WDI Davidson Review Summer 2010

SUMMER

w i l l i a m

d a v i d s o n

i n s t i t u t e

10

Business Knowledge for Emerging Economies

“ Being able to develop In this issue so many pieces of new 4 Base of the Pyramid teaching material for 9 Educational Outreachnot the course would Executive 16 have beenEducation possible without Educational Global Impact Internships 20 Outreach.”

EO developed 38 teaching pieces for a BBA course Dolan co-taught with WDI’s Robert Kennedy and Ross’ Scott Moore.

Making Case th e

Robert Dolan Dean, Ross School of Business

WDI’s Educational Outreach initiative, started more than three years ago, continues to improve and grow in its first year under director Marc Robinson.

O

WDI Mourns Death of C.K. Prahalad > Page 11

In this issue 4 Base of the Pyramid 12 Development Consulting Services 22 WDI Summer Internships

perations at EO have been streamlined, most notably in the area of content creation.

More than 100 published pieces were completed in the past year — doubling the output from the previous year — with an additional 70 pieces in final production. The catalogue now contains about 250 pieces — cases, conceptual notes, simulations, exercises, and videos.

Traffic to EO’s e-commerce website GlobaLens. com and sales to academics and non-academics alike are increasing. Average daily page views at the GlobaLens site tripled over the last year. The number of registered educators nearly doubled, and other registered users more than doubled to nearly 1,000. Case sales have increased more than 300 percent in the last year.

“EO is turning into a viable operation, and moving towards supporting itself,” said WDI Executive Director Bob Kennedy.

And what will certainly help EO continue its momentum is the

redesign of the GlobaLens website.

After consulting with faculty and other customers, improvements were made to ease use and navigation.

Specific improvements included an enhanced search of materials, identification of teaching points for GlobaLens materials, streamlined download of materials, and the ability to have community-driven conversations across the entire GlobaLens site.

The old site was built on the three aspects of GlobaLens — cases, courses, and community.

But the three were like silos, which made it difficult to interconnect them.

At the new site, each case study detail page features a place to blog and a place to ask specific questions of others. Additionally, when a visitor to the new GlobaLens.com clicks on a case study, they see an option to view four or five syllabi that relate to that case study. Or when looking at syllabi, a

EO Director Marc Robinson said the initiative has made “great strides” in the past year.

Co n t i n u e d o n pag e 10 >

table of contents

10

Research Updates 4 Base of the Pyramid 7 Business of Health Care

Program Updates 8 Educational Outreach 12 Development Consulting Services 16 Executive Education

Supporting International Activities 20 Multidisciplinary Action Projects 22 Internships 26 Cross-School Collaborations

William Davidson Institute 724 East University Avenue Ann Arbor, Michigan 48109 USA

27 Travel-Study Course

Editor: Dan Shine danshine@umich.edu

28 WDI Calendar

Photographers: Steve Kuzma and Dan Shine.

w w w. w d i . u m i c h . e d u

s u m m e r 1 0 | review

LETTER FROM THE EXECUTIVE DIRECTOR

hello

again from the William Davidson Institute. This 14th issue of the Davidson Review will update you on our latest activities and upcoming plans. We continue to build communities of interest in our focus areas and, as you read more about our work, we encourage you to become involved in our programs.

As a reminder, the William Davidson Institute (WDI) has five broad areas of activities —research, development consulting services, executive education, educational outreach, and supporting international activities at U-M. I’m pleased to let you know that everything is going quite well at the Institute.

Educational Outreach (EO), our case writing initiative, continues to make great strides. We are about to launch a new GlobaLens website (www.globalens.com) that will make searching and previewing teaching materials easier than ever. The case catalogue is growing and our materials are being adopted in more courses at the Ross School, as well as at other top business schools. Read more about EO in this issue’s cover story.

Development Consulting Services (DCS) is managing a diverse portfolio of projects. Revenues increased by more than 50 percent for the third straight year. To help manage this explosive growth, DCS has hired two new members of the team. Jen Marcy is the new DCS business development manager, and Janet Niece has joined DCS as a project administrator. Read more about Jen and Janet on page 15.

Despite the economic downturn around the world, Executive Education continues to deliver a number of highly successful programs globally. Exec Ed will deliver about 40 programs this year, including the acclaimed entrepreneurship program in Rwanda, which is part of Goldman Sachs’ 10,000 Women program. Executive Education will be working with Jen Marcy to develop new funding sources, particularly in the area of entrepreneurship training.

Our research initiatives are going well.

Our Base of the Pyramid research initiative has become a leader in the field of impact assessment, with plans for a second workshop on the topic and a couple of consulting projects tied to impact assessment work.

The Business of Healthcare research initiative has fieldwork underway in Ghana and Rwanda. Initiative director David Canter has accepted a position as executive director of the UM’s North Campus Research Center, an important position that will ultimately provide needed stimulus to the Michigan economy. We wish him well in his new endeavor. We believe in the importance of this research work and are exploring ways to continue the initiative.

The Green Leap Global Initiative is winding down as a research effort, but will continue as an offering from our DCS group. Numerous development agencies have expressed interest in supporting this work, and we look forward to continuing our work with Stu Hart to develop those relationships.

WDI’s support of international activities at the university remains strong. We sponsored 10 MBA Multidisciplinary Action Projects (MAP) at the Ross School this winter, as well as a highly-successful travel study course to Russia.

As I write this, 22 WDI summer interns are spread out across the globe working on important and diverse projects.

You can read about WDI’s work in greater detail in this newsletter and stay updated at www.wdi.umich.edu.

The impact of WDI around the world continues to grow. For those of you already engaged with WDI, we thank you. For those who are not, we invite you to become a part of this dynamic community.

In closing, I want to say a few words about C.K. Prahalad, who passed away in April. C.K. was a colleague, trusted adviser, brilliant mind, and friend. He was also one of the leading global thinkers on corporate strategy and economic development issues. C.K. was involved with WDI from its founding in 1992, and remained engaged ever since. Despite huge demand for his time and attention, he always made time for WDI, and provided advice on issues ­— both great and small. We were all saddened at WDI by his death and will feel his loss for a long time. Personally, I was honored to call him a friend and I will carry his memory with me forever.

Sincerely,

Robert E. Kennedy Executive Director

3

RESEARCH

UPDATE BASE OF THE PYRAMID

The Base of the Pyramid (BoP) initiative, directed by Dr. Ted London, continues to take a leadership role in the development of the BoP domain.

Our impact assessment activities have helped launch a new perspective on assessing and enhancing mutual value creation. The team’s strategy combines executive education, field-based consulting, and data collection and analysis. We are also nearing completion of two projects that could have a substantial influence on the field: an edited book exploring next-generation BoP business strategies and a USAID-funded evaluation of the opportunity for the BoP perspective to enhance integration of donor- and enterprise-led value chain initiatives.

4

Impact Assessment Workshop a Success; Second Planned I

n February, a variety of managers from the corporate, non-profit, development, and academic communities attended WDI’s inaugural Impact Assessment Workshop.

These attendees, who work with the base of the pyramid and want to develop or refine their organization’s impact assessment process, came from the U.S., Canada, Mexico, and Great Britain.

A second impact assessment workshop is being planned for fall. A date has not been set. For the latest information, please visit: http://bop2009.org/ia.aspx Ted London of WDI has developed a BoP Impact Assessment Framework to help organizations identify and track poverty alleviation impacts so they can enhance their business models.

Most ventures that serve the poor primarily collect data on pre-determined business milestones and recite feel-good stories. But without a true assessment on how they are serving their target market, organizations are unable to improve their economic and social performance. Even organizations that carry out an impact assessment can end up with unusable data due to poor methodology.

The main objective of the WDI workshop was for participants to develop an action plan on how to implement the framework within their own organizations.

During the workshop participants: • developed a strong understanding of the framework • performed a strategic analysis of their organization’s impacts • learned and applied key issues in developing and implementing a data collection strategy

Top: Andy Grogan-Taylor at BoP Impact Assessment Workshop.

Bottom: A workshop participant makes a point.

London, a senior research fellow at WDI, opened the workshop by discussing the use and application of the framework, and how to identify impacts and engage stakeholders.

Andy Grogan-Kaylor, professor at Michigan’s School of Social Work, walked the participants through developing a research

design, sample selection, and sample size when applying the framework.

And Heather Esper and Sateen Sheth of WDI talked about both the content and process aspects of data collection — from defining survey objectives to performing data management.

w w w. w d i . u m i c h . e d u

During the workshop, participants performed an initial strategic assessment of their organization, learned more about research design, sample size, developing a survey, creating a sound data collection process, implementing a survey, and analyzing data.

Each participant then applied each of these concepts to their venture to develop an action plan, which they presented to the group on the third day.They received feedback from the WDI team and other participants.

The attendees then left the workshop with a solid action plan to present to their organizations and move their ideas forward.

“I came to the workshop to refine our current impact assessment methodology,” said Henning Alts Schoutz of Mexican cement giant CEMEX.“Overall, I found the sessions very enriching as they covered many key topics which will help us improve our research and performance efforts.

Specifically, it will help us develop a standardized impact assessment.”

Esper said there has been overwhelming interest in a second workshop. She said there will be a few small changes from the first workshop.

“Based on participants’ feedback from the first workshop, we have extended the workshop duration and created more time for participants to work on their own impact assessment plans after each session in order to better reinforce the knowledge learned during the sessions,” she said.“We are also planning to expand the number of spots available now that we have conducted an initial workshop and received such positive feedback on the material.”

s u m m e r 1 0 | review

USAID Research Project Nears Completion T

he WDI research team that has been comparing the donor-driven value chain approach to poverty alleviation with that of venture-led initiatives — as it relates to base of the pyramid (BoP) producers — presented an update on its findings on May 25 at The QED Group and May 26 at the Academy of Educational Development board room in Washington, D.C. The WDI team of Senior Research Fellow Ted London, Ross School of Business Professor Ravi Anupindi, and Helene Bayeux of WDI looked for overlaps, distinctions, possible synergies, and contradictions as they compared the two approaches.

The team spent two weeks in March in Zambia and Kenya conducting research.

They conducted visits with both donor and

review | s u m m e r 1 0

enterprise-led initiatives while there.

Anupindi also spent two weeks in India in May visiting additional value chain programs and BoP enterprises.

London, Anupindi and Bayeux presented their core findings to a group of USAID and AED officials, as well as implementing partners involved in USAID value chain projects. A second presentation was given at the offices of The QED Group, also in Washington, D.C., in order to reach as many implementing partners as possible. The project is funded by USAID. London and Anupindi collected input from the meetings as well as a three-day online “e-consultation,” and will finish their report in mid-July.

5

Top: Ted London, right, and a staff member of the Kenyan social enterprise Honey Care Africa. Below: Ted London and Ravi Anupindi in Zambia for USAID BoP research project.

w w w. w d i . u m i c h . e d u

BASE OF THE PYRAMID

6

Advisory Project Completed; Another Being Readied W

DI’s BoP initiative recently completed an impact assessment advisory engagement with Digital Divide Data (DDD), a field-based venture in Cambodia and Laos. WDI provided feedback on DDD’s current impact assessment project.

The goal of the partnership was to assist DDD in their attempts to assess and enhance the impacts of their venture so they can better hear the voices of the base of the pyramid, thereby improving their economic and social performance. The organization trains and employs economically-disadvantaged and physically-disabled young adults in Cambodia and Laos in IT skills.

WDI made recommendations to DDD in the areas of: Strategic Analysis; Research Design, Sample Size and Selection; Survey Development; Data Collection; and Data Analysis.

“We were really able to help DDD focus on several important areas as it relates to impact assessment, and I think they will be a stronger venture going forward,” Ted London said.“We look forward to continuing our relationship with DDD through WDI’s student internships and student projects at Ross, as well as carrying on our advisory engagement, as they are an impressive organization that is addressing a significant need while asking the right questions of themselves.”

Michael Chertok, Vice President of Global Impact atDDD, said he really appreciated the work done by WDI. “Ted and the rest of his team at WDI guided us through the theory that drives successful impact assessment, and then helped us apply it to the reality of DDD’s operations in Cambodia and Laos,” Chertok said.“Thanks to the diverse expertise of each member of the WDI team,

we feel confident that we can smoothly implement an evaluation program that will capture the impact DDD has on the lives of our staff.

