Action Learning

Global Entrepreneurship Lab

G-Lab student teams have delivered insight and analysis to 515 startup and growing companies on 739 projects located in 55 emerging and frontier markets globally.

Dive In

A lot of G-Lab is about taking students out of their comfort zones. It requires a lot of work on their part, beyond sitting in a classroom and taking notes.

Simon Johnson Ronald A. Kurtz (1954) Professor of Entrepreneurship, Professor of Global Economics and Management, Co-Founder of G-Lab

15.389 Global Entrepreneurship Lab

Entrepreneurship in the 21^stcentury is evolving at a rapid pace. Global advances in technology, communication, and capital markets have catalyzed innovative startups that are building successful companies in markets around the globe, in young or emerging entrepreneurial ecosystems. The real world challenges these entrepreneurs face are the focus of Global Entrepreneurship Lab.

Since 2000, Global Entrepreneurship Lab (G-Lab) student teams have delivered insight and analysis to 515 startup and growing companies on 739 projects located in 55 emerging and frontier markets around the world. Our teams work on business problems with sponsoring host companies in critical areas such as fintech, cryptocurrency, mobile apps, digital media, telecom, transportation logistics, venture capital, artificial intelligence, and machine learning.

This course focuses on measuring and understanding what kinds of entrepreneurship thrive in different countries. Students work with host companies to develop analytical diagnostic frameworks that can be used to better understand any situation. This includes applying macroeconomic, microeconomic, and financial tools – as well as thinking about the role of politics, culture, and other noneconomic variables. G-Lab covers relevant history, as well as the likely trajectory of countries and what kinds of policies can make a difference.

G-Lab is an interdisciplinary project-based learning course with three specific goals:

To provide students with insights into the opportunities and problems facing entrepreneurs in emerging markets.
To structure an intensive project experience for students, in which they work collaboratively with senior leadership at global startups.
To help students develop their skills of integrated problem framing, in order to understand how organizations in complex environments move to action.

Innovating with entrepreneurs around the world

For 22 years, G-Lab student teams have been working with startups around the globe to help them scale their businesses to generate both an economic and social impact. Typically, students assist entrepreneurs in emerging markets in Latin America, the Middle East, Africa, and Southeast Asia.

G-Lab impact stories

Photo of G-Lab team in front of a waterfall

Action Learning Where and how to launch 'Bobocabins' in the United States

View of Avenida Paseo de la Reforma in Mexico City

Action Learning Discovering ways for a venture capital firm's portfolio companies to reach potential growth

Action Learning Benchmarking to support e-commerce company expansion in emerging markets

Action Learning Supporting innovation in the Philippines

See more G-Lab Impact Stories

G-Lab Companies

2019 - 2020: Analyzing the viability of selling Peruvian automotive glass manufacturer AGP’s eGlass in the Tesla aftermarket via a B2C model.

See AGP 2019-2020 Project Poster

2018-2019: Determining how AGP’s capabilities can be leveraged to develop a portfolio of glass solutions that will meet the needs of a range of emerging autonomous vehicle (AV) technologies in order to position themselves as the eventual “go-to” supplier.

See AGP 2018-2019 Project Poster

2019-2020: Creating a valuation framework for innovation projects involving external startups, and an incentive system to foster partnerships with parent company Breca’s business units (BUs).

See Breca/BREIN 2019-2020 project poster

2018-2019 CAA: Determining how to commercialize BREIN’s Center of Advanced Analytics (CAA) models.

See brein CAA 2018-2019 Project Poster

2018-2019 Value Proposition: Developing a unique value proposition and operating model for BREIN.

See Brein value proposition 2018-2019 project poster

2019-2020: Devising an MVP version of a self-service merchant platform for DANA, a payment platform offering online and offline (brick-and-mortar) solutions in Indonesia.

See DANA 2019-2020 project poster

2018-2019: Creating a loyalty program for a joint venture between DANA, a FinTech company in Jakarta, and a large Indonesian fast food restaurant chain.

See DANA 2018-2019 Project Poster

2018-2019: Expanding Everest Education’s reach beyond the student population it currently serves to students in Vietnam’s second tier cities and rural markets.

see everest education 2018-2019 Project Poster

2017-2018: Designing a market entry strategy for Everest Education’s still-undeveloped provincial tutoring offering.

See everest education 2017-2018 Project Poster

2019-2020 Conference: Evaluating the feasibility, impact, and profitability of a retail-focused conference for Gojek, a super app providing more than 20 services ranging from people and food transportation, to massages and e-money.

See Gojek Conference 2019-2020 project poster

2019-2020 Midtrans: Creating a product and competitive offering analysis focused on both current and future payment gateway features, and an international landscape overview focused on both payment gateway providers and electronic wallets in the southeast Asia region.

