WDI Davidson Review Summer 2009 by William Davidson Institute

SUMMER

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Business Knowledge for Emerging Economies

I n t h is iss u e 4 BoP Readies for October Conference 10 West Bank Work Grows 18 WDI Interns Go Global

Davidson’s Death Won’t Change WDI Mission

The Work Continues

The William Davidson Institute will continue its work around the world despite the death this winter of its founder and guiding light, Bill Davidson.

The William Davidson Institute’s capacity-building engagement with the School

Davidson passed away March 13. He was 86. “Mr. D always pushed us to think big and to do impactful work — helping countries develop and make the transition to a market economy,” said WDI Executive Director Robert Kennedy. “He provided both a vision and the resources we needed. We will continue to pursue his vision, as he would expect nothing less.” Ross School Dean Robert J. Dolan, who also serves as president of WDI, said the Institute’s mission remains the same. “We look forward to carrying on the kind of work he encouraged us to do,” Dolan said. “It is the best way to honor his memory.” Davidson was remembered as a generous man who shared his wealth, knowledge and vision. “Bill Davidson was a business visionary, a great philanthropist, and a dedicated family man,” Kennedy said. “I had the privilege to work for Mr. Davidson over the past six years. He was incredibly generous to the University of Michigan. One of the nice things was that C o n ti n u e d o n p a g e 2 6 >

One project ends, but two programs go on in Rwanda

of Finance and Banking (SFB) in Kigali, Rwanda has concluded.

n June 2006, WDI signed an agreement with the government of Rwanda to transform SFB

into a regional center of excellence in East Africa. The program targeted five areas: ◗ R ecruiting new leadership and addressing the school’s administrative structure ◗ Revising the MBA and BBA curricula ◗ Faculty Development ◗ E stablishing closer connections to the business community ◗ Creating a strategic plan Because of budgetary pressures in Rwanda and the scaling back of foreign aid to the country, the government of Rwanda has decided to wind down the overall program. “While I am disappointed that the program has concluded, I look forward to continuing to work with SFB on the Goldman Sachs programs and other capacity building work as it arises,” said WDI Executive Director Robert Kennedy. “I am proud of the work we did. The Minister of Education assured me that they were happy with the progress at SFB,

and we will look for opportunities to do specific programs together in the future.” An Integrated Approach in Rwanda Kennedy said the engagement with SFB is an example of the integrated approach that WDI takes to its work. He first visited Rwanda in the summer of 2005 to look for Multidisciplinary Action Projects (MAPs) — which allow Ross School of Business MBA students to work with international organizations to create new business models, research new directions, and strategize for the future. WDI sponsored a MAP in Rwanda with the Clinton Foundation, Partners in Health, and the ministries of Health and Agriculture to evaluate the potential to produce infant formula in the country. That project led to additional MAPs with the Clinton Foundation in Papua New Guinea and Cambodia in 2007 and 2008. It also led to Dr. Paul Farmer’s Global Impact Speaker Series talk in February 2007. While in Rwanda, Kennedy’s meetings with government officials made him aware of the needs C o n ti n u e d o n p a g e 2 7 >

table of contents

Research Updates 4 Base of the Pyramid 6 Globalization of Services 7 Green Leap 8 Business of Health Care

Program Updates 9 Educational Outreach 10 Development Consulting Services 14 Executive Education

William Davidson Institute 724 East University Avenue Ann Arbor, Michigan 48109 Editor: Dan Shine danshine@umich.edu

Supporting International Activities 18 Global Impact Internships 22 Global Impact Speaker Series 23 Turkey Travel-Study Course 24 Cross-School Collaborations 25 MAP Programs

28 WDI Calendar

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Cover Photos: Left: Rwanda government ministers trade cards in a training exercise that promotes innovation. Right: WDI Faculty Affiliate Robert Pasick (second from right) ran training programs for Rwanda government officials on leadership and executive skills.

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LETTER FROM THE EXECUTIVE DIRECTOR