While the work with DDD is winding down, a collaborative engagement between WDI and the social enterprise Movirtu is about to begin. The for-profit social enterprise provides innovative mobile technology and business models for wireless telecommunication service providers servicing rural poor communities in Sub-Sahara Africa and South Asia.

Working in collaboration with Movirtu, WDI will help complete a strategic assessment using its BoP Impact Assessment Framework to identify a holistic set of positive and negative impacts on local stakeholders. WDI will also develop a

set of recommendations for Movirtu to implement in order to measure and analyze their impacts at the project level using the Impact Assessment Framework.

“The model was developed in order to help organizations better understand and improve their on-the-ground poverty alleviation impacts,” said WDI Research Associate Heather Esper.“Utilizing our framework provides venture leaders with a structured process to enhance positive impacts and mitigate negative impacts.”

Nigel Waller, CEO and founder of Movirtu, said the organization considers itself “very fortunate to be able to collaborate with such a prominent institution.”

“This partnership will give our company the much-needed strength to improve the sustainable livelihoods of poor rural communities and help alleviate poverty,” he said.

Book Project in Editing, Production Phase WDI’s book on the base of the pyramid is getting closer to publication.

Most of the chapters have been written and are being edited. Designs for the book jacket are being considered. The book is scheduled to be published in late fall.

Tentatively titled ““Next Generation Business Strategies for the Base of the Pyramid: New Approaches for Building Mutual Value,” the book will summarize what has been learned so far, identify challenges for the field as it continues to develop, and explore creative avenues for maximizing impact both on theory and practice.

The book is scheduled to be published in November. The authors are: Ted London (WDI); Stuart Hart (Cornell Univ.); Allen Hammond (Ashoka); Jacqueline Novogratz (Acumen); Prabhu Kandachar (Delft University of Tech-

nology); Robert Kennedy (WDI); Erik Simanis (Cornell Univ.); Madhu Viswanathan (Univ. of Illinois); and Patrick Whitney (Illinois Institute of Technology). London and Hart are co-editors.

The book will be dedicated to C.K. Prahalad, who passed away in April after a brief illness. Prahalad was part of the book project but was unable to write his chapter due to his illness. Prahalad was one of the leading minds when thinking about BoP issues, and London said the authorship team wanted to pay tribute to Prahalad.

“All of the authors were not only influenced by C.K. and his thinking, they were his colleagues,” London said. “By dedicating the book to him shows how indebted everyone is to him for all he did for the BoP field.”

In Brief ◗ T ed London’s paper, “Business model development for base-of-the-pyramid market entry,” was judged as one of the best accepted papers for the 2010 Academy of Management Meeting in Montreal, Canada. The paper will be published in the Best Paper Proceedings of this year’s academy meeting. ◗ A paper by London, Ross School of Business Professor Ravi Anupindi, and WDI Research Associate Sateen Sheth was published in a special issue of the Journal of Business Research. The paper, “Creating Mutual Value: Lessons Learned from Ventures Serving Base of the Pyramid Producers,” assesses how business ventures serving BoP producers address local constraints and create mutual value. ◗ W DI Research Associate Heather Esper was a plenary speaker at the March conference, “iBoP Asia — Science and Technology Innovations for the Base of the Pyramid in Southeast Asia,” held in Jakarta, Indonesia. Esper spoke in the first session — “S&T Innovation for the BoP in SEA: Where are we now?” Esper shared the importance of impact assessment using examples from WDI’s work with VisionSpring. ◗ In advance of a summer metrics workshop sponsored by the Aspen Network of Development Entrepreneurs (ANDE) and the Grassroots Business Fund (GBF), London and Esper were featured speakers on the groups’ monthly metrics webinar. They spoke about the BoP Impact Assessment Framework in a presentation about making better investments at the BoP. ◗ L ondon was a featured speaker at the Unite For Sight Global Health & Innovation 2010 Conference at Yale University. He gave two talks at the April gathering. The first, for the “Enterprises and Innovations in Global Health” session, was on “Creating Viable Enterprises For The Base of the Pyramid.” The second, for the “Enterprises at the Base of the Pyramid Workshop” was a 90 minute hands-on session. ◗ E sper wrapped up the second ANDE metrics conference with a talk challenging the community to move forward to measuring outcomes. In her talk she discussed how to collect robust impact data at the venture level.

w w w. w d i . u m i c h . e d u

s u m m e r 1 0 | review

RESEARCH

UPDATE THE BUSINESS OF HEALTH CARE

The Health Care Research initiative, led by David Canter, seeks to improve the delivery of health care in low-income countries by means of business rather than clinical approaches.

Rwanda Field Studies Completed I

n collaboration with the Access Project, a project run by Columbia University’s Earth Institute, a retrospective controlled study was implemented in Rwanda in early 2010.

Data was gathered to compare the changes in the operational management and staff motivation in health centers where management training and coaching of the staff was provided versus changes in health centers that were not part of the intervention group.

• Are there any differences in the provision of key patient services?

Research methods include self-administered questionnaires and an observer-led assessment tool called AMET that measures operational performance.

The results showed significant differences in operational performance, motivation, and teamwork between the intervention district and the control district. One conclusion is

taking pride in work and paying attention to how well the staff works together.

But despite the improvements on the operational side, patient services were not generally different between the two districts.

“What Rwanda has given us is encouragement in what we’re doing,” Business of Healthcare Director David Canter said.“We’re not seeing all that we wanted to see. We can discuss why we didn’t see it. In part, I believe it’s because the management intervention doesn’t set goals directly related to patient services.”

Canter said the methodology in Rwanda will be examined and decisions will be made on what needs to be modified.

Ghana Study will Build on Work in Rwanda

T

David Canter (left) and Easmon Otupiri discuss the Ghana field study.

The study looked at two similar districts in Rwanda — Musanze, which had the intervention, and Rubavu, which was the control district.The assistance in Musanze included a full-time district health advisor, and coaching, computers, and training — but no significant capital improvements.

Some of the study research questions included: • What differences can be observed in the operational performance of health centers?

• Are there any differences in staff self-reported motivation or workgroup climate?

• Is there a difference in staff turnover? review | s u m m e r 1 0

that the intervention may be an important component causing the differences between the two districts.

The results from two questions on motivation — that the worker is glad to be working at that health center, and the worker always completes their tasks efficiently and completely — exhibited those differences between the two districts. Workers in the intervention district — Musanze — had more positive responses than those in the control district — Rubavu. Musanze staffers also answered more positively on workplace climate questions — specifically regarding

he field study in Ghana is the first step of the expansion of this research program to other countries.

Backed by a grant from the University of Michigan’s Center for Global Health, a one-year randomized controlled study will begin in August or September. The study is in collaboration with Easmon Otupiri, director of Community Health at the Kwame Nkrumah University of Science and Technology (KNUST) in Kumasi, Ghana.

It will involve 25-30 health centers in the Ashanti region of Ghana. Baseline measurements will be done in June/July and the randomization will begin shortly thereafter. The project manager — Denis Yar — was hired and spent three weeks in Rwanda training with Access.

“The study is deliberately designed to be low cost and of a short duration,” Canter said.

“Those are important elements.”

Canter said the research program is “all about getting people in Ghana to be much more in charge of their environment, more proactive in getting what they need.

The program manager must not do the work for them.”

Results from the one-year intervention are expected at the end of 2011.

w w w. w d i . u m i c h . e d u

7

David Canter talks with a health care worker in Rwanda.

Canter Leaving WDI for UM Job David Canter, who joined WDI 18 months ago to begin the Institute’s Business of Healthcare research initiative, left in late June to become the inaugural executive director of the University of Michigan’s North Campus Research Council.

Canter will have responsibility for developing and implementing the university’s vision at the 174-acre former home of Pfizer. The university plans to turn the site’s 30 buildings and acres of open land into a place for academic and private-sector research.

Canter once led the Pfizer pharmaceutical research operation at the site.

He said the chance to return there and lead this new initiative was a good opportunity.

“This is a new enterprise and in the past I’ve enjoyed creating and building teams and organizations,” he said.“And it’s such an exciting opportunity in my community that rather than be an observer from a distance, I wanted to be a partner.”

Robert Kennedy, executive director of WDI, said he was grateful for Canter’s work at WDI and wished him well in his new endeavor.

“This is a vital initiative for the university and the state of Michigan and I know David will do a great job,” Kennedy said.“As for his work here at WDI, this is an important topic and we will explore ways to continue it through the partnerships David has developed.”

PROGRAMS

UPDATE EDUCATIONAL OUTREACH

In the past year, Educational Outreach made several substantial operational gains, including developing a written strategy, increasing alignment with other WDI initiatives such as DCS and NextBillion, updating the GlobaLens website to better organize and present materials and increasing usability, revising the community aspect of GlobaLens , increasing copyright compliance, increasing quality, and evaluating new publication services.

8

2010 NextBillion Case Writing Competition Winners Announced The winners of “The Next: 2010 Case Writing Competition” were announced in June. The competition was co-sponsored by the William Davidson Institute, the World Resources Institute, and the Acumen Fund — the three managing partners of the NextBillion website.

The cases will be published by WDI’s Educational Outreach, and will be available shortly online at www.globalens.com and in booklet form.

Case submissions had to be on a social venture or a relevant base of the pyramid topic. There were more than 20 submissions from teams all over the world.

1

The Sweetest Business of NESTLE Venezuela: El Dulce Negocio Deborah Mendez, under the supervision of Professor Steve Koch C.T. Bauer College of Business – University of Houston

Nestle Venezuela markets a portfolio of products, including powdered milk, sweet condensed milk and milk cream. The company wants to strengthen its bond with Bottom of Pyramid (BoP) consumers, both because it feels a social responsibility to do so and because it believes this segment holds great potential for penetration growth and expanded consumption in their dairy business. Price controls have affected some of Nestle’s products, including powdered milk, but not sweet condensed milk. As a result of analyzing various forms of market research, Nestle feels that sweet condensed milk poses a growth opportunity amongst the BoP segment. In part 1 of the case study, Nestle Venezuela marketing executives contemplate how to accomplish their objective of blending a progressive sense for social responsibility with sound business goals. In part 2, the executives are challenged with scaling their initiatives in a cost efficient manner.

Submissions came from Washington University in St. Louis, Xavier Institute of Management, Delhi Technological University, Indian Institute of Management Bangalore, Tufts University, Colorado State University, University of Houston, York University, Syracuse University, and New York University, among others. Topics included scaling BoP ventures (and questioning the need for it), assessing the impact of microfinance in Latin America, the effectiveness of using American youth to fundraise for ventures in East Africa, public/private partnerships, the role of multinational corporations at the BoP. The first place winner received $1,000, second place $500, third place $250, and fourth and fifth places each received $100. The winners were:

2

The IRC in Sierra Leone: The Path to Scale for an Alternative Microfranchising Model Afzal Habib, Sameer Gulamani, Bonnie Lau, and Olga Lesau, under the supervision of Kevin McKague and Professor John Baker Schulich School of Business – York University

This case examines how the International Rescue Committee (IRC), a non-profit international development organization, develops a unique microfranchising model and explores the challenges and opportunities for refining it and taking it to scale.

The case decision maker is Barri Shorey, the IRC manager responsible for piloting the model over its first year of operation.

Students are given the background, successes and challenges of the pilot to date and are asked to consider their strategy for establishing the effectiveness and sustainability of the initiative in the future.

w w w. w d i . u m i c h . e d u

s u m m e r 1 0 | review

NEW HIRES JOIN EDUCATIONAL OUTREACH

3

International Development Enterprise India’s (IDEI) Affordable Irrigation Technology: Making a Big Social Impact?

Syed Abdul Samad, and Girija P. IBS Case Development Centre

This case study on IDEI tries to analyze the problems faced by small acreage farmers in India and the social innovative solutions provided

by IDEI. Set amidst the backdrop of the percolating problems of the small farmers, Amitabha Sadangi, the CEO of IDEI came up with innovative and cost-effective irrigational tools like treadle pump, etc., that are affordable to these farmers and helped them increase their farm yields and earn a decent livelihood. Although IDEI has so far successfully implemented its model of coming up with useful and affordable irrigational tools and sustaining themselves, it raises the question of the longevity and scalability of such models.

