Doing Business in Conflict Zones

Syllabus

• Week 1

  Economies beyond states

  • Welcome

    We start this learning journey with an introductory look at the relationship between informal economies and civil war economies, and then delve into the question of how NSAGs finance their war efforts.

  • Informal Economies

    In this activity, we explore the relationship between state weakness and informal economies, and the challenges that weak states face in forming a taxation-protection relationship with their citizens.

  • Conflict Economies

    In this activity, we turn our attention to civil war economies, and explore how non-state armed groups finance their wars, and how different revenue streams affects their behaviour.

  • Wartime Market Analysis

    In this activity, we’ll use a practical scenario to explore the difficulties businesses face when moving goods through territories held by NSAGs, and will brainstorm solutions to those challenges.

  • From theory to practice

    In this activity, you’ll put all of the concepts we covered this week into practice, using this peer-graded activity to demonstrate your learning.

  • Weekly Wrap-up

    This week we explored some of the challenges of doing business in conflict zones, such as moving goods through NSAG-held territory. Let’s recap what we’ve covered.

• Week 2

  Navigating Corruption and Conflict

  • Welcome

    This week we’ll look at the relationship between corruption and conflict, and examine how corruption in a conflict zone can present additional costs and risks for businesses.

  • Corruption and Red Tape

    In this activity, we will examine the relationship between corruption and conflict, and will use a practical scenario to brainstorm how businesses can surmount these frustrating obstacles.

  • Setting up shop

    In this activity, we will examine the challenge of community pushback against an approved business venture, and will brainstorm possible solutions to mitigate those risks.

  • Do No Harm Principles

    In this activity, we will address some of the ways that businesses can inadvertently worsen conflict, and will explore how corporate social responsibility can help mitigate grievances and improve security of the venture.

  • Weekly Wrap-up

    This week we explored the different challenges that governments in conflict zones can create for businesses. Let’s recap what we covered.

• Week 3

  Stress Tests For Success

  • Welcome

    This week we will practice using a tool called “red teaming” to assess the risks of doing business in a conflict zone. We’ll also return to our Mali case study, so that you can leverage all your knowledge about that case.

  • ‘Red Team’ Exercises

    In this activity, you’ll learn what a “red team exercise” is and how a version of this tool can help in your planning process. To practice, you’ll review a fictitious “blue team” scenario, and get ready to “red team” it.

  • Applying an Alt-Lens

    In this activity, your task will be to take on the “red team” role, and present an attack plan to exploit any mistakes, vulnerabilities, weaknesses, blunders, and oversights the blue team might have made.

  • Debrief and Plan For Success

    In this activity, you’ll assess how your red team attack strategy revealed vulnerabilities and weaknesses in the blue team plan. You’ll also have the chance to think creatively about how to mitigate those vulnerabilities.

  • Wrap-Up

    This week we practiced stress testing a business plan by using a modified version of “red teaming”. Let’s recap what we learned this week.

Who will you learn with?