See Gojek Midtrans 2019-2020 project poster

2018-2019 Data Marketing: Proposing a set of recommendations for Gojek to monetize its data.

see gojek Data Marketing 2018-2019 Project Poster

2018-2019 Fleet Monetization: Determining a better strategy to price existing products.

see gojek Fleet Monetization 2018-2019 Project Poster

2017-2018 Go-Food: Identifying alternative revenue streams to complement the core business.

see GO-FOOD 2017-2018 Project Poster

2017-2018 Go-Life: Helping Go-Life with its valuation target, preparing a fundraising strategy, and improving talent acquisition and retention.

see GO-LIFE 2017-2018 Project Poster

2016-2017 Go-Pay: Building a 2-5 year recommended growth roadmap and monetization strategy for Go-Pay within the Indonesian market.

see GO-PAY 2016-2017 Project Poster

2016-2017 Go-Points: Mapping, evaluating, and prioritizing relevant value propositions in order to strengthen Gojek’s customer journey in loyalty with Go-Points.

See GO-POINTS 2016-2017 Project Poster

2019-2020: Integrating the HARA token into HARA’s existing business model in order incentivize depo kiosk owners, who help supply farmers, to use it for submitting their data.

See HARA 2019-2020 project poster

2018-2019: Crafting a post-ICO strategy for HARA, an Indonesian agriculture technology company that connects farmers with financial institutions via blockchain.

see hara 2018-2019 Project Poster

2017-2018: Proposing an action plan allowing PTT, a Thai energy company, to create a new S-curve business to take advantage of changes in the energy market, to maintain its market share in the energy industry, and to enhance their end customer experience.

see ptt 2017-2018 Project Poster

2016-2017: Evaluating best practices on corporate venturing in the US market, recommending a Corporate Venture Capital (CVC) structure, and mapping the most promising energy technologies.

see ptt 2016-2017 Project Poster

2017-2018: Helping Samba Tech become a publisher of the future and transition from a technology provider to a digital media company by identifying short and long-term strategies for its Samba Play product.

see samba tech 2017-2018 Project Poster

2016-2017: Developing a value proposition and target market for Samba Tech’s new video sharing app, Kast.

see samba tech 2016-2017 Project Poster

2016-2017 Strategic Investments: Identifying strategic investments that would help TASA, the world’s largest producer of fishmeal and fish oil, add value to the company.

see tasa Strategic Investments 2016-2017 Project Poster

2016-2017 Human Consumption: Examining the North American fish oil dietary supplement and pharmaceutical markets to determine the long-term growth potential of these markets.

see tasa Human Consumption 2016-2017 Project Poster

2019-2020: Optimizing overall profitability for Trocafone, a marketplace for used smartphones.

See Trocafone 2019-2020 project poster

2017-2018:

Pursuing an offline marketing strategy to expand customer penetration for Trocafone, Latin America’s leading smartphone reseller online platform.

see trocafone 2017-2018 Project Poster

2016-2017: Researching pricing theory and translating it into an e-commerce pricing algorithm for Trocafone.

see trocafone 2016-2017 Project Poster

We are essentially providing students with the opportunity to develop the skills around negotiation, influence, how to work with other people.

Michellana Jester Lecturer, Global Economics and Management

From the classroom to the field

As the main feature of G-Lab, student teams work with their host companies on project engagements designed to tackle real-world problems. Host companies are located in up to 15 different emerging market economies throughout the world. In September, G-Lab faculty members match the best-qualified teams to their preferred host company's project. From late September through December, the teams work remotely from campus with the companies to advance the project work, building their relationships through online collaboration and weekly conference calls. Teams conduct project-related research, interviews, and analyses that lay critical groundwork for their onsite field work. In January, teams travel to work on site full-time at their host companies’ offices for three weeks.

Return: Reflections and deliverables

In MIT Sloan’s signature Think-Act-Reflect approach to Action Learning, reflection is an ongoing component in the cycle of a G-Lab project. Through various methods of reflection – such as written reflection papers, team process exercises, mentor coaching, posters, public presentations, and student blogs – students link theory and practice before, during, and after their project engagement, leading to a deeper understanding of the broad impact of what they’ve learned. The teams’ final deliverables include a formal presentation and concrete “leave behinds” that deliver high-impact tools, such as financial models, HR manuals, strategic business plans, or social marketing strategies that the host companies’ senior management can put to work immediately.

Class timeline 2024-2025

Summer 2024

Surveys sent to enrolled G-Lab students to help target project recruitment efforts; communications also sent regarding preparation for travel and the three week IAP onsite.
Late August

G-Lab 2024—25 approved projects are posted for viewing.
Week of September 9

Students finalize team formation; meet with faculty to discuss project interests.
Week of September 16

G-Lab faculty matches student teams with projects/host companies; course mentors are assigned to teams. Virtual introductions made and teams begin project work.
September - December

Teams work on research; conduct interviews and analysis; hold virtual weekly meetings with host company and regular meetings with mentor.
January 2025

Teams travel to and work onsite at their host company’s offices full-time for three weeks (15 consecutive business days) during IAP 2025. Onsite dates determined by team and host.