4

Ziqitza Healthcare Limited: Scaling Emergency Medical Services Across India Cathy Gao, Rachael Rho, and Leo Wang, under the supervision of Professor Venkataraman Srivatsan and Professor Jill Kickul Stern School of Business – New York University

The case outlines the recent expansion of the emergency healthcare services provided by Ziqitza HealthCare Limited, a for-profit ambulance company in India launched in 2002. Ziqitza envisioned a network of ambulance services that would meet the demand for emergency medical services in India. Dial 1298 for Ambulance (or ‘1298’) is the brand or face of the company in its current regions of operation. Its nerve center, the call center where ambulances are directed, is located in Mumbai. Here the core management team leads support staff in operating their network of ambulances in Mumbai and Kerala state.

The case explores the costs and benefits for the parties involved, and paints a picture of how public-private partnerships may form in social entrepreneurship. This provides students with an opportunity to examine how social entrepreneurs manage the expansion and scale of their organizations.

5

The Emancipation Network - Fighting Slavery with Social Enterprise and Cause Marketing Eric Sullivan and Professor Nathalie Laidler-Kylander Fletcher School of Law & Diplomacy – Tufts University

The Emancipation Network (T.E.N.) is a nonprofit organization which seeks to empower survivors of slavery and trafficking through social enterprise. T.E.N.’s organizational structure consisted of the non-profit organization, T.E.N. Charities, and its for-profit social enterprise subsidiary, Made By Survivors LLC. Made By Survivors and its social enterprise activities closely integrated economic empowerment and education in pursuit of a three-pronged mission of reintegration, awareness, and prevention.

Made By Survivors’ products competed within a slavery and trafficking cause-affiliated sub-industry of the larger mainstream handicraft market.

Faced with a continued and growing need for its services in the midst of a depressed global economic environment, Sarah Symons and John Berger found their Made By Survivors handicraft business facing the challenges of increasing market opportunities for their products and raising awareness of modern day slavery and trafficking. review | s u m m e r 1 0

WDI welcomed three new members of its Educational Outreach staff. Vasilia “Lea” Kilibarda and Nilima Achwal have joined WDI’s Educational Outreach as business case writers. Molly Jean is the new projects administrator.

9 Kilibarda graduated with Highest Honors from the University of Michigan, where she received her BA in Organizational Studies and Spanish. While attending Michigan, Kilibarda led the community service non-profit WeRead to engage inner-city Detroit elementary school students with University of Michigan students. As part of her Spanish degree, she attended Spain’s premier public university-La Universidad Complutense de Madridamong Erasmus students and interned at DLA Piper international law firm in Madrid. In pursuit of her passion for learning foreign languages, she also studied at Scuola Dante Alighieri in Italy. Kilibarda speaks Spanish, Italian, and Serbo-Croatian.

Achwal graduated with distinction in Economics and Spanish from the University of Michigan, where she was a James B. Angell scholar and studied abroad in Mexico and Chile. While at the university, Achwal worked on the executive board of PALMA, a volunteer organization offering one-on-one English tutoring and informational seminars to the Latino community. Achwal was previously a Kiva Fellow for the online micro-lending platform, for which she spent three months at a Bolivian microfinance institution training staff on Kiva processes and interviewing borrowers to assess the personal impact of their micro-loans. She also is a staff writer for the international development and enterprise blog NextBillion.

Jean produces the documents for GlobaLens in their manifold forms and formats, and tends to the legal aspects of document production, editing, and publishing.

She also serves as the GlobaLens sales and customer service representative. She has a BFA in Graphic Design.

w w w. w d i . u m i c h . e d u

C o n t i n u e d from t h e co v e r >

10

visitor will have the option of viewing case studies that are related.

“GlobaLens is about ideas so with the new website we focused on getting the ideas out first,” Robinson said. “Then we wove the ‘community’ into all aspects of the site.”

Educational Outreach was launched by WDI in January 2007 to support two goals —developing and disseminating teaching materials on international business topics, and working with faculty from Michigan’s Ross School of Business to help move their research ideas into the classroom.

EO obtains materials by writing cases or sourcing them from faculty who have created them independently. Materials are distributed on GlobaLens; those from the Ross faculty are distributed on a Ross School website.

Increasingly, EO business teaching materials are being adopted across the Ross curriculum and at other schools. EO has worked with more than 25 Ross professors on developing teaching materials.

Scott DeRue, assistant professor of Management and Organizations at the Ross School, is developing a number of case studies with EO on Leading People & Organizations, the title of DeRue’s core MBA course.

“I expect we will develop cases on topics such as motivating and getting the best out of your people, building high-performing teams, managing conflict, and leading change,” he said. “I also have a strong interest in developing cases that provide insight into leadership during times of crisis and disruptive change.”

DeRue said there is value for professors using their own cases in class.

“It allows me to more effectively customize the case context to my teaching points, as opposed to fitting my teaching points around pre-existing cases,” he said.

At Ross last fall, EO materials were used in 14 Ross classes — including four core courses. Two honor code cases also were used in the MBA and EMBA orientation.

This past winter, EO materials were used in 13 Ross courses as well as five Engineering classes and numerous Ross Executive Education and Executive MBA courses.

Also, the Leadership Crisis Challenge, developed by EO, was presented to about 200 students in January. It was also used in the Ross Executive MBA program in April and will be again in August.

EO materials also figured prominently in the inaugural BBA “Introduction to Business” course at Ross in winter term.

Working with Ross Dean Bob Dolan and Professors Bob Kennedy and Scott Moore, who co-taught the course, EO case writers developed and delivered 38 of the 41 teaching pieces used during the term. EO case writers Vasilia “Lea” Kilibarda and Nilima Achwal developed the 38 case studies in a lightning-fast three months.

“This is the first time we worked with Ross on a class from the ground up,” EO Director Marc Robinson said. “It was challenging and rewarding, and something we’re looking to do more of. I think it helps the class because the cases fit together from the first one to the last one.”

Dean Dolan said EO was vital to the success of the course.

“Being able to develop new teaching materials for the course would not have been possible without Educational Outreach,” he said.

In the past year, about 30 additional schools have adopted GlobaLens materials. These include: Stockholm School

of Economics in Riga, INCAE Business School, ESC Rennes, Purdue University, Stanford University, China Europe International Business School, Yale University, University of Arizona, Columbia University, University of North Carolina, Boston College, Boston University, London Business School, New York University, Rottterdam School of Management — Erasmus University, Rutgers University, University of Chicago Booth School of Business, and the University of California, Berkeley.

Additionally, Ross’ Center for Positive Organizational Scholarship transferred all of their case studies to GlobaLens. EO is in active discussions with several schools to be a distribution partner for their case studies.

Submitted materials from ESC Rennes, INCAE Business School, Boston University, and the University of California, Santa Barbara have been added to the GlobaLens site. For the first time, EO translated two case studies into Spanish for use at INCAE. “Educational Outreach is raising the profile of WDI and the Ross School in business education,” Kennedy said.

GlobaLens boasts a number of popular collections on topics such as base of the pyramid, sustainability, and entrepreneurship.

EO also worked with the late C.K. Prahalad on a series of new cases highlighting “The New Age of Innovation,” the title of a recentlypublished book by Prahalad and Ross Professor M.S. Krishnan.

Five cases are in the GlobaLens catalogue, four more are in the final production stages, and four additional cases will be completed soon. A collection on supply chain, with the help of the Ross School’s Tauber Institute for Global Operations, is being built.

“We pick a few spots where Ross is particularly good and build a collection of great case studies,” Kennedy said. “I think our inter-

w w w. w d i . u m i c h . e d u

national business collection is as good as anyone’s — especially in BoP. Clearly, we have the best collection in that.”

The Prahalad and Krishnan cases were published by CreateSpace, a subsidiary of Amazon.com, and offered for sale on that popular site. This allows GlobaLens to distribute materials via Amazon.com, and to offer print-on-demand service to schools that cannot use softcopy materials to create course packs.

The costs are substantially lower and the quality higher than local printing services. More cases are likely to be offered for sale on Amazon in the future, starting with GlobaLens’ top 40 cases which are being loaded on the site.

“We’re excited about the partnership with CreateSpace,” Robinson said. “We see this as a way to reach a broader audience than just GlobaLens’ faculty and school administrators. We have a large number of customers who are not educators but are interested in certain companies or want to know more about the principles behind the base of the pyramid approach.”

Robinson said he sees continued growth for EO. “Educational Outreach has made great strides in the past year,” he said. “Every metric that we can measure shows that we’re on the right path — logins, requests for assistance in developing materials, adoptions of course materials, revenue — everything is increasing. We’ve built a great team that is increasingly productive, cohesive, and works very well with the faculty. More than anything, the success is a testament to the willingness of the team to build the relationships with the faculty — they do whatever needs to be done to get the faculty’s research ideas into classrooms around the world.

I see nothing but great things to come for EO in the coming year and beyond.” s u m m e r 1 0 | review

IN REMEMBRANCE

 C.K. Prahalad  1941-2010 c.k. prahalad was remembered as one of the world’s top management thinkers and a distinguished University of Michigan professor in the wake of his death April 16 after a brief illness.

At WDI, Prahalad was remembered as a colleague, mentor, and friend.

Prahalad worked with WDI on his “Bottom of the Pyramid” research, and when the Institute later began its Base of the Pyramid (BoP) initiative, he served as an integral advisor. He attended WDI conferences on the topic, wrote business cases for WDI’s GlobaLens teaching materials website on innovation, and at the time of his death was working on a chapter for a WDI book on the BoP. (Read more about Prahalad’s GlobaLens case collection on page 10.)

Robert Kennedy, executive director of WDI, said Prahalad “believed in practical research, which is what we emphasize here.”

Kennedy said Prahalad was one of the top two or three management thinkers in the past 25 years. He also was an unusual academic, he said.

“He cared passionately about how different strategies worked in the real world. Not theory, but what worked and didn’t work in the business world,” Kennedy said.

“Over the course of 25 years he opened up four different fields of inquiry: the concept of strategic intent; the concept of core competency; bottom of the pyramid; and customer-driven innovation.

“Each was a big and important idea.

His focus was on understanding the phenomenon and influencing companies operating in the field.”

Ted London, senior research fellow at WDI and director of its BoP research initiative, said Prahalad was “extraordinarily supportive of the work we were trying to do.”

“He was always willing to offer his time and advice to help us achieve our goals and push us to do even better work,” London said. “He helped us think about the direction of our work and gave great advice on next steps.”

London said Prahalad played a vital role in a current project – a signature book on the BoP with leading thinkers in the field, including Prahalad, each authoring a chapter. Due to his illness, Prahalad was not able to complete his chapter. The book review | s u m m e r 1 0

will be dedicated to Prahalad, and is set to be published later this year. (Read more about the book on page 6.)

“When I sent out the email to gauge interest, he was the first one to respond,” London said. “Within minutes he wrote back and said ‘Let’s do it.’ He thought it was a great project.”

London said he considered Prahalad a colleague, mentor, and friend. He said the two would have a meal together when Prahalad was on campus, either breakfast or occasionally dinner with London, his wife, and young daughter.

“We would talk about what he was doing, and he would offer wonderful advice for me,” London said. “He was very influential in my career.”

Prahalad’s death will be felt at UM, the Ross School and WDI, London said.

“And he will be missed globally by the broader community for all his influence in the fields of strategy and poverty alleviation,” he said.

Media outlets worldwide, and especially in India, marked his passing with tributes and accolades. He was hailed for his service to India, called an original thinker with influence both in academia and consulting, and someone who truly earned the “guru” label.

The Wall Street Journal said Prahalad was a world authority on management thinking, and the Economic Times said he “broke the mold” of management thinkers.

Robert J. Dolan, the Edward J. Frey Dean of Business at the Ross School and president of WDI, said it is impossible to exaggerate Prahalad’s impact on business

w w w. w d i . u m i c h . e d u

and business education around the world.

“His thinking was far-reaching and commanded the attention of business leaders,” Dolan said. “I expect it will continue to be influential for a very long time. The passion he had for connecting thought leadership to business practice exemplifies what we are all about as a business school.