welcome

to the twelfth issue of the Davidson Review, the William Davidson Institute’s (WDI) semiannual newsletter designed to keep you apprised of our activities and plans, and to encourage you to become involved in our programs as we build communities of interest in our focus areas. It is with a heavy heart that I write this issue’s Letter from the Executive Director. The death in March of Bill Davidson was a great loss for his friends and family, charitable organizations around the world, and the University of Michigan. It hit us hard here at the Institute, which he founded back in 1992. It was also a personal loss for me as Mr. D – as most everyone called him – was a great mentor who was generous with his time, advice, and counsel. I first met Mr. D in fall 2002 when I was being recruited to Michigan. After a day interacting with key people at the school, my schedule for the second day was abruptly cancelled and I was told I would be heading up to see Mr. D at Guardian Industries in Auburn Hills, Mich. I asked Bob Dolan, the Business School Dean who also serves as president of WDI, what to expect and how to prepare. Dolan responded with a smile, “be yourself, and be very straightforward. If he likes you, it will be a great meeting. If he doesn’t, it may be over in five minutes.” Fortunately, we hit it off and ended up spending two and a half hours discussing my background, WDI, and his management philosophy. At the end of the meeting he told me, “I hope we’ll have a chance to do great things together.” Mr. D was a down-to-earth guy, but one with extremely high expectations. He pushed the WDI team to aim high and follow through. But his most common question to me was, “How can I help?” In his last few years, Mr. D scaled back his schedule. I always appreciated that WDI was one of just a few activities he remained engaged with — the others being Guardian, the Detroit Pistons, and most importantly, his family. At the December 2008 WDI board meeting — the last one he attended — he was upbeat, funny, and challenging. This is how I’ll always remember him. I feel honored to have worked with him. I think we built an organization that he was proud of, and we look forward to continuing his work at WDI. And that work is going very well. As you’ll read elsewhere in this issue, both Development Consulting Services and Executive Education had very strong years. Revenue grew by 41 percent in Development Consulting Services and by 55 percent in Executive Education. Executive Education also held a record 43 programs in FY2009. Educational Outreach, our case writing initiative, is making steady progress. The case catalogue has grown to more than 125 cases, and these materials are being used by leading business schools around the world. Our research initiatives — Base of the Pyramid, Globalization of Services, Green Leap, and Business of Health care — continue to create and aggregate intellectual capital, build new partnerships, and develop communities of interest. WDI’s support of international activities at the university remains strong. We introduced a travel study course for MBA students for the first time, which went well. The Institute also sponsored nine Multidisciplinary Action Projects, and 27 summer internships. You can read about the internships and all of our initiatives and programs in the rest of this newsletter. Also, stay updated at our website, www.wdi.umich.edu. As you will see in this newsletter, the breadth and impact of WDI’s activities across the globe continues to grow. If you are already engaged with WDI, we thank you for your involvement. If you are not, we invite you to become a part of this dynamic community. Sincerely,

Robert E. Kennedy Executive Director

RESEARCH

UPDATE BASE OF THE PYRAMID

The influence of the Base of the Pyramid (BoP) Initiative continues to spread around the globe. We established a variety of collaborations with new partners in Asia, Africa, and Latin America. Our knowledge creation efforts included a Harvard Business Review article on impact assessment, publication of a research article on BoP as producers, and development of a framework for a co-authored BoP book. Our work on impact assessment data collection and analysis continues in India. BoP-oriented opportunities for students at Michigan are growing as we partner with more organizations on internships and MAPs. We also collaborated with other WDI initiatives, most notably Development

Consulting Services and Educational Outreach.

Authors’ Gathering Paves Way for Book, October Conference (Illinois Institute of Technology). “The gathering was designed to be an intimate retreat where the authors could have a productive dialogue that would catalyze our thinking on how we’d like to shape the book,” London said.

From left to right: (front row) Bob Kennedy, Ted London, Jacqueline Novogratz, Madhu Viswanathan, and C.K. Prahalad (back row) Erik Simanis, Allen Hammond, Prabu Kandachar, Patrick Whitney, and Stuart Hart.

n May 21-23, a select group of academics and practitioners in the base of the pyramid space gathered in Ann Arbor. They discussed the opportunities and challenges currently in the BoP arena, agreed on the overall design for an upcoming BoP book, and talked about preparations for an October BoP conference.

Tentatively titled “Creating Mutual Value: Building Businesses and Alleviating Poverty with the Base of the Pyramid,” 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.

“I felt everyone walked away with a real appreciation of what we could do with the book and the impact it could have,” said Ted London, director of WDI’s BoP Initiative and co-organizer of the May event. “We hope that anyone who is thinking about this topic will want to have this book on their shelf.”

The authors are: London; Stuart Hart (Cornell Univ.); C.K. Prahalad (Univ. of Michigan); Allen Hammond (Ashoka); Jacqueline Novogratz (Acumen); Prabhu Kandachar (Delft University of Technology); Robert Kennedy (WDI); Erik Simanis (Cornell Univ.); Madhu Viswanathan (Univ. of Illinois); and Patrick Whitney

The authors engaged in spirited discussions about various BoP topics and developed a set of central themes for the book. By the end of the conference, the authors also came to a shared agreement on the mapping of the book chapters. They also talked about the next steps and a timeline for each to complete their chapter. In October, WDI will host an invitation-only conference at UM to present the collective thinking of the authors and provide a venue for soliciting feedback and comments from the event’s attendees. “Participants are going to have an opportunity to comment and influence the final development of these ideas,” London said. “We’ll also ask them, ‘As a community, what else should we be thinking about?’” The authors are expected to finalize their chapters by the end

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of 2009, and the book is scheduled to be published in 2010. Pearson has agreed to publish the book under its Wharton Publishing label.