G-Lab student FAQs

Unfortunately, no. We spend the summer recruiting projects based on your response to our survey assessing student interests regarding location, industry, domain, and type. Our projects are sourced from emerging market countries in Latin America, Southeast Asia, Middle East, and Africa and target country locations, project domain, industry and type based on your response to our summer surveys. Project recruitment aligns with student input and the final portfolio of approved projects will be made available for student viewing in late August.

Student teams review all projects and submit applications ranking their project preferences. We recruit 10% more projects than expected student teams; so, not all recruited projects will be matched. G-Lab faculty meet to review host company project proposals and then discuss each team’s application materials (e.g., student CVs, project ranking, and team statement). The G-Lab faculty make the final team project match.

G-Lab students are encouraged, but not required, to form teams of four before class begins. Because the course has a three week onsite travel component, you should team with classmates you can successfully live and work with in a foreign country for several weeks. Also keep in mind that your team should be comprised of individuals with a broad range of skills since you won’t know any project specifics in advance. That said, G-Lab faculty will help to organize students not on a team of four during the first week of class.

After many years of experience, we do not allow teams of five; and only allow teams of three under extraordinary circumstances (e.g., course enrollment numbers). There are both logistical reasons for this (e.g., ground transport, onsite accommodations, airfare and lodging costs paid by the host company, etc.), as well as ‘level of effort issues’ (e.g., free-rider effect with five or balancing the project work load with a team of three). If a situation evolves so a team is reduced to three members, agreements must then be secured with the host so the project can be rescoped and other adjustments made.

Teams often work on internationalization strategies, new market entry analysis, capital-raising strategies (domestic and foreign), marketing analysis, pricing research, product development, technology commercialization, and competitive landscape assessment. Projects sometimes also involve finance, pricing and market research, process improvement, logistics, workforce management, and business development.

No. We recruit hosts to participate in G-Lab by stipulating that students will work remotely (on campus fall term) and for three weeks (full time during IAP) in country at their office location. In addition to needing the time to complete your project, our sponsoring hosts incur considerable costs, including their time to arrange for their G-Lab team’s onsite. It’s important that teams are onsite, at the same time, for the full three weeks.

Host companies cover student roundtrip airfare and onsite lodging. MIT Sloan covers costs such as visa (if required) and some incidentals (on a case-by-case basis). Students are responsible for their onsite ground transportation and food, although hosts typically arrange to cover transport costs to/from the office and office lunches. However, students’ weekends are their own and they are therefore responsible for their excursions and sightseeing costs. We suggest students anticipate setting aside about $1,000-$1,500 for personal expenses related to the G-Lab onsite.

Through G-Lab, we get access to very talented and motivated young people. They engage with everyone in the company, and then they apply what they've learned.

Luis Navas CEO, Conexia (Seven-Time G-Lab Host Company)

The benefits of becoming a host company

Since 2000, MIT Sloan G-Lab teams have provided high-impact insight and analysis on an extremely cost-effective basis to 515 startups and fast-growing companies with 739 projects in 55 emerging and frontier markets. Our MBA student teams focus on the specific challenges requested by sponsoring host companies, and work to find concrete solutions that can be implemented concretely, quickly and efficiently.

The value G-Lab teams deliver is consistently rated as superior by our host companies. Each year, a significant percentage of new host companies are introduced to us by satisfied past participants. Each year, more than 30% of our host companies return to work with our G-Lab teams.

Student teams

As a direct result of G-Lab’s legacy of success and impact, the course attracts students with rich and varied backgrounds, skills, and work experience. Each four-person G-Lab team is comprised of second-year MBA students and, on occasion, other MIT graduate students, representing a wide range of backgrounds and expertise, from management consulting and financial services to manufacturing and operations.

Project scope

When determining project scope, host companies draw from a broad spectrum of business challenges such as strategic growth, new market entry, pricing, marketing, benchmarking, fundraising, and financial strategy. G-Lab strongly emphasizes concrete “leave-behinds” as a primary component of the teams’ project deliverables. For example, for a project focused on creating an acquisition strategy, the deliverables will likely include an M&A toolkit with spreadsheet templates and valuation benchmarks, each with user guides. Student teams may deliver other concrete tools such as financial models, potential customer/investor/partner pipelines and screens, and go-to-market roadmaps.