On a more personal level, he was an invaluable advisor to me, as well as to previous deans.”

Stuart Hart, the S. C. Johnson Chair in Sustainable Global Enterprise at Cornell University and research fellow at WDI, was a newly-minted Ph.D. joining the UM business school strategy faculty in 1985 when he met Prahalad. He taught a corporate strategy course with Prahalad and “learned most of what I know about teaching from him.”

Prahalad’s unique perspective on strategy helped shape Hart’s professional point of view, and his encouragement prompted Hart to follow his passion and dedicate his professional life to the study of sustainable enterprise.

Hart said Prahalad was paradoxical — distant, yet warm; serious, but with a dry sense of humor; dedicated to global impact, yet also caring for the Ross School, his colleagues, and his family; someone who traveled in elite circles, yet treated secretaries, janitors, and young professors with dignity and respect.

But perhaps most significantly, Hart said, was that Prahalad was a creative contrarian.

Hart said he taught him how to look for the unintended consequences of any action — the “toxic side-effects,” as Prahalad called them.

Hart reminisced about the only time he and Prahalad collaborated on a paper — the original article making the case for why and how the corporate sector might serve the four billion poor at the “bottom” of the economic pyramid.

“That paper became an underground hit before it was ever published and spawned a whole new field—BoP business,” Hart said.

“For me, this was a life-changing experience.

For C.K., it was another day at the office.”

A memorial service for Prahalad will be held at 9:30 a.m. on Saturday, Sept. 11 in Blau Auditorium at the Ross School.

11

PROGRAMS

UPDATE DEVELOPMENT CONSULTING SERVICES

12

Project

Expanded and Sustained Access to Financial Services (ESAF) Program // West Bank and Gaza

Portfolio

partner: Academy for Educational

Development (AED)/ funding agency: FIELD (Financial Integration and Economic Strengthening & Broad-Based Dissemination)-Support Leaders With Associates U.S. Agency for International Development GOAL: Build a more inclusive financial

sector in the West Bank Territories by increasing sustainable access to financial services for households and micro, small, and medium-sized enterprises; enhance the enabling and regulatory environment through university training, strengthening a training institution for microfinance bankers, and providing technical assistance to the central bank and the regulatory body for the securities industry.

Mobilizing Remittances for Enterprise Finance // Guatemala City, Guatemala partner: Academy for Educational Development (AED)/ FIELD (Financial Integration and Economic Strengthening & Broad-Based Dissemination) — Support Leaders With Associates funding agency: U.S. Agency for International Development — Economic Growth and Trade/DCA

Recruiting Employable Students at the University with Management Education (RÉSUMÉ) // Constantine, Algeria

goal: Design and test an innovative financial facility that allows Guatemalan migrants in the U.S. to act as guarantors for micro and small enterprise loans in Guatemala.

partner: University of Mentouri

Constantine (UMC) funding agency: Higher Education for

Rollout of the Economic Base of the Pyramid // Global partner: USAID funding agency: U.S.

Agency for International Development — Economic Growth and Trade

goal: Compare the U.S. Agency for International Development’s traditional value chain approach to poverty alleviation with that of the base of the pyramid perspective, articulating overlaps, distinctions, possible synergies, and contradictions.

w w w. w d i . u m i c h . e d u

Development /U.S. Dept. of State/ Middle East Partnership Initiative goal: Enhance the school’s English language studies and Business Management curricula to align them with the needs of the Algerian labor market; establish a career center that will help Mentouri students make informed decisions about career paths and strengthen the school’s relationships with private sector employers.

s u m m e r 1 0 | review

Private Sector Growth Project // Nicosia, Cyprus partner: Deloitte (GBTI II) funding agency: U.S. Agency for International Development/Cyprus GOAL: Provide technical assistance to

the Buyukkonuk Eco-Tourism Association in the areas of governance, communications, membership and program/service development; assist in the development of at least two other community-based tourism associations; and coordinate public awareness programs for eco-tourism in the Karpaz region.

Kazakhstan Economic University Strategic Advisory Services // Kazakhstan partner: Kazakhstan Economic University

13

funding agency: Eurasia Foundation

of Central Asia GOAL: Strengthen the university’s market

position, enhance its educational services, and improve its management structure.

Jordanian Education for Water and Environmental Leadership (JEWEL) // Irbid, Jordan partner: UM School of Natural

Goldman Sachs BBA Scholarship // Kigali, Rwanda partner: School of Finance and Banking

Resources and Environment; UM Erb Institute; Cornell University; Jordan University of Science and Technology (JUST);, Jordan River Foundation (JRF)

funding agency: Goldman Sachs

funding agency: Higher Education

GOAL: Manage successful Goldman Sachs

for Development / U.S. Agency for International Development

Scholarship program for underprivileged and disadvantaged undergraduate women business students in Kigali, Rwanda.

South Africa: Building Capacity for Tourism and Transportation Management (SALETTI) // Johannesburg, South Africa

universities to train current and future leaders in natural resource management.

Bill & Melinda Gates Foundation: Malaria Tariffs and Taxes // Global

partner: University of Johannesburg (UJ)

partner: Academy for Educational Development (AED), Africa Fighting Malaria, Ogilvy PRI

funding agency: Higher Education

funding agency:

for Development

GOAL: Evaluate the impact of tax and tariff regimes across 72 Malaria-endemic countries, with specific case studies for Benin, Cambodia, Madagascar, Nigeria, and Uganda.

GOAL: Build capacity within the University

of Johannesburg’s Department of Transport and Supply Chain Management, including faculty and student exchange programs, executive education workshops, experiential learning projects, and baseline assessment of the department’s programs in order to expand and improve what is currently offered; also conceptualize, develop and launch a master’s program in supply chain management.

review | s u m m e r 1 0

GOAL: Build the capacity of Jordanian

w w w. w d i . u m i c h . e d u

Gates Foundation

Project

DEVELOPMENT CONSULTING SERVICES > ONGOING PROJECTS

14

HIGHLIGHTS

WDI’s Development Consulting Services currently has 14 ongoing projects. All of the projects are going well. Here are some of the project highlights from the past six months.

Despite the challenging global economy, DCS once again delivered outstanding work for international clients in both the public and the private sectors.

By the end of FY 2010, DCS will have worked on a portfolio of 18 projects, operating in 12 different sectors and in 17 different countries.

RESUME

Dr. Mahmoud Haddad and his students at Al Quds University

ESAF WDI recently received additional funding for the five West Bank and Gaza projects that are under the ESAF heading.

For the “university strengthening” subprogram, Mohammed Bader of Al Quds University completed the first faculty exchange.

He audited seven finance courses at Michigan’s Ross School of Business and received mentoring on pedagogy and research. Visiting scholar Dr. Mahmoud Haddad of the University of Tennessee has been teaching two courses, delivering workshops, and supervising a master’s thesis at Al Quds.

Ten courses have been delivered for the Palestinian Institute for Financial & Banking Studies subprogram to train existing West Bank bankers, and improvements have been made in its diploma certificate program.

For the “land registry” subprogram, a WDI consultant visited Palestine Polytechnic University (PPU) to prepare the faculty for the new courses he helped develop for the upcoming fall semester. He also worked with the Engineers Association’s Jerusalem Center,

Association of Licensed Surveyors, and PPU’s Continuing Education Program to design a course that meet the needs of the existing survey engineer members. Additionally, two PPU geomatics faculty members are scheduled to tour the University of Calgary’s Geomatics Engineering program.

For the Palestine Capital Market Authority (PCMA) subprogram, project partners Abeer Odeh, CEO of PCMA and Barraq Al Nabulsi, PCMA Public Awareness Officer, attended the U.S. Securities and Exchange Commission’s flagship program on market development in April in Washington, D.C. The two then visited SEC headquarters in New York City to meet with the officials and discuss further enforcement capacity development for PCMA. Also, WDI consultant and insurance expert Samih Geha worked with PCMA’s insurance directorate to create an action plan to improve the authority’s regulatory powers.

For the Ministry of National Economy subprogram, WDI will work with the International Finance Corp. to develop a securities transactions registry to expand access to financial services. WDI will develop the registry template.

Mentouri University and other Algerian higher education institutions are struggling with the issue of unemployed graduates.

In spite of the large number of unemployed university graduates, private-sector employers report difficulty identifying young Algerians who can demonstrate English language proficiency, basic management and computer skills, and the “soft skills” needed for workplace success such as strong verbal communications, writing, teamwork, and problem-solving.

The partnership between WDI and Mentouri aims to assist in all of these areas.

Four senior faculty members from Mentouri University’s English Department spent two weeks in Ann Arbor this spring working with instructors from the University of Michigan’s English Language Institute (ELI). The three goals for the visit were: materials design and course development for English for Specific Purposes (ESP) students; teacher training for instructors; integration of ESP course work.

“It was a very good two weeks. We all worked very hard. There was a real collaboration,” said ELI Senior Lecturer Carolyn Madden.

Added ELI Lecturer Judy Dyer:“When they were here, they were so on board with what we were doing.”

Madden and Dyer will visit Algeria in the future to look at the training the Mentouri faculty has done as well as their classroom practices.

To improve Mentouri’s Business Management curricula, two of the school’s faculty members spent 10 days at Michigan’s Ross School of Business taking masters-level courses in general management. Two other Mentouri faculty members spent 10 days in Orlando, Fla. studying tourism management.

And on June 2, Mentouri hosted its first ever Career Fair for its students. More than

w w w. w d i . u m i c h . e d u

2,000 students attended, as did 20 employers from around Algeria. Students were able to interview for internships and hand resumes to prospective employers.

KazEU In Kazakhstan, WDI consultants made five visits to Kazakhstan Economic University (KazEU) this winter and spring. A final trip to present the findings and recommendations of the consultants will be scheduled soon.

The purpose of the engagement is to improve the strategic management and level of education at KazEU. WDI Consultant Gary Waissi, along with WDI Project Manager Raul Reynoso, made a preliminary trip to the university to assess the needs of KazEU, establish contacts for the rest of the consultant team, and finalize the work plan and schedule for the project.

The two met with students, professors, vice rectors, rector, and university owners.

In early March, WDI Consultant Julie Dziekan visited KazEU to give a presentation on international accreditation. She also discussed staff development evaluation and support, administration and organization, organizational leadership, and organizational structure.

Later that same month, Waissi and fellow WDI Consultant Eric Livny were at the university to discuss programming focus areas, student and employer perception of the university, and to fine-tune goals for the project.

Also in March, WDI consultants John Branch and Roger Strang traveled to Kazakhstan to assess the market positioning of the university.The two studied branding issues and market trends. They also discussed marketing strategy, specifically potential market niches and positioning, s u m m e r 1 0 | review

DCS ADDS TWO NEW STAFF MEMBERS

Business Development Manager Hired

Above: JEWEL workshop with Jim Mills.

Right: Palestine Institute for Financial & Banking Studies workshop.

how to optimize the university’s services range, pricing and discounting policies, and promotion tactics.

And in mid April, WDI Consultant Mick Mullay went to KazEU to assess external and alumni relations. Mullay also examined the university’s fundraising, scholarships, student life, and management and workforce development.

JEWEL In Jordan, faculty members from the Jordan University of Science and Technology (JUST) attended a five-day workshop on integrated natural resources management in early June.

The workshop was led by WDI Consultant Jim Mills and was held at the JUST campus.

The first two days of the workshop focused on the development of a conceptual model of integrated natural resource management systems. The final three days of the workshop focused on alternative resource management scenario development and analysis. This gave participants experience with the operation of the simulation, and allowed them to study different natural resource management scenarios — even those dealing with changing environmental or socio-economic conditions. review | s u m m e r 1 0

SALETTI In South Africa in August, an executive education workshop will be led by Ross School of Business Professor Ravi Anupindi.

University of Johannesburg (UJ) faculty members as well as faculty from other institutions will attend. The next day, Anupindi will give a workshop on Logistics Management for representatives from government, business, academia, and research institutions.

Also in August, Anupindi will offer a pilot program on the first UJ master’s course in Supply Chain Management. Participants will receive credit for the course once the new master’s program begins in 2011.