Assessment Framework Subject of HBR Article In 2009, the Harvard Business Review published an article by Ted London on his Base of the Pyramid Impact Assessment Framework, titled Making Better Investments at the Base of the Pyramid. Managers can use this tool to get a better idea on how to assess and enhance the poverty alleviation outcomes of their BoP ventures.

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Impact Assessment Follow-Up Data Collected in India B An Indian woman is surveyed as part of the BoP Impact Assessment project.

London refined the framework during two years of field research and received valuable feedback from colleagues both in and outside of academia during the writing of the article. “As a growing number of ventures implement this framework, we can have a substantial impact on efforts to alleviate poverty,” London said. “We can help BoP venture managers and those they hope to serve in a way that has real, immediate, and practical implications in the field. By using this framework, ventures will have a better understanding of what is happening on the ground and a better sense of how to improve their work.” A larger goal of the framework is to collect enough data from different ventures to be able to analyze the relationship between venture strategy and poverty alleviation outcomes. “We don’t know these relationships right now,” London said. “If BoP venture development is going to thrive as both a business strategy and a poverty alleviation tool, we must better understand the connections between a proposed business model and the anticipated impacts on poverty. To do this, we are planning to

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assess poverty alleviation outcomes across multiple business ventures. By doing this, we will not only help the individual ventures but also more fully understand the full set of impacts of different types of ventures.” London said it is a satisfying feeling to see his framework highlighted in a well-read business magazine. “It’s a nice outcome of all the work we’ve done in the field with the help of UM students and our partners,” he said. “The time we’ve invested was worth it.” But London said he won’t rest. “There’s a lot of work left to be done,” he said. “If we stop here, we won’t fulfill the promise of this framework.”

An Indian man in surveyed as part of the BoP Impact Assessment project.

oP Research Associate Heather Moehle worked with our partner, VisionSpring, on baseline data collection in October 2008 leveraging the BoP Assessment Framework. Moehle spent four weeks in Andhra Pradesh, India helping transfer the impact assessment methodology to the local management team. She also helped train the people who would be conducting the interviews for VisionSpring, assisted in establishing the protocol for the interviews, and ensured that the overall process would be appropriately implemented in the field. The baseline data collection phase successfully wrapped up in early February with a total of 667 interviews (302 customer and 365 controls). London and Moehle then returned to Andhra Pradesh in May 2009 to facilitate the followup data collection activities. While in India, they worked to refine the process for collecting this data. By going on field visits and observing the first couple of dozen interviews, they were able to troubleshoot problems as they arose and ensure the overall design was streamlined and correctly implemented. The WDI team was pleased that the process they implemented in the field resulted in many of the baseline respondents willing to complete the follow-up survey.

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More than 350 interviews in two districts have been conducted thus far. The remaining data, totaling over 600 interviews across four districts, is expected to be collected by the end of July. VisionSpring provides sustainable jobs and access to vision care in the world’s poorest, most remote communities. The impact assessment framework provides VisionSpring with a much better understanding of how a BoP venture can assess and enhance its poverty alleviation impacts in terms of changes in economic, capability, and relationship well-being. The framework includes a strategic analysis in which local buyers, sellers, and community members are interviewed about the positive and negative effects of an organization’s work. Once that is done, analyzing the baseline and follow-up data provides specific information on the venture’s positive and negative poverty alleviation impacts, in order to give the organization a better idea of what’s working and what’s not. This allows venture managers to then look at ways to adapt their business model to better meet the needs of their stakeholders and to reach a larger audience. Without a tool such as this, organizations typically have to rely on anecdotes or stories to highlight the work they are doing, which offers limited insight on how to improve performance.

RESEARCH

UPDATE GLOBALIZATION OF SERVICES

The Globalization of Services research initiative continues to focus on content creation. For four years, WDI has explored how globalization in the service sector affects firms’ opportunities, strategies, and structures. This work led to the publication of “The Services Shift: Seizing the Ultimate Offshore Opportunity,” a managerial book on the offshoring phenomenon by WDI Executive Director Robert Kennedy. The book, published by Financial Times Press, hit bookstores in January 2009. Kennedy has spent the spring promoting the book — writing articles for various business outlets, and speaking to Ross Alumni Clubs around the world. To find out more about the book, go to www.services-shift.com.

