Murray Low
- Academic Director in Executive Education
- Executive Education
- Adjunct Professor
- Management Division
- Areas of Expertise
- Entrepreneurship & Innovation
- Contact
- Office: 878 Geffen
- Phone: (212) 8544403
- E-mail: [email protected]
- Links
- Personal Website
Professor Low is an experienced entrepreneur and a leading authority on entrepreneurship in independent, corporate and not-for-profit settings. As the founder of the Columbia Entrepreneurship Program, he has worked to make entrepreneurship a viable career option for MBA graduates. As the Co-Director of IE@Columbia, he has worked with faculty, students and staff across the University to spread innovation and entrepreneurship. He has also lead initiatives to improve business education in developing countries, particularly in Africa. Low consults to both small and large companies, family businesses and not-for-profits. He teaches executive seminars in the areas of entrepreneurship and innovation and makes frequent presentations to academic and industry groups. He has published widely in academic and practitioner journals and is a regular commentator in the media. He is an active advisor, board member and angel investor.
- Education
-
BA, Simon Fraser University, 1976; MBA, 1985; PhD, University of Pennsylvania, 1991
- Joined CBS
- 1990
All Activities
- Case ID
- 190404
Sarah Stanley at GSB
What cultural clues is the new Director of Marketing at an established consulting firm ignoring?
- Case ID
- 160413
Computer Warehouse Group -- CWG2.0
Was it the right time for Computer Warehouse Group Founder Austin Okere to step down as CEO?
- Case ID
- 160407
Verdissimo
How should Verdissimo, a Colombia-based company that produced and sold preserved flowers, implement a comprehensive growth plan?
- Case ID
- 160406
Kalamata Capital
What path to growth should this alternate lending institution follow?
- Case ID
- 90414
Vetinsurance: Medical Insurance for Your Pet
- Case ID
- 130202
Bodytech
- Case ID
- 110401
Succession Planning at Equipment Co.
How does a father choose which son should lead the family business?
- Case ID
- 120408
Plas-tek Industries
How might the son of the CEO of a medium-sized manufacturing firm succeed as his father's successor?
- Case ID
- 110308
Equity Bank: The Real Thing?
How had a Kenyan bank catering to the poor expanded so quickly, and could the financial institution continue growing after a post-2007 slowdown?
- Case ID
- 110418
BuildingWatch
Should two entrepreneurs with a fledgling start-up consider a third-party equity investment, and if so, which strategy makes the most sense?
- Case ID
- 112301
Palogix International Limited
Should a South African transport company risk expanding to the United States?
- Case ID
- 110408
HEICO Corporation
When a family business takes over a small company and achieves unlikely success, should it plan to include the next generation in its leadership?
- Case ID
- 100412
Julia B
After two years of initial success, the owner of a high-end fashion and design store finds herself with declining profits and increasing managerial problems. How can she turn it around?
- Case ID
- 100413
Banana Investments: Entrepreneurial Growth in Tanzania
When an entrepreneurial African business is offered a loan requiring dollar-denominated payments, should the owners accept the terms and ensuing risks?
- Case ID
- 90422
Busy Internet
How should an African entrepreneur plan for his tech startup's launch and expansion?
- Case ID
- 90421
ArcelorMittal's Mining Project in Liberia: Balancing CSR and Financial Returns
When a war-damaged developing country asks to review a contract with the world's largest steel company, what financial and corporate social responsibility issues come into play?
- Case ID
- 90413
Graham, Smith & Bendel, Inc.
What cultural clues is the new Director of Marketing at an established consulting firm ignoring?
- Case ID
- 100417
Maveron and Vetinsurance
What terms should Vetinsurance negotiate with the VC firm about to offer funding?
- Case ID
- 90411
PieSky Ventures
As the venture capital arm of a US business school considers four investment ideas, which one represents the best entrepreneurial opportunity?
- Case ID
- 90403
Computer Warehouse Group
Should the CEO of a Nigerian technology company accept an offer from an international private equity firm?
- Case ID
- 90404
Metalex: Managing Growth in Ghana
Should a large building supply company in Ghana partner with outside investors?