Earlier in the year, two University of Johannesburg postgraduate students spent two weeks at WDI and the University of Michigan in March attending class and touring local companies.

The two sat in on Ross classes such as International Marketing, Operations Management, Manufacturing & Supply Chain Operations, Supply Chain Analytics, and Logistics.

They also toured the Ford Rouge factory in Dearborn, and observed operations at Con-Way Freight in Ann Arbor, Anheuser-Busch brewery in Columbus, Ohio, and Gordon Food Service in Grand Rapids.

Jen Marcy, most recently the regional program development officer at CHF International, started her new position on June 1.

DCS Director Khalid Al-Naif said the department’s nearly 400 percent growth over the past 3 years necessitated the creation of the business development position.

“The DCS portfolio reflects both organic growth stemming from the strong performance of our 17 projects that we have around the globe, and several recent awards in our consulting and project management business,” Al-Naif said.“The international markets for our development consulting services continue to be buoyant and, with Jen on the team, the outlook for continuing growth in DCS’ consulting and project management initiatives remains strong. Several good project wins by DCS in the next six months will reflect the good strategic work that has been done in the department, and will position us to deliver good international growth.”

As Regional Program Development Officer at CHF, Marcy previously served as Team Lead on major U.S. government solicitations that ranged from $100,000 to $50 million, and developed proposals for foundations and corporate partnerships. She was also responsible for the day to day identification and support of new business opportunities and the staffing and management of the proposal production process. She managed teams of up to 10 staff and consultants; negotiated partnerships with prime or sub-recipient organizations; oversaw budget preparation; technical writing; leading team meetings and proposal decisions; and ensured quality and timeliness of proposal deliverables.

“The ability to work on international development initiatives and cutting-edge research programs while living in Ann Arbor was very appealing to me as a Michigan native,” Marcy said.“In addition, being part of a team that will help to grow the scope and reach of WDI was an exciting proposition and a perfect next step in my career path.”

She also has experience writing grant proposals that target the funding streams of individuals, private foundations and corporations.

She added:“I also want to help to grow the line of products and services that WDI can market to potential clients. I am hoping to diversify funding sources for WDI, building upon the growing reputation of the institute in the international development community.”

Marcy holds an MA in Anthropology with a concentration in International Development from George Washington University.

New Projects Administrator Joins WDI Janet Neice is a project management specialist with experience overseeing public sector and economic reform projects. Prior to joining WDI in April 2010, she worked with several development consulting organizations in Washington, DC. Most recently, she was a Senior Consultant in the Emerging Markets Segment of Deloitte Consulting and previously BearingPoint. Her overall project management portfolio included USAID-funded economic reform contracts in Afghanistan, Armenia, Georgia, India, Jordan, Kazakhstan, Kyrgyzstan, Russia, Tajikistan, Ukraine, Uzbekistan and West Bank. In addition to project management, Neice has been actively involved in the design, development and management of multi-million dollar new business initiatives in the areas of financial sector reform, private sector development, local economic development, and institutional capacity building. Within these initiatives, spanning across the Middle East and North Africa and Eastern Europe, her scope of work involved resource deployment, management plan development, budget preparation, and subcontractor management. Neice has an MA in International Affairs from George Washington University with a focus on political and economic reform in Eastern Europe.

She is Project Management Professional (PMP) Certified and is fluent in Russian.

w w w. w d i . u m i c h . e d u

15

PROGRAMS

UPDATE EXECUTIVE EDUCATION

WDI’s Executive Education had another successful year despite the economy. By tailoring our content to meet the needs of business executives in these turbulent times, WDI successfully ran 34 training programs in 7 countries. This includes two new programs — a workshop in Employee Engagement, and a workshop in Leading Change in Time of Crisis, both with faculty new to WDI’s teaching roster. We also offered updated content in a 4-day HR program that took place in Colombia. Working with WDI’s Educational Outreach, we generated two case studies based on two Rwandan entrepreneurship program graduates. By the end of June, WDI had overseen training of 120 women entrepreneurs from

16

throughout Rwanda. Adding to the 120 entrepreneurs we trained in Morocco from 2005-2007, WDI is now an experienced provider of entrepreneurship training.

Latin American HR Executives to Head to South Florida F

our of the world’s leading professors in the area of human resources management will headline a new, four-day WDI Executive Education program in Miami in October.

The Strategic HR Management Program will provide 70 HR executives from across Latin America with proven methodologies to integrate human resources management into their organizational strategy and bring meaningful change to their organizations. The program, Oct. 5-8, is the first time Seminarium, WDI’s Latin American partner, will run a program in the United States.

“Executives from Latin America like to come to the U.S. for programs,” said WDI Executive Education Director Amy Gillett. “And since many work for companies with operations in the U.S., they have the added benefit of seeing what is going on here.”

Four renowned University of Michigan HR professors will lead the workshop, giving participants access to the latest trends and best practices. Each professor conducts cutting-edge research in HR management and will be presenting this research at the workshop.

Neil Sendelbach from

Top from left to right: Neil Sendelbach, Theresa Welbourne and Richard Beatty. Bottom: Kim Cameron.

Michigan’s Ross School of Business will lead the first day’s module on “Leadership and Human Resources.” He will examine the strategic aspect of leadership from the perspective of the overall organization, the Human Resources organization, and personal leadership.

Theresa Welbourne will talk on the program’s second day about “Strategic Measurement Tactics.”

She will introduce participants to a new tool called the “Measurement Map” to help participants use the proper HR data to drive action and results.

On the third day, Ross Professor Kim Cameron will lead a discussion on “Positive Organizational Change.” Cameron will identify tools and techniques to develop positive leadership and unleash positive energy in employees.

And Richard Beatty will conclude the program with a session on “Best Practices in Compensation and Retention.”

Beatty will focus on the new approach to assessing and rewarding leadership performance, and the “Leadership Scorecard” which requires a focus on financial, customer and workforce metrics as well as business processes.

w w w. w d i . u m i c h . e d u

s u m m e r 1 0 | review

Goldman Sachs

Certificate Program

New Case Studies for Rwanda Entrepreneurship Program WDI has developed two new case studies based on the experiences of two Goldman Sachs entrepreneurship participants. The cases — one on growth strategy and the other on how to obtain a loan — will be used in the entrepreneurship program and in other WDI entrepreneurship programs.

“There is not enough material for entrepreneurship training, particularly in emerging markets,” said WDI Executive Director Amy Gillett.“The challenges entrepreneurs in emerging markets face, especially women, are different than what others face. These cases specifically address those issues.”

One case is about Anastasie Nyirabukeye, a Rwandan entrepreneur who started her own lumber and woodwork business. With a specific focus on Nyirabukeye’s loan history, the case details how she recognized an opportunity and boldly started her own business.

The case covers practical concepts like the loan application process, interest rates, and loan repayment by highlighting the challenges that Nyirabukeye’s business faced, how short-term loans helped her bolster her business, and the merits of her diligent loan repayment habits. It also addresses the recent efforts that Nyirabukeye is making to overcome barriers — such as the need for collateral — in order to receive larger, long-term loans.

The other case features the banana wine business of Christine Murebwayire, a graduate, like Nyirabukeye, of the Goldman Sachs 10,000 Women Entrepreneurship Certificate Program in Rwanda.

Murebwayire leads Coproviba, a cooperative that produces, markets, and distributes banana wine in Rwanda and Tanzania. The case focuses on Murebwayire’s role in improving employee management, growing production capabilities, and increasing marketing and exports for the company. The discussion centers on her various options for future growth — including investing in large-scale production facilities, increasing marketing, and implementing a new initiative to produce and export banana fiber, which would complement her current business.

“By analyzing the experiences and lessons learned from their predecessors in the entrepreneurship program, future students will be better equipped to successfully run their own business,” Gillett said.“We are excited to be able to offer our participants case studies based on the local Rwandan context, exploring the strategic issues that they are most likely to face in growing their busineses.” review | s u m m e r 1 0

17

Top: Amy Gillett (red blouse) at the Goldman Sachs Leadership Academy. Right: Goldman Sachs business plan winner, Charlotte Musoni (left) with fellow participant Joyce Mbabazi.

Fourth Group of Women Graduate; Fifth Ready to Start The fourth group of 30 women in the Goldman Sachs 10,000 Women Entrepreneurship Certificate Program graduated in late June. In July, 30 new women started the six-month program.

The program, organized and designed by WDI in cooperation with the School of Finance & Banking in Kigali, is designed for women from Rwanda seeking to expand their small businesses. Sessions are held in the areas of marketing, finance, accounting, HR, legal aspects of running a business, and operations. Networking events are an integral part of the program, with participants visiting successful Rwandan enterprises to learn about best practices.

The entrepreneurship program is part of Goldman Sachs 10,000 Women initiative, which aims to give 10,000 women around the world a business and management education over the next five years.The sponsorship means that all participants attend the program tuition-free.

In Brief Executive Education Director Amy Gillett and Program Manager Sharolyn Arnett, along with two officials from the School of Finance & Banking in Kigali, Rwanda, attended

w w w. w d i . u m i c h . e d u

the Goldman Sachs 10,000 Women Leadership Academy in early June. Elie Baributsa, who handles monitoring and evaluation for the entrepreneurship program for WDI, and Bideri Ishuheri Nyamulinda, the program faculty coordinator and professor in the program, attended with Gillett and Arnett. The three-day conference in New York City brought together those involved globally in the 10,000 Women program for working sessions and panel discussions.

Additionally, Arnett and Baributsa attended meetings on monitoring and evaluation at a Goldman Sachs conference that ran concurrently to the Leadership Academy.

Gillett said attending the Leadership Academy was a valuable experience.

“The Academy featured sessions related to running the program, including selection and wraparound services,” she said.“Over the course of the three-day program, we heard from many inspiring guest speakers, including Goldman Sachs CEO Lloyd Blankfein, former Secretary of State Condoleezza Rice, and Melanne Verveer, United States Ambassador-at-Large for Global Women’s Issues. It was also a great way to network with others involved in program delivery and compare best practices.”

EXECUTIVE EDUCATION

HR Network WDI Looks to Grow Entrepreneurship Training Business in New Markets 18

In addition to continuing to run open enrollment and custom programs in partnership with local universities and training academies around the world, WDI’s Executive Education program is looking to expand its entrepreneurship training.

With the help of Jen Marcy, the new manager of business development for WDI’s Development Consulting Services, Executive Education will look for companies and government organizations that want to sponsor business training for entrepreneurs or small business owners.

“An emerging part of our business is running entrepreneurship training programs paid for by government funders, foundations, companies, among others,” said Executive Education Director Amy Gillett. “We have a successful track record delivering a program for the U.S. State Department in Morocco and for Goldman Sachs in Rwanda. We’ve already trained 120 women in Rwanda and

we have two more groups of 30 women getting ready to start the program. We’re looking for additional, outside funders to help us expand this work.”

Training for entrepreneurs or small business owners is a different market from WDI’s traditional executive education market. Entrepreneurs need a different skill set to help them efficiently run their own business in their own country.

“Entrepreneurs often have to do it all themselves so it’s important they get cross-functional management education in marketing, finance, strategy, accounting, and HR,” Gillett said. “They need to understand it all.”

Gillett said WDI has expertise in curriculum development for entrepreneurship training and a network of expert faculty. Additionally, the Institute now has the added dimension of course materials developed in house that can be used.

Stockholm School, WDI Discuss Outreach, Expansion of Programs Anders Paalzow, rector of the Stockholm School of Economics in Riga, Latvia, recently visited WDI to discuss marketing programs to neighboring countries and possibly adding another program.

WDI and the Stockholm School collaborate on an annual Strategic Management Program Left to Right: Amy Gillett, John Branch, Anders Alexanderson (VP of Public Affairs), and a Human Resources and Anders Paalzow (Rector).

Professionals Program. Paalzow for Latvian managers. Managers in these and WDI Executive Education other countries would benefit as well.”

Director Amy Gillett discussed a strategy for Gillett said WDI and the Stockholm School reaching out to managers in countries near also are looking at what other executive Latvia, such as those in the Ukraine, Russia, education needs the region may have.

Moldova, and Belarus.