6 P raise f o r “ T he S ervices S hift ”

Sales Going Well S

ince its release, “The Services Shift” has had good, steady sales numbers of about 8,000 copies in the United States. Bookviews.com placed “The Services Shift” on its “Top Pick of the Month” list for February 2009. The sales numbers in India, where it was released in late April, have been great. The first printing in India sold out in a week. The second printing sold out in two weeks. The book is currently in its third printing in India. Kennedy said “all indications are that India sales will exceed those in the U.S. market. They can’t print them fast enough.” Promotional effort for the book has gone well. Kennedy has been quoted in more than 100 publications around the world, including:

The Wall Street Journal CFO Magazine The Washington Times Business Week – Asia BusinessWeek.com Forbes.com The Detroit News Detroit Free Press National Public Radio (NPR) The Observer (London) Irish Independent The Belfast Telegraph NewsTalk Radio Ireland

Associated Press (distributed to about 100 local papers) Purchasing Magazine ComputerWorld Fox Business News Irish Times The Economic Times (India) New Delhi TV (India) The Hindustan Times (India) Business Express (India) Times of India WJR-AM (radio)

“You Can’t Afford Not to Read It”

“Buy It, Read It, Reference It”

On his “Provocations & Cogitations” blog (www. markhrobinson.wordpress.com), EquaTerra Chief Operating Officer Mark Robinson reviews “The Services Shift.”

Tom Hickman | Founder of Inside Outsource Consulting and author of the similarly-named blog (www. insideoutsource.blogspot.com), calls “The Services Shift” an “excellent new book.”

“This book could be re-titled, ‘Everything you always wanted to know about offshoring but didn’t know who to ask’ because, once you read it, you will have a pretty good understanding of both what is already happening, and perhaps more importantly, what will likely happen next.”

“An Especially Good Read” “Sourcing Market Pulse” is an EquaSiis blog covering the global business and information technology (IT) services and sourcing markets. Through the blog, EquaSiis and EquaTerra executives, advisors and consultants analyze and provide commentary on the latest trends in global sourcing. Stan Lepeak, managing director of EquaTerra and EquaSiis Global Research, reviewed “The Services Shift.” “Those of you immersed in global sourcing on a daily basis will appreciate and understand the reality of the global business environment that Bob comprehensively presents and analyzes in the book. This book is an especially good read for business unit leaders tasked with dealing with globalization and global sourcing on a daily basis and needing a firm grounding of what these phenomena are and are not, and where they are going.”

“A Timely Book” Stu Hart | S.C. Johnson Chair in Sustainable Global Enterprise, Cornell University “Bob Kennedy’s book offers both a thoughtful and practical treatment of this critical phenomenon, which will only accelerate in the coming years, especially in the services sector. Whether you are a corporate manager, a government policymaker, or a labor activist, you will find this book useful in making the globalization game pay off for all constituencies.”

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“I like most about this book the fact that it does a nice job bridging theory and practice. It’s an excellent, scholarly book, without being too abstract, and without being overly burdened by the business school jargon and theory-bloat that plagues many business books. Think of it as The World is Flat, for a more analytic and intellectualizing audience.”

“A Book for Managers” C.K. Prahalad | Paul and Ruth McCracken Distinguished University Professor, University of Michigan “Kennedy has artfully integrated the phenomenon of offshoring services in the global competitiveness agenda of firms. His insights on the key economic drivers and trends paint a picture of the potential and the pitfalls of this phenomenon. No manager can afford to ignore this shift.”

“A Well-Researched Book” Noel Tichy | Coauthor of “Judgment: How Winning Leaders Make Great Calls,” and Professor at the Ross School of Business “This is a must-read guidebook for business leaders who want a global competitive advantage. The Services Shift not only maps the current terrain, but more importantly, provides where the world is headed and what it will take for businesses to win tomorrow by globalizing services.”

“Provides Practical Advice” Anurag Jain | Managing Director, Perot Systems (Asia Pacific) “Kennedy pulls up the curtain and explains the what, why, and where of offshoring. His work with both providers and customers illuminates both the potential and the challenges of global sourcing.”

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RESEARCH

UPDATE GREEN LEAP

In July 2008, WDI launched the new, three-year Green Leap Initiative (GLI) to look at a new approach to development that drives economically and environmentally-sustainable growth through the commercialization of green technologies. Research focused on clean technologies targeted at the base of the economic pyramid in China where the infrastructure has not been built out and where it is possible to construct a new next generation form of living and infrastructure from the beginning. Stuart Hart, the S.C. Johnson Chair of Sustainable Global Enterprise and Professor of Management at Cornell University’s Johnson School of Management, was named director of WDI’s Green Leap Initiative.