Projects Since 2000

Host timeline

July - August

G-Lab recruits new projects each year between July and August. Companies interested in participating submit an online project questionnaire, which asks for a description of the scope of the business challenge and proposed final deliverables. The questionnaire also asks for desired skill sets and areas of expertise, including non-English language requirements. As part of the due diligence process, G-Lab faculty connect with each company to help shape and refine their project scope for the questionnaire.
September

G-Lab faculty match host company projects with the best-qualified student teams.
Late September - December

Students work with companies remotely via conference calls and online collaboration to create a work plan and finalize scope, then conduct initial research, interviews, and analysis. With mentor support, teams are charged with the responsibility for building and managing the host company relationship.
January

Teams work on-site at host companies’ offices full-time for at least three weeks. Final deliverables include a formal presentation and concrete “leave behinds” that include high-impact tools and recommendations hosts can immediately use.

Host company obligations

Host companies receive optimal results when the CEO and other senior managers are available to devote focused time and energy on the project and with the G-Lab team, especially while teams are on site. While MIT Sloan does not charge companies a fee for engaging a G-Lab team, host companies do assume responsibility for 1) round-trip economy airfare for the team, and 2) modest, safe lodging while they are in-country. Given that G-Lab sends teams to countries from Argentina to Zambia, travel and lodging costs vary widely. As a guide, however, a number of recent host companies report that they budget approximately US $8,000 - $12,500 to host a team.

Interested in hosting?

In order to participate, potential host companies must have a due diligence call with G-Lab faculty and submit the G-Lab questionnaire. If you are interested in becoming a host company for G-Lab, or if you have any other questions, please email glab-faculty@mit.edu .

G-Lab host organization news

We work with an amazing array of host organizations from emerging markets all over the world. Learn more about them below.

Action Learning

SoFi acquires Technisys, a digital cloud-based core banking platform

SoFi technologies is acquiring Technisys, a G-Lab host company.

Learn More

Simon Johnson

Ronald A. Kurtz (1954) Professor of Entrepreneurship

SIMON JOHNSON is the Ronald A. Kurtz (1954) Professor of Entrepreneurship at the MIT Sloan School of Management, where he is head of the Global Economics and Management group. At MIT, he is also co-director of the Shaping the Future of Work…

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Michellana Jester

Senior Lecturer, Global Economics and Management

Michellana Jester is a Lecturer and GLab Course Manager at the MIT Sloan School of Management.

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Matias B. Adam

Lecturer

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Luis Spencer Barros

Lecturer, Global Economics and Management (GEM).

Luis Barros is a Lecturer in the Global Economics Management Group at MIT Sloan. He is a managing partner of Leading Business Ventures (LBV), an investment entity and advisory firm, and director & audit committee member of the ECOWAS Investment and…

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John C. Grant

Senior Lecturer, International Action Learning Programs (G-Lab, China/India Lab, GO-Lab)

John Grant is a Senior Lecturer in Global Economics and Management at the MIT Sloan School of Management. His focus is the intersection of the domains of strategy, entrepreneurship, and strategic management. His work at MIT Sloan supports the…

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Shari Loessberg

Senior Lecturer, Technological Innovation, Entrepreneurship, and Strategic Management

Shari Loessberg is a Senior Lecturer in Technological Innovation, Entrepreneurship, and Strategic Management at the MIT Sloan School of Management.She is an experienced entrepreneur and investor in established and emerging markets. She has…

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Global Entrepreneurship Lab

15.389 Global Entrepreneurship Lab

Innovating with entrepreneurs around the world

G-Lab Companies

99

ACM Landholdings

Africa's Talking

American Glass Products (AGP)

Arthur Energy Advisors

ASTI

AT Labs

Azalai

bioFeeder

Breca/BREIN

Bukalapak

C6 Bank

Cabify

Cementos Pacasmayo

ChinChin

CIMCORP

Clicars

Comunal Coworking

Conexia

Cortex Intelligence

Cradle

Cumplo

DANA

DASH

Dattabot

Dermograph

Destacame

Dito

dLocal

Dynamo Productions

EasyParcel

EcoFlora

Eden Holdings

Everest Education

FashionValet

FBZ Group/F.Biz

Feruni Ceramiche Sdn. Bhd.

Frogmi

Glamping Hub

Globant

Gocase

Gojek

Grupo-Vida

HARA

Hijos de Rivera

Imaginamos

Indomog

IntelCost

Interbank

Investree

Involves

Kamworks

KO Urban Detox

Location World

Lori Systems

Maria Almenara

Ma-Navette.com

Megatlon

Mercado Libre

Merchants Company of West Africa (MECOWA)

Mill

Mitra Adiperkasa (MAP)

Omniup

Onapsis

Online-Pajak

Pacari Chocolate

Photobook Worldwide

Piktochart

PolyNatural

PrivyID

The PTC Group

PTT

Quero Education

RajaMobil

RIMAC

Samba Tech