“We’re thinking about adding a third “These countries don’t have programs program, possibly supply chain management of this caliber in English,” Gillett said. or innovation management,” she said.

“We don’t want our programs to be just

HR Network Re-Launched Since 1999, WDI’s Human Resource Network has been the premier networking and educational forum for HR executives responsible for operations in Central and Eastern Europe. In June, the network was re-launched WILLIAM DAVIDSON INSTITUTE as a forum for HR executives from all across Europe.

Now called Strategic HR Network Europe, the group will continue to serve HR executives as they deal with the most pressing human resource problems in their organizations.

“Europe is becoming more homogenous,” said Sonia Ferencikova, director of Strategic HR Network Europe. “With the ever-expanding European Union (EU), Europe is more competitive and more demanding. It requires new HR strategies and approaches, which is why membership in the Strategic HR Network Europe is vital for companies operating in the new Europe.”

Ferencikova said that while EU expansion has formally unified countries, internally they remain divided. Many countries that operate across Europe need to account for these internal and external differences.

“Those companies that see things completely will succeed,” Ferencikova said. “The Strategic HR Network Europe will help managers and executives get the latest thinking in the HR and strategy fields, thereby improving their organizations.”

Recent workshops have included: • Judgment: How Winning Leaders Make Great Calls • Positive Organizing: Three Tools for Improving Your Organization and Your Life • Leading Edge Human Resource Strategy in Transforming Organization At WDI’s Strategic HR Network Europe forums, HR directors and vice presidents convene in European capitals to learn from top HR professors and to share ideas and best practices. Workshop leaders have included management gurus Noel Tichy, Wayne Brockbank, and Henry Mintzberg.

The network also provides members with the opportunity to interact with other top-level HR executives. This exclusive network attracts members at the director level and above. Members create a powerful peer network at professor-led seminars, best practices-sharing workshops, and informal information exchanges throughout the year.

Lastly, the Strategic HR Network Europe helps members to further the development of local management talent. Members are invited to bring a local HR manager to each of the workshops.

Upcoming Strategic HR Network Europe Workshop The fall 2010 WDI Strategic HR Network Europe workshop,“The Recombinant Mindset: Unlocking Creativity and Innovation in Others,” will be held Oct. 7-8 in Vienna, Austria.

The workshop will focus on Professor Jeffrey Sanchez-Burks’ model of recombining ideas, practices, and products that already exist to create new and useful ideas. Sanchez-Burks will explore the barriers that can inhibit individuals from recombining knowledge they already possess, and the strategies managers can use to foster a recombinant mindset.

Human resource management can play a critical part in building an organization able to unlock creativity and innovation in its members, Sanchez-Burks says.

Sanchez-Burks is an associate professor of Management and Organizations at the Ross School of Business and a research fellow at WDI. His research and consulting focuses on cultural divides in a global marketplace - the types of dynamics likely to occur when people from different cultures work together, how these dynamics affect performance, and what leaders and teams can do to address these issues. Currently, Professor SanchezBurks is conducting research with executives and organizations on (a) how the ability to read emotions in groups (i.e., emotional aperture) facilitates transformation leadership and (b) how innovation and creativity stem from organizational structures and cultures that foster what he calls The Recombinant Mindset.

w w w. w d i . u m i c h . e d u

s u m m e r 1 0 | review

W ITH

AND

QA Jeffery Sanchez-Burks

Q

Q

DAVIDSON REVIEW:

What is the recombinant mindset?

What are the barriers that can inhibit individuals from recombining knowledge they already possess?

san c h e z - b u r k s : It’s a construct that was developed in collaboration with

san c h e z - b u r k s : Empirically our research suggests that the secret to

my colleague Fiona Lee, professor of Psychology. It’s an approach to developing creative and innovative solutions to problems that make use of distinct experiences or knowledge that may appear to some as irrelevant to one another, or in conflict. The heart of all creativity and innovation, as defined throughout the ages, results from recombining things that already exist in one context or another. So the heart of innovating may, in part, require an openness and motivation to think, “If I could take this and integrate it with that, I’ll create something new.” We measure this recombinant mindset at the psychological level. It’s a state of mind shaped by a number of different experiences. However, rather than a being akin to a stable personality trait, we are finding that it becomes stronger or weaker depending on the immediate situation. When we assess peoples’ recombinant mindset via surveys, we ask to what extent they agree with statements such as “Having lots of different ideas on the table creates tension; or, when many competing perspectives are considered, the result is typically most practical when one prevails.” There’s an idea that you’re not only searching for ways of recombining very disparate things, but that you are also open to new combinations of things presented to you by others. This is important given that in many instances, managers are charged not with generating new ideas but rather having to choose from which set of ideas generated by their team to invest in and take to market.

increasing innovation lies not just in boosting peoples’ experiences or exposure to diverse things. What we’re finding is many people do have diverse experiences, but few are able to integrate them. The task appears to be in reducing the cognitive and organizational barriers that inhibit people from making these connections.

In a lot of organizations, for example, there is traditionally one of two strategies used to socialize new recruits or employees that entered your organization through acquisition. One strategy is to say, “Welcome, let’s give you a new lapel pin, new cards, a new identity.” The other strategy is to say, “We don’t want to change you and your company that we just acquired. Despite this new ownership, we recognize your methods of achieving success. So rather than metaphorically (or literally) replacing your old lapel pin with a new one, just keep your old one.”

Our work suggests what you really want to do is create a sense of biculturalism where you give them a second lapel pin so they wear two lapel pins, their old one and the new one. Don’t create some new merged identity, or lapel pin in this example, because that reduces the distinctiveness of the two identities, experiences, and knowledge structures they can apply to new problems. You want to keep two of them distinct and separate, as is realistic, to foster an environment that keeps both ‘top of mind.’ Again, the key is to foster this idea of biculturalism — having the best of two worlds — while avoiding the tendency to either merge the two identities or create some hierarchy with the two.

Q

Q

san c h e z - b u r k s : One example I like is Jimmie Rodgers, widely credited

san c h e z - b u r k s : Take the example of how firms socialize and orient new

with founding country music. He combined the spirituals of Appalachian folk music and African-American blues and as a result invented a new genre now referred to as country music. It’s an interesting example because it suggests that one of the barriers to creativity isn’t boosting peoples’ ability to generate ideas.

Rather, it’s reducing barriers so they can see connections between two things.

You can imagine there were lots of barriers to why somebody didn’t think of combining Scotch-Irish folk music and African-American blues in the segregated South. This guy worked on the railroad where he was exposed to, and interacted with, both of these groups. So he was well situated to do this. He had the existing experiences and exposure to these two worlds. But more importantly, he was able to recombine these two distinct genres of music such that he gave birth to something creative and innovative.

employees into the organization. There’s an interesting simple experiment that can be done to demonstrate the power of fostering a recombinant mindset. Imagine socialization training programs that include videos and literature designed to convey to new recruits expectations about what is valued in the organization and how best to make sense of their new environment. What would be interesting would be to expose new recruits to one of two versions — the current version used by the organization, and a slightly modified version that has a clear biculturalism theme.

In this second version, the message would be that “we value you for so many reasons, one of which is your previous experiences and knowledge. And we want you to retain that and keep that salient in your mind. We want you to learn how we may do things differently but your challenge is really trying to find ways of recombining this with your prior experiences to develop novel solutions to problems you face in your new role.” The intervention can be quite small. It can be ongoing and executed through norms, rituals, and symbols (think about those two lapel pins). The idea is to keep the diversity of ideas each individual possesses distinct and top of mind. The result will be to reduce barriers to seeing new ways of recombining existing ideas, practices, or products that provide novel solutions to pressing problems.

Could you give an example of someone who has used this mindset and the resulting output?

review | s u m m e r 1 0

How can management build a culture that unlocks the creativity and innovation in its employees?

w w w. w d i . u m i c h . e d u

19

MAP

SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN

Learn more about the Multidisciplinary Action Projects (MAP) Program at Michigan’s Ross School of Business and explore the possibility of sponsoring a business project in your organization next year. Sponsors receive top-notch deliverables and data-driven recommendations from a team of MBA sudents with diverse skills, knowledge, backgrounds, and work experience. Project proposals are accepted for consideration each September through early December. Projects take place during a seven-week period between early March and late April. To apply, complete an online project proposal form, which can be found along with additional information about MAP at www.bus.umich.edu/MAP

20

or contact the MAP office at: RossMAPprogram@umich.edu or by calling +734.763.2463.

Students Receive Rave Reviews Pfizer // Bangladesh; Milwaukee directed by: Ted London, WDI and Ross School of Business map team: Anita Bhat, Mazen Momani, Sarah Shapiro, Ashish Vatsal The MAP team developed an impact assessment for a pilot project of an ante-natal clinic.

They also provided input and reviewed pilot design and implementation development plans. Pfizer recently launched a Global Access to Medicines team with the goal to develop commercially viable and socially responsible business strategies that target the BoP as a new commercial market segment.

VisionSpring Pfizer MAP team in Bangladesh

I

n keeping with its mission to support international activities at the University of Michigan, WDI sponsored 10 Multidisciplinary Action Project (MAP) teams this year. The projects, in conjunction with the Ross School of Business, allow MBA students to work with international organizations to create new business models, research new directions, and strategize for the future.

WDI identifies and develops international projects with host organizations. The Institute also provides financial and faculty support.

Partner organizations gave positive feedback concerning the work of the students.

Francoise Armand of Abt Associates said he was impressed with the “professionalism, technical depth, and flexibility of the MAP team” in taking on the challenge of introducing safe water products at the BoP in Indonesia.

“Their analysis was eye-opening and

their suggestions for improvement were very actionable,” Armand said. “Our commercial partner expressed the intention to follow up with most of the recommendations outlined in the marketing strategy and financial plan.

We look forward to another MAP project or other opportunities for collaboration with the Ross School of Business next year.”

For the first time, Pfizer participated in a MAP. Sebastian Fries of Pfizer said it won’t be the last time.

“The results exceeded our expectations,” Fries said. “We worked with a smart, motivated, and effective team, and their insights from the field work in Bangladesh complemented our project very well.

We are already looking forward to repeat performance with a MAP team in 2011.”

And Rex Widmer of GE Healthcare’s Rural Health Initiative, said he was pleased with the outcome of the MAP. He said his

colleague in India was “blown away” by the MAP team’s analysis, and told Widmer “it’s definitely going to pay dividends for us in the long-term.”

“I sincerely appreciated their thoroughness of work, their clarity of thought, and their dedication to this project,” Widmer said of the MAP team. “In addition, they all worked together exceptionally well.”

WDI Executive Director Robert Kennedy said the MAP projects are “great opportunities for WDI, the Ross School, and the students.”

“We team up with our research partners to create impactful projects in emerging economies that strengthen WDI’s mission, help Ross continue its leadership in actionbased learning, and allow students to explore their interest in the Institute’s research topics,” he said.

Here is a brief synopsis of each of this year’s projects.

w w w. w d i . u m i c h . e d u

// El Salvador directed by: Ted London, WDI and Ross School of Business map team: Paul Daday, Janelle Hailey, Stephanie Osborn, Dave Turner The MAP team developed a field market study and a sales and marketing strategy document. VisionSpring is a non-profit social enterprise that alleviates poverty in the developing world by broadening access to affordable reading glasses.

The Hershey Co. // Philippines directed by: Ted London, WDI and Ross School of Business map team: Anne Marie Halfmann, Lindsay Kritzer, Nicolas Leon, Benjamin Weiss The MAP team worked with Hershey to determine a better way to distribute and market its products to the base of the pyramid. The company is focusing efforts on developing their business and business capabilities at the base of the pyramid. s u m m e r 1 0 | review

21

Top: Abt MAP team in Indonesia Left to Right: GE Healthcare MAP team in Bangladesh; Hershey MAP team near Manila; VisionSpring MAP team at Santa Ana volcano in El Salvador.

GE Healthcare // Bangladesh, Tanzania, India directed by: Ted London, WDI and Ross School of Business map team: Ricky Buch, Connie Fullerton, Krishna Parab, Liselle Regis The MAP team proposed a variety of recommendations to enhance the effectiveness of the design, implementation, and outcomes of the piloting process for GE Healthcare’s Rural Health Initiative. The goal of the Rural Health Initiative is to provide low-cost, appropriate diagnostic technology in rural areas of developing countries to improve clinical efficacy and tangibly improve public health outcomes.