Hart remained affiliated with Cornell but was based in Ann Arbor and worked part time for WDI.

year one The first year of the GLI was spent building relationships and creating partnerships with universities and potential business partners in China. Tsinghua and Nanjing universities have agreed to partner with WDI on the Green Leap Initiative. The principals then gathered to define the work plan for the next two years.

year two The second year of GLI will focus on starting two business experiments in China. The specific milestones for the year are: ◗ F ormalize Partnerships The relationship between the Green Leap Initiative and Tsinghua and Nanjing universities will be formalized. Also, working relationships with key Chinese governmental agencies, such as the National Development and Reform Commission and the Ministry of Science and Technology will be established. ◗ L aunch Two Green Leap Business Experiments GLI is in talks with several companies in China about their interest in launching Green Leap experiments, including GE-China, Siemens, SunTech, Yingli Solar, and Johnson Controls. ◗ D evelop GLI Cases Tsinghua and Nanjing universities have identified ventures in China that are currently engaged in commercialization of clean technologies at the BoP. With the help of MBA and doctoral students, these ventures will be documented and analyzed in order to identify key success factors. ◗ H old GLI Symposium GLI academic partners and practitioners will gather to share and disseminate learning and best practices to date. Students and faculty from other universities, and practitioners from other interested companies, also will be invited to attend. ◗ L aunch a Green Leap Summer Institute Working with Tsinghua and Nanjing universities, GLI will develop and launch a summer institute dedicated to building the necessary knowledge base and on-the-ground skills needed to incubate and start commercially-viable green tech businesses at the BoP. The institute will be run both in China (for U.S. students) and the U.S. (for Chinese students), and include both an MBA-level program and an executive education program for business executives and senior government officials.

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You Named GLI Program Manager Xiaojian You, who joined WDI in July 2008 as the Green Leap project associate, was named its program manager in May. Xiaojian will help develop Xiaojian You of Green and implement Leap Initiative innovative strategies for environmentally sustainable economic development in BoP markets. Prior to joining WDI, Xiaojian launched and administered several complex, industrial projects in the U.S., involving engineering, quality control, lean manufacturing, and operations management. In China, Xiaojian has supervised logistical and technological implementation of part of China’s railway transportation system, evaluated business projects, and overseen industrial investments for the China Agricultural Bank in Jiangsu province. He is a graduate of Beijing Institute of Technology, where he majored in Industrial Engineering. Additionally, he has an MBA in Business Strategy and Sustainable Development, and an MS in Manufacturing Engineering Systems — both from the University of Michigan — and an MA in Agricultural Economics from Nanjing Agricultural University.

RESEARCH

UPDATE THE BUSINESS OF HEALTH CARE

In December 2008, WDI launched a new research initiative on the business of delivering health care. David Canter, former senior vice president of Pfizer Global Research and Development and director of the drug maker’s Michigan Laboratories, is the director of the Institute’s Health Care Research Initiative. The initiative has two research streams — improving the management and organizational skills of primary health care workers; and exploring the interdependence of multi-national health care businesses, foreign aid and NGOs.

(Far Left) David Canter talks with health care workers in Rwanda. (Top Center) David Canter (Lower Center) Liz Barry. (Below) David Canter with health care workers during his six-month fellowship in Rwanda.

Initiative Making Strides C

anter’s interest in examining the impact of improving the management and organizational skills of health care workers stems from the work he did in Rwanda in 2008. Recently, Canter visited Ghana to discuss the idea of taking the Rwanda program and trying to replicate it there. The purpose is to demonstrate that the model translates to another emerging market country that is in a different stage of economic development. Canter has identified a co-Project Director in Ghana as well as a senior human resources sponsor in the Ministry of Health. He has developed a research proposal, and he is seeking outside funding for the project. In April, Canter submitted a paper for publication co-authored with Dr. Blaise Karibushi from Kigali, Rwanda titled, “Improving the

Performance of Primary Health Centers in Rwanda: The Access Management Evaluation Tool (AMET).” The second area of inquiry for this research initiative explores the interdependence of business, foreign aid and non-profit organizations in the delivery of health care. The exploration starts with a simple observation — in the wealthier countries, the vast majority of health care (medicines, diagnostic devices, lab testing, private hospitals and doctors’ offices, and therapists) is delivered by for-profit businesses. In the poorest countries, the health systems are strongly supported by non-profits and foreign aid. The simple questions are: ◗ H ow do NGOs plan exit strategies?

◗ H ow do health care systems start to become less donor dependent?

projects with researchers from

◗ H ow do health care businesses evolve, when do they enter the market, and what factors help or hinder their growth?

The first is a project to establish

◗ W hat is happening in countries that have broken free of foreign aid?

to help biotech companies and

“This is proving to be a difficult world to engage,” Canter said. “Multi-national companies are not willing to share information on where they are operating. There is no database of NGO activity in various countries.”

Joining with the Medical School

The practical application of the business of health care will be explored in two collaborative

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the University of Michigan Medical School. emergency medicine in Ghana. The second is a project called “Innovation Bridge,” which seeks university groups partner with vaccine manufacturers in emerging markets. “Both will allow an opportunity to study how a health care business can develop in emerging markets,” Canter said.

