La simulación se puede jugar en: English, Español.
  4. El docente sigue el progreso y los resultados de cada participante desde el panel, y usa los resultados de la clase para el debriefing.

Decisiones que toman los participantes

Las decisiones que toman los participantes durante la simulación:

  • 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)

Temas que cubre

Diseñada para asignaturas de Gestión de la innovación.

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