Grassroots Business Fund // Cambodia directed by: Ted London, WDI and Ross School of Business map team: Wilson Lin, Becky Martin, Sara Mills, Ned Tomasevic The MAP team conducted market landscape research, loan product design, social impact evaluation, and research into trade policy and practice in Cambodia. The Grassroots Business review | s u m m e r 1 0

Fund is a not-for-profit organization with a mission to build and support high-impact intermediary business organizations that provide sustainable economic opportunities to thousands of people at the base of the economic pyramid.

Abt Associates // Indonesia directed by: Ted London, WDI and Ross School of Business map team: Sofia Latif, Colm Fay, Sophie Genet, Joe Guarascio The project helped develop a commercially-viable BoP strategy for Aquatabs, a chlorinated tablet.

The team developed a market assessment report, a marketing strategy, and a financial plan. Abt Associates is one of the largest for-profit government and business research and consulting firms in the world. Among its flagship projects is the USAID-funded Point-of-Use Water Disinfection and Zinc Treatment (POUZN) project, which focuses on reducing the incidence and severity of diarrheal disease in developing countries.

Virika Hospital

King Faisal Hospital

// Uganda

// Rwanda

directed by: Paul Clyde,

directed by: David Canter,

Ross School of Business map team: Cragin Elizabeth Brown, Charlie Clark, Jennifer John, David Levitch The MAP team developed mechanisms in order to maintain and analyze information that will help in the operation of the hospital.

WDI

Aurowell Center for Healthy Aging // India directed by: Paul Clyde, Ross School of Business map team: Jack Li, Mironda Ross, Stephanie Swain, Andrew Zizmor The MAP team delivered a business plan for a project to be initiated and developed into a self-sustaining organization. Aravind Eye Care System, which provides eye care to a large segment of the population by adopting a unique cross subsidizing service model, is trying to replicate the model to address other forms of social issues.

w w w. w d i . u m i c h . e d u

map team: Naama Arev, Afua Bruce, Tom Greet, Matt Schnugg The MAP team worked at the King Faisal Hospital in Kigali to evaluate the capability of patients from Rwanda and four neighboring countries to pay for health services at the KFH. The team combined this information with data from a separate ongoing cost-accounting project to identify strategic decisions that will move the hospital towards self-sustainability.

Aparajitha // India directed by: David Canter,

WDI map team: Kristen Barnard, Karen Harichandran, Sinead Mullen, Elizabeth Stamberger The MAP team developed a growth strategy for an educational program started

by Aparajitha Foundation. Their focus is to teach and help students apply life skills that typical curriculum does not cover.

INTERNSHIPS

SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN

A Global Summer 22 Twenty-two UM students fanned out across the globe this summer

topics including health care, microfinance, renewable energy, and

as part of the WDI Global Impact Student Internship program.

business approaches to poverty alleviation. Students will travel to all

There are two types of summer internships — Institute initiated and student initiated.

parts of the world, from China to India, from Ghana to Rwanda.

“These programs in emerging markets give students a perspective

The 14 students who chose a WDI-initiated internship are partnering with organizations identified by the Institute as doing

that they never would have developed in the classroom.”

The 22 interns represent nine different departments, schools, and

work related to one of its research initiatives: base of the pyramid,

colleges at UM, the most ever for WDI’s internship program. These

globalization of services, sustainable development, and health care.

include: the Ross School of Business; the Ford School of Public Policy;

The 8 students who chose to do a self-generated internship

the School of Public Health; the School of Natural Resources and

identified and contacted an organization in an emerging market that

Environment; the Department of Economics; the UM Law School; the

is doing innovative work. The student, along with the organization,

School of Social Work; the UM Medical School; and the Biomedical

co-defined an opportunity, received a commitment from the

Engineering Department.

organization, and submitted a proposal to WDI.

“WDI is committed to supporting students at UM so we’re very

“WDI is pleased to support summer internships for graduate students at the University of Michigan,” said WDI Associate Director Rosemary Harvey. “This year, the projects cover a wide variety of

i n s t i t u t e - i n i t i at e d

Dale Jackson // Rwanda Murika Murika is jointly owned by four Rwandans and PiSAT, a for-profit organization that manufactures and distributes solar-powered lights that were initially developed by Koinonia Foundation.

Jackson will work with Murika, which supplies solar power to large institutions in the country, and a Rwandan not-for-profit organization, which distributes portable solar power to rural areas that can be used for lighting or recharging cell phones. Jackson will review the current distribution process, marketing methods, accounting methods, and supply chain management. Afterwards, he will develop recommendations that can be implemented in the short run.

pleased to draw students from all over the university for this summer’s internship class,” Harvey said.

Here are descriptions of the WDI Global Impact Internships:

Greg Thorne

Gaurav Parnami

Lauren Miller

// Rwanda Ruli Hospital Ruli District Hospital is a 150-bed hospital with eight physicians on staff, located about 85 km from Kigali, the capital of Rwanda. It is funded by the government and user fees, and is interested in identifying opportunities to increase its financial independence by developing revenuegenerating opportunities and reducing costs within the hospital.

Thorne will work with the hospital to gain a better understanding of its viability as a financially-sustainable distribution center for health care services. Specifically, Thorne will: analyze all parts of the hospital in developing a case study focusing on its ability to cover costs; and, depending on Thorne’s analysis, consider the suitability of adding a food fortifying mill to the hospital.

// India PharmaSecure PharmaSecure connects manufacturers to people buying their products in emerging markets, offering systems designed to create a simple, secure, and effective line of communication that cuts out counterfeiters and allows manufacturers to build relationships with their customers.

PharmaSecure launched a pilot project across India in which it will print its codes on packages of drugs, allowing consumers to verify the authenticity of the drug via text message.

Parnami is tracking the three-month pilot project to completion, applying WDI’s Impact Assessment Framework to it. This will allow Parnami to identify performance indicators that PharmaSecure will track and develop over the life of the venture.

// India Grassroots Business Fund The Washington, D.C.-based Grassroots Business Fund (GBF) is a not-for-profit organization that uses a venture capital approach to support businesses in developing countries that provide sustainable economic opportunities to thousands of people at the base of the economic pyramid.

Miller will assist GBF in implementing its Impact Planning, Assessment & Learning (iPAL) framework for a client in India. She will: develop a custom-tailored Progress Out of Poverty/ Client Feedback survey; create a “how-to guide” to implement and refresh the survey including training local staff on survey implementation; design a data aggregation system that meshes with the client’s operational structure and existing need to collect social and financial data; and prepare a “lessons learned” note on experience.

w w w. w d i . u m i c h . e d u

s u m m e r 1 0 | review

INTERNSHIPS

SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN 22 Students 5 Continents 11 Countries 14 Institute-Initiated 8 Student-Initiated

23

Karen Tam and Kallol Mukherji // Bangladesh GE Healthcare GE Healthcare’s Rural Health Initiative (RHI) was launched with a goal of providing access to low-cost, appropriate diagnostic technology in rural areas of developing countries to improve clinical efficacy and tangibly improve public health outcomes.

Tam and Mukherji will put into operation recommendations from the Ross School student project team, which provided recommendations in April on how to establish the metrics and mechanisms to identify, monitor, and assess progress towards the learning objectives for each pilot site. The two also will lead research efforts for baby warmers or oxygen devices that RHI will develop as its next technology, as well as finding a potential pilot site.

review | s u m m e r 1 0

Eshanthi Ranasinghe

Galo Perich

Borja Inchaurraga

// Bangladesh care CARE is one of the world’s largest private international humanitarian organizations, committed to helping families in poor communities improve their lives and achieve lasting victories over poverty. The Rural Sales Program (RSP) is an initiative of CARE Bangladesh to generate income and employment opportunities for the rural poor. The program has been successful and will be expanded into new regions.

Ranasinghe will assist in documenting the transition process to a successful social enterprise, help develop a competitive marketing and branding plan for the new enterprise, and assist in developing an impact measurement tool to ensure that the needs of the poor are being met.

// Peru Academy for Educational Development AED, the Academy for Educational Development, is a nonprofit organization based in Washington, D.C. that works globally to improve education, health, civil society, and economic development.

The Hygiene Improvement Project (HIP) is a USAID-funded project operated by AED, and is intended to reduce diarrheal disease and improve child survival.

Perich will contribute to critical market assessments that will be used to decide whether to scale the project. To this end, he will profile consumers who use sanitation suppliers other than those who are part of the HIP program. Perich also will contribute to a catalogue of marketing, promotional, and training materials and adapt them to particular demographics or market segments.

// El Salvador VisionSpring VisionSpring is a non-profit social enterprise that alleviates poverty in the developing world by broadening access to affordable reading glasses. Committed to employing market-based solutions to solve this global issue, VisionSpring has developed a replicable, scalable, micro-franchise model to train low-income men and women, called Vision Entrepreneurs, to conduct vision screenings, sell affordable reading glasses, and refer those who require advanced eye care to reputable clinics.

Borja will implement the recommendations of the spring 2010 Ross VisionSpring MAP team, making any changes he sees as necessary.

Borja also will work with VisionSpring to create an expansion strategy for El Salvador with the overall goal of bringing the program closer to financialsustainability.

w w w. w d i . u m i c h . e d u

INTERNSHIPS

24

Borja Inchaurraga poses with some children in Santa Ana, El Salvador.

Cynthia Koenig // Bhutan Association of Bhutanese Tour Operators (ABTO) ABTO is the recognized representative of tour operators in Bhutan, serving member tour operators in service delivery, product enhancement and development, marketing and promotion, capacity development, and professionalism in tourism business.

Koenig will help the ABTO: identify new potential international markets; improve current market linkages with the U.S. and Western Europe; develop ABTO’s brand image to its membership and key stakeholders; enhance both internal and external communications; and improve membership database and information systems.

John Asante-Antwi // Rwanda The Access Project The Access Project improves the health of impoverished people and communities by applying business and management skills to public health systems in poor countries to increase access to life-saving drugs and

critical health services. It hosted a WDI summer intern, Karen Tam, in 2009.

John Asante-Antwi, the 2010 intern, will work with the Access staff to prepare a protocol and initiate a controlled study to determine the impact of recently-donated emergency obstetric care equipment (EMOC) in the Rwanda health centers compared to those in a district that did not receive any equipment. The study will collect data before and after equipment distribution. AsanteAntwi will complete the design and baseline data collection and the donation process, then ensure the study management is adequately handed over to Access staff for the follow-up phase.

Colm Fay and Yuan Yuan Fang // Seattle; India; China PATH PATH is an international nonprofit organization that creates sustainable, culturallyrelevant solutions, enabling communities worldwide to break longstanding cycles of poor health.

Fay will develop a global demand model

for the non-pneumatic anti-shock garment (NASG), which decreases obstetric hemorrhaging, with a focus on India. Fay will work with PATH to assess current and future demand for this lifesaving product.

In China, PATH is looking to implement a successful and efficient launch plan for the Woman’s Condom in China, a PATH-designed product offering an advanced contraceptive option and a tool to combat sexually transmitted diseases such as HIV. Fang will assist in the execution of a variety of commercial activities for the launch, which could include things such as: creating and implementing a consumer pricing study; developing promotional print materials for consumers, retail stores, and healthcare providers; developing and implementing a coordinated set of demand generation activities targeting women’s and/or community groups; conducting market research on packaging options and developing the most promising options for various market segments; working with the manufacturer to monitor product distribution in drugstore and retail channels; and developing and using forecasting models.

w w w. w d i . u m i c h . e d u

Chris White // New York City Pfizer Pfizer Inc is the leading pharmaceutical company in the world with top-selling products in a variety of different therapeutic areas.

Recently, Pfizer launched the Global Access to Medicines (GA) team, whose goal is to develop commercially-viable and sociallyresponsible business strategies that target the Base of the Pyramid (BoP) as a new commercial market segment.

White will have the opportunity to help develop the GA operating plan for 2011.