In the Classroom Canter will be teaching a graduate course in the fall with Liz Barry, who is the managing director of the university’s Life Sciences Institute. The course will be called, “The Business of Biology.” s u m m e r 0 9 | review

PROGRAMS

UPDATE EDUCATIONAL OUTREACH

In early 2007, the William Davidson Institute started Educational Outreach (EO), which had two complementary elements as its strategy. First, EO aimed to work with leading faculty to develop teaching materials on important international business topics. The second element was to create and manage GlobaLens (www.globalens.com), a global hub for aggregating and distributing these materials to business educators around the world. In 2008, a companion site to GlobaLens was launched by WDI and Michigan’s Ross School of Business (www.bus.umich.edu/FacultyResearch/GlobaLens). It features a catalogue of both international and U.S.-focused teaching material developed by faculty at the Ross School. The combined GlobaLens/RSB catalogues contain more than 140 pieces (cases, conceptual notes, simulations, exercises, videos). Many of these pieces are now being used in the classroom around the world. GlobaLens customers include Columbia, Cornell, Indiana, Northwestern, NYU, Ohio State, Rice, UCLA, University of North Carolina, and the University of Virginia. Internationally, GlobaLens has sold material to INSEAD (France), Stockholm School of Economics (Sweden), University of Toronto (Canada), Helsinki School of Economics (Finland), and Braunschweig University of Technology (Germany).

Entrepreneurship Notes Added to GlobaLens A series of notes on entrepreneurship by popular Ross School of Business Professor Jim Price has been added to GlobaLens. The collection includes topics such as why corporations fail to commercialize their innovations, tips on how to build a great management team for your startup, and a series of tools that walk entrepreneurs through the process of conceptualizing, funding and building new businesses.

Price, an adjunct lecturer of Entrepreneurial Studies, teaches two graduate-level courses at Michigan’s Ross School of Business . He is chairman and co-founder of Cielo MedSolutions LLC, a health care softwareas-a-service (SaaS) startup launched in 2006, where he oversees marketing and corporate development. He also is founding partner of CompanyCrafters, a venture consulting firm that advises Global 2000 corporations on planning and launching new businesses — especially technology-based spin-outs and new-business initiatives.

people all over the world. I know that my experience has given me unique skills and a unique perspective that I bring to the job. That will be critical in cooperating with the different people necessary to get great case studies written and into the education system.

Sergei S. Kolomeitsev is the newest case writer for Educational Outreach.

Q: What’s on your to-do list for the first 6-12 months? R O B I N S O N : I will first focus my energy

Robinson has worked worldwide in the Air Force and for NATO, as well as at Michigan’s Schoolcraft College and Minnesota’s Capella University. He has been recognized 10 times for instructional design, training, and education best practices in the government and private industry. He is a decorated combat veteran with service in more than 30 countries.

on improving our growth and impact. We are working on ensuring the language on our GlobaLens (GL) site is accurate and consistent. An initiative that is a little longer term is implementing an outreach strategy to the many different user groups. Fortunately, I’ve planned and directed many complex projects and led many high functioning teams, so I have some idea of where to focus immediate and longer-term efforts. I also will focus on improving the GL experience for our users. We have more than 100 great case studies, and themes are beginning to emerge that may allow us to group them in collections — like BoP, New Age of Innovation, Sustainability, and so on. We also have several syllabi that we can let our users build on to create unique courses using GL materials. I need to focus some attention on building the “community” aspect that GL envisioned.

Robinson answered a few questions from the Davidson Review about his new position.

Q: What are your initial impressions of Educational Outreach and GlobaLens?

Q: How will your background help you in your job?

R O B I N S O N : EO is amazing — there

New Director Takes Helm at EO Marc Robinson is the new director of Educational Outreach at WDI. Robinson was a career U.S. Air Force officer, instructional designer, professor, and director for higher education programs in Michigan and Minnesota. He brings 19 years’ government, industry, and higher education experience to WDI.

R O B I N S O N : I’ve had many opportunities

to travel, teach, learn, and interact with

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New Case Writer Joins WDI

is a lot of energy and passion for WDI’s core initiatives. Being able to accomplish important work and see the impact firsthand is wonderful.

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Kolomeitsev is a 2005 University of Michigan graduate in Economics and Russian & Eastern European Studies. He comes to WDI from Builders Bank in Chicago, an entrepreneurial firm specializing in commercial real estate lending. Kolomeitsev performed operations risk monitoring as an internal auditor. Prior to that, he worked at Northern Trust bank in its global operations department. He is fluent in Russian. “There is a great team of research associates here at EO and I look forward to contributing to the growing case catalogue, especially in the areas of strategic management in transition and emerging market economies and top management teams of multinational enterprises,” Kolomeitsev said.

PROGRAMS

UPDATE DEVELOPMENT CONSULTING SERVICES

Development Consulting Services (DCS) had its second straight record-setting year in FY2009 with revenues growing by 40 percent. DCS currently has a portfolio of eight diverse and geographically-mixed international development projects. Goldman Sachs injected substantial new funding into the BBA Scholarship Program in Rwanda for an additional year. Also, the Expanded and Sustained Access to Financial Services (ESAF) program in the West Bank territories doubled in funding and technical size, making it DCS’ largest project. Looking ahead in FY2010, DCS will continue to seek new program opportunities in both the Latin America and the Asia Pacific region to balance the

recent growth in the Near East and Africa regions. DCS will continue to fully capitalize on its flexible staff and resource base by going after targets of opportunity projects and programs in sectors where the University of Michigan has a clear and comparative technical advantage. In particular, the Base of the Pyramid and Business of Health care methodologies are two new offerings that DCS will be actively marketing to its field clients. Both are core competencies of WDI’s research program and are ready to be gradually rolled out to the field for practical implementation purposes.

ESAF Projects Doubles in Size, Scope I

n October 2008, the Expanded and Sustained Access to Financial Services

(ESAF) project was awarded to WDI and its partners by USAID. The goal of the program is to 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. WDI’s role in this three-year, $23 million project is in enhancing 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. During the program inception stage, which focused on diagnosis assessments and work plan definition, WDI was able to pinpoint where the weaknesses and potential for growth lay in each institution and how to address them. As a result, the

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subprogram 1 - University Strengthening Program to improve university-level finance curriculum

subprogram 2 - Reshaping the role and effectiveness of the Palestinian Institute for Financial and Banking Studies (PIFBS)

s ubprogram 3 - Build institutional capacity for the Palestinian Polytechnic University (PPU) in the area of land management survey

s ubprogram 4 - Provide technical assistance to the Capital Market Authority in the areas of insurance and leasing

subprogram 5 - Extend technical assistance to the Ministry of National Economy to develop and enforce laws and regulations that facilitate the expansion of financial service delivery

areas of WDI’s technical assistance — and its budget — were expanded significantly. “Post-conflict economic growth and policy reform have been two of the long-standing core competencies of DCS,” said Khalid Al-Naif, DCS director. “We have the technical capacity, political sensitivity, and flexibility needed to facilitate changes

“ Specialized education and the realignment of regulatory institutions’ services to meet the demands of SMEs and households will be a resource as the West Bank moves toward financial mobility and economic growth.” A yako A riga

DCS

E S A F ’ s project administrator

on the ground.”

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DEVELOPMENT CONSULTING SERVICES

Symposium, Career Fair Highlight Algeria Work In May, nearly 400 people packed a two-day symposium on entrepreneurship held in Algiers. WDI co-sponsored the event with the Institute of National Commerce (INC), its partner in Algeria. The symposium was a continuation of work by WDI as part of the Educating Managers, Promoting Linkages and Opportunities Initiative (EMPLOI) project, a partnership with INC and the Middle East Partnership Initiative (MEPI). One of the achievements of the project was the opening of a Career Center at INC, the first in the country. The Center has since helped more than 3,500 Algerian students to find jobs in Algeria’s private and public sectors. On the symposium’s first day, the attendees — students from INC and other schools as well as local business owners and budding entrepreneurs — listened to talks by the Ministry of Higher Education and various professors from universities in France, United Arab Emirates, Canada, and the U.S. They learned about the importance of entrepreneurial spirit and government support for small business owners in order for entrepreneurship to flourish.

Nancy Church of the State University of New York - Plattsburgh speaks at the entrepreneurship symposium in Algeria.

On the symposium’s second day, about 170 Algerian students listened to WDI Consultant Tom Devlin give a presentation about INC’s Career Center. His presentation provoked a lively discussion among participants about career centers and human resources management in Algeria. Also during the second day, the visiting professors served as judges of a business plan competition. “There was a very diverse crowd and they came away with a lot of great insight into the culture necessary for entrepreneurship to prosper,” said DCS’ Makiko Omitsu, administrator for the Algerian project. The event received substantial media coverage. There were four newspaper articles, two radio interviews, three television interviews, and two magazine articles.

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On June 9-10, also in Algeria, approximately 6,000 students visited the 3rd Annual Career Fair at INC. The fair is a main deliverable for the EMPLOI project. The event was covered heavily by the Algerian media prior to the event. And during the two days of the fair, national and international television stations as well as national radio broadcasted live from the event.

Two panelists at the entrepreneurship symposium in Algeria talk during a break.