Specifically, he will: analyze available data from various team work streams and help develop the overall story of the GA business plan, supported by data; work with work stream leads to support further refinement of GA’s strategic approaches and tactics for 2011; help quantify revenue opportunities and additional benefits of GA’s strategies for the corporation, customers, partners and patients; and work with the GA team to develop overall story line of the operating plan and develop impactful materials such as slide decks and other supporting materials. s u m m e r 1 0 | review

25 A woman in Bangladesh makes a print on a piece of fabric.

Cree Jones, 4th from right, with a group of enumerators in the Philippines.

Jackson receives a live chicken after his presentation.

s t u d e n t- i n i t i at e d

Sara Blumenthal // Ghana Ghana Coalition of Healthcare The Ghana Coalition of Healthcare NGO was established under the Ministries of Health and is financed by the World Health Organization and the Netherlands Embassy. Its goal is to coordinate the efforts of NGOs throughout Ghana to improve and support the health delivery system of the country.

Blumenthal will help conduct research on pertinent health issues in various communities in Ghana, with a focus on malaria control, family planning methods, tuberculosis, drug abuse and administration practices of partner NGOs.

Natalie De Sole // Ghana College of Ama The College of Ama uses summer camps to provide higher education to rural girls from the southern, central, and western regions of Ghana. This program has run for three years and is demonstrating a model of how to successfully reduce the high poverty rates in Ghana by empowering a generally marginalized population.

De Sole will author a report on the strengths and weaknesses of the program by reviewing the expected outcomes of the program, interviewing past participants, and analyzing the data collected. She also will identify the major revenue needs to sustain the program, and then write a grant proposal.

Cree Jones // Philippines Innovations for Poverty Action (IPA)

IPA is a nonprofit organization that creates and evaluates solutions to social and develreview | s u m m e r 1 0

opment problems, and works to scale up successful ideas through implementation and dissemination to policymakers, practitioners, investors, and donors.

Jones will be researching whether increasing access to micro financing for potential overseas Filipino workers will increase the probability of securing work abroad. The financing is used to fund visa applications and travel to Manila for recruitment and paperwork completion.

peripheral health facilities in order to meet the demands of care and provide quality training to medical students and residents.

To that end, Luo will identify characteristics of functional health facilities and areas and patterns of systems improvement. She also will find a pilot test health facility and collect necessary data to determine the impact of the medical students and residents on human resources management, health systems improvement, and improvement of the health of the population.

Joseph E. Perosky and Eva Luo

Sofia Latif

// Ghana Kwame Nkrumah University of Science and Technology (KNUST) The vision of KNUST is to be globally recognized as the premier center of excellence in Africa for teaching in science and technology for development, and producing high caliber graduates with knowledge and expertise to support the industrial and socio-economic development of Ghana and Africa.

Perosky will work with the colleges of Health Sciences and Engineering at KNUST and several secondary supporters to establish in-country manufacturing of medical simulators that are both low-cost and high-fidelity. Perosky will: develop the manufacturing plan, including selecting suppliers, the manufacturing sites, and a final cost analysis of both of these components; help manufacture a prototype of a simulator; develop the distribution channels of these simulators, with potential clients being the three teaching hospitals, the 10 regional hospitals, and the 170 district hospitals.

Luo work will help determine the specific health system improvements needed at the

// Ann Arbor; Washington D.C.; UK; Egypt Islamic Relief USA and Islamic Relief Worldwide Islamic Relief Worldwide (IRW) is an international relief and development agency working towards a caring world where the basic requirements of people in need are fulfilled. IRW responds to disasters and emergencies and works with local communities to reduce poverty by promoting sustainable economic and social development.

In order to enhance Islamic Relief USA’s ability to assess the impact of its programs, Latif will first evaluate its current measurement, evaluation, and audit procedures — as well as the in-depth framework utilized

by IRW. Utilizing the framework and metrics developed from the evaluation, Latif will evaluate the Orphan Sponsorship Program in Indonesia, writing a revised framework based on the learning from her field visit. And Latif will prepare a final version of IR-USA’s impact assessment framework, evaluating to what extent the organization is utilizing feedback from impact assessments to drive strategy.

w w w. w d i . u m i c h . e d u

Robert Liou // China Guizhou School of Management and the Asia Foundation Founded in 1954, The Asia Foundation has deep experience running developmental programs in nearly every country in Asia.

Guizhou University is a public coeducational university located in the suburban outskirts of Guiyang, the capital city of Guizhou Province, China. Working with the university, Liou will help organic tea farmers develop, market, and brand their products for export to foreign markets. He will perform a detailed market analysis, as well as develop branding and advertising strategies to change buyer perceptions of organic tea grown in China.

Liou also will work with The Asia Foundation to establish collaboration between WDI and the foundation on the Institute’s Green Leap initiative.

Ryan Chen // China China Greentech Initiative (CGTI) The CGTI is an open source, commercial collaboration of over 80 of the world’s leading technology and service companies and organizations to uncover and create business opportunities that address China’s need for sustainable development.

Chen will research and assess common market constraints and regulatory challenges of developing and applying renewable energy technologies, services, and products at local levels in China, particularly in underdeveloped rural areas. He also will join with colleagues to conduct working sessions and develop presentations and publications to raise local stakeholders’ awareness of the availability and benefits of renewable energy solutions.

SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN CROSS SCHOOL COLLABORATION

In 2006, two projects were selected to expand WDI’s support of international activities at the University of Michigan. The first involved supporting student internships and research on global health issues at the School of Public Health. The second was a joint Ross School-Medical School engagement at a hospital in Fort Portal, Uganda. Both programs launched in winter 2007. Here are updates of the two programs.

26

Will Story (right) studied intrapartum care in rural Bangladesh.

Medical School

School of Public Health

Virika and Kumi Hospitals // Uganda

The Center for Global Health Conference Fund and Research Fund

A Ross School Multidisciplinary Action Project (MAP) team worked on a project related to the in-patient information flows at Virika Hospital. They mapped out processes in a number of departments, identified bottlenecks, and developed recommendations based on that analysis.

They also provided a more comprehensive breakdown of the hospital financial reports.

A clinical team that will focus on women’s health issues is being formed and will visit the hospital sometime later this year. The recommendations of a winter 2010 MAP team focused on out-patient processes are in place and having an impact.

At Kumi Hospital, a project related to internal information flows will begin this fall.

Fourteen students benefited from WDI funding, with nine attending various international research conferences and five working on research projects.

Those attending conferences presented abstracts or participated as speakers or panel members. The conferences included: 55th International Pharmaceutical Students’ Federation World Congress; the XIX World Congress of Gynecology and Obstetrics; International Society for the Study of Behavioral Development; Health and Human Rights Education in 2010; Global Health and Innovation Conference; and the XVIII International AIDS Conference. The schools or colleges represented included Pharmacy, Medical School, School of Public Health, Psychology, Biomedical Engineering, Biological Anthropology, and Mechanical Engineering.

Five students worked on research projects including data analysis, literature review, and other types of research activity in which a Center of Global Health faculty associate is engaged. The students came from the School of Public Health, Biological Anthropology, Medical School, and Biology. Their research topics included: Effectiveness of social support and incentive programs in improving patients’ adherence to tuberculosis treatment as part of their ambulatory care in Ukraine; overcoming barriers to professional intrapartum care in rural Bangladesh; the role of gender and acculturation on the health outcomes of Thai migrant women in Australia; improving high quality, affordable maternal healthcare service delivery to low-income mothers in India; and, the relation between climate variability and malaria incidence: How does socioeconomic status modify this association? s u m m e r 1 0 | review

SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN TRAVEL-STUDY

Travel-Study Russia F

or the second year, WDI provided financial and administrative support for a travel-study course at the Ross School of Business.

In winter 2009, students learned about Turkey and travelled to that country as part of the course, “Bridging in a Globalizing World: Turkey and the European Union.”

This past winter, Ross students travelled to Moscow and St. Petersburg as part of the course “Marketing in Russia.” It was taught by professors Jeffrey Sanchez-Burks, who taught the Turkey course, and John Branch.

Travel-study courses are designed by the Ross School of Business to create awareness of diverse business issues in the current international business landscape, and provide on-the-ground experience in a different country.

More broadly, the course aims to help students develop their global leadership capabilities by exposing them to novel cross-cultural situations.

Travel study courses “complement the existing portfolio of opportunities that Ross offers its MBA students,” Sanchez-Burks said.

But while MAP projects and other student opportunities are focused more on a company or industry, travel study courses “provide a broader focus on a region or a country or a culture. So it’s an opportunity to have a very different analysis of this thing we call global business.”

Branch said understanding the world economy ought to be considered a key success factor for every manager. The travel-study course to Russia “is one other opportunity here at Ross for students to improve their understanding of the world economy. Indeed, it forces students to think about business not as an isolated activity, but instead as part of the much bigger, holistic, world economy.”

The purpose of the Russia course was to improve students’ understanding of how marketing is conducted in Russia, increase their awareness of the dimensions of Russian culture that shape marketing review | s u m m e r 1 0

Top: Travel study group in Russia.

Bottom: Jeffery Sanchez-Burks (center) with four students.

successes and failures, and improve their understanding of the Russian business environment.

The marketing course was structured into three phases.

The first phase was the “pre-country immersion,” with traditional classroom sessions designed to conceptualize the theme of the course and the end-of-class project. The second phase was a week spent in Russia, which was filled with lectures, company visits, professional meetings, cultural and social events, and individual and group research time. The third and final phase was post-country debriefing sessions, as well as the completion and presentation of the end-of-class projects.

Sanchez-Burks said the students met with an eclectic group of organizations in a number of industries.

“It was an excellent group of students,”

w w w. w d i . u m i c h . e d u

Sanchez-Burks said.

“They were very curious, very professional, and very interested in understanding a context — namely Russia — that is not widely known.

“It was a remarkably challenging adventure, which was good because it really provided people an opportunity to experience some of the real challenges to doing global business from appointments being rescheduled at the last minute to very tough terrain.”

27

N O N - P R O F IT U . S . P O STAGE

PAID

William Davidson Institute 724 East University Avenue Ann Arbor, Michigan 48109 USA

ANN A R B O R , M I PE R M IT N O . 1 4 4

www.wdi.umich.edu

calendar Effective Sales Management Aug 2-3 | Panama City, Panama Goldman Sachs 10K Women: Group 5, Session 2: Operating a business in Rwanda & Customer Care Aug 2-4 | Kigali, Rwanda Goldman Sachs 10K Women: Group 5, Session 3 Marketing & PR Aug 16-19 | Kigali, Rwanda Goldman Sachs: Reunion (group 1 & 3) Aug 30 - Sept 1 | Kigali, Rwanda Leadership Sept 8-9 | San Jose, Costa Rica Goldman Sachs 10K Women: Group 5, Session 4 Budgeting & Mgmt Accounting Sept 13-16 | Kigali, Rwanda Strategic Services Management Sept 22-23 | Bogota, Colombia

Building a Workforce Scorecard Sept 30- Oct 1 | Sao Paulo, Brazil Goldman Sachs 10K Women: Group 5, Session 5 Financial Accounting & Loans Oct 4-7 | Kigali, Rwanda Strategic HR Program Oct 5-8 | Miami, Fla. USA HRN Workshop: Creativity Oct 7-8 | Vienna, Austria Operations, Logistics, & Supply Chain Management Oct 18-20 | Santiago, Chile Goldman Sachs 10K Women: Group 5, Session 6 HR/Organizational Management Oct 25-27 | Kigali, Rwanda Effective Sales Management Nov 11-12 | Sao Paulo, Brazil Goldman Sachs 10K Women: Group 5, Session 7 Developing a successful business plan Nov 25-26 | Kigali, Rwanda

GlobaLens top sellers [past 6 months]

1 Lean Process Improvements at Cleveland Clinic 2 Bharti Airtel (B) 3 Bharti Airtel (A) 4 Madras Cement, Ltd. 5 Leadership Crisis Challenge: Timora International 6 Boeing: The Fight for Fasteners 7 VisionSpring 8 CreativeCalligraphyInvitations.com 9 Iowa Speedway (A) 10 Iowa Speedway (B) 11 Writing a Winning Business Plan 12 The Elevator Pitch 13 The Global Business Environment 14 Zingerman’s Community of Businesses 15 Aravind

www.globalens.com