SALETTI Stakeholders Visit UM, Ann Arbor T he first six months of the SALETTI project have been busy with trips between Johannesburg and Ann Arbor. In March, WDI Consultant Ravi Anupindi, a professor from Michigan’s Ross School of Business (RSB), and Dr. Oliver Page from the University of Michigan Transportation Research Institute (UMTRI) travelled to the University of Johannesburg to conduct the project’s baseline assessment. The assessment engaged key stakeholders in South Africa’s transportation and supply chain sectors to define SALETTI’s strategy for the project. During the visit, the university’s Department of Transport and Supply Chain Management (DTSCM) hosted an official project launch ceremony which Anupindi and Page attended. A month later, two officials from DTSCM visited WDI and the University of Michigan. Professor Jackie Walters and Senior Lecturer

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Peter Kilbourn spent a week meeting with logistics and supply chain management professors from RSB as well as officials from UMTRI and the Tauber Institute for Global Operations. The two South Africans also visited the Wal-Mart Distribution Center in Coldwater, Michigan, and the Ryder Logistics Center in Lansing, Michigan. “We were pleased to have Jackie Walters and Peter Kilbourn in Ann Arbor with us, and we thank everyone who shared their time and knowledge with them,” said DCS’ Lucas Buckland, SALETTI’s project administrator. “It was a great visit for them. And we’re happy to use our extensive technical resources to create an exchange program of this caliber.” WDI, RSB, and UMTRI will continue to assess course offerings and current pedagogy at the University of Johannesburg. The findings will provide the foundation for developing new teaching methods. The three

DEVELOPMENT CONSULTING SERVICES

Michigan organizations also want to develop and enhance courses and degree programs in transportation, logistics, and supply chain management at the University. Another goal is to increase the interaction and awareness of transportation issues among students, faculty, government officials, business leaders and community representatives. The main purpose of the project is to build capacity within the DTSCM and will involve 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.

The project also calls for the conceptualization, development, and launch in 2011 of a master’s program in Supply Chain Management. Officials at the university are excited about this part of the project because they have wanted to offer an internationally-benchmarked master’s program in supply chain management. Additionally, there is a strong industry demand for such a program. SALETTI will provide opportunities to South Africans— especially marginalized and underprivileged groups—through faculty and student exchanges, internship programs, and curriculum development.

Manual Next Phase of Work in Cyprus DC S ’ s work on a community-based Tourism Manual for the eco-tourism program in Cyprus — Promoting Private Sector Development — is under way. Research has begun and the assigned sections of the manual, such as identification and articulation of best practices in community-based tourism are being drafted. For the Cyprus project, DCS will provide recommendations for the structure of a community-based tourism training program for communities within the Turkish-Cypriot region. Relevant examples of best practices will be outlined. Finally, two case studies on the implementation of community-based tourism projects have been written by WDI Consultant Keith Sproule. In one, he featured the Canadian coastal town of Bouctouche. The other was on Buyukkonuk-Komi Kebir, a village in the region that has been home to the WDI eco-tourism project. Sproule worked closely with small and medium-sized enterprises on the island to provide marketing training, plan a tradeshow, and arrange a large-scale sporting event to enhance the area’s tourism appeal. The project is a component of the USAID-funded EDGE Project.

Fifteen Women Chosen for Scholarship Program

The 15 Goldman Sachs Scholarship recipients

T he Goldman Sachs BBA Scholarship Program, administered by WDI, attracted a record 1,048 applications. From that group, 15 women were chosen in late January to receive scholarships to attend the School of Finance and Banking (SFB) in Kigali, Rwanda. This is the second round of scholarships awarded by WDI and Goldman Sachs. In August 2008, 15 women had their tuition at SFB waived thanks to the program. The 15 recipients are: Prisca Ingabire; Rose Mary Kobusinge; Vennah Mukumburwa; Jeanne Dusabe; Beatrice Ashimwe; Donatha Musabende; Peace Mutamba; Amelie Josette Mugabekazi; Angelique Murekatete; Anathalie Tuyisenge; Seraphine Mukamana; Venantie Uwizeye; Drocella Bayizere; Perpetue Ndayishimiye; and Marie Claire Mukeshimana.

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Kobusinge expressed gratitude for getting a scholarship. “I am so happy because I finished A-level in 2006 but had since failed to join the university due to lack of means…I am so thankful to Goldman Sachs that has given me the opportunity to further my studies,” she told the New Times newspaper in Kigali. The scholarship program, part of Goldman Sachs’ 10,000 Women initiative, focuses on underprivileged but qualified women regardless of age, and brings business education to Rwandan women who have traditionally been denied opportunities in schooling. All scholarship recipients will receive counseling and mentoring by the program manager and SFB faculty to ensure academic success. Recipients were judged on a number of factors, including financial need and academic readiness.

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DEVELOPMENT CONSULTING SERVICES

Work in Jordan Progressing T he Jordanian Education for Water and Environmental Leadership — or JEWEL — project continued its successful work. The project’s main focus over the past year has been on developing leaders at all levels in the public, private, and community sectors who understand how to use and develop new decision-support tools for natural resources management.

A Master of Science degree in Integrated Natural Resource Management was developed by WDI to train future leaders in applied Natural Resource Management. Five graduate students are currently receiving full scholarships to complete the two-year, thesis-based M.S. program. They finished their fifth class recently and participated in summer internships.

Also part of the project is quarterly Community Awareness Workshops which are held around the country. The Jordan River Foundation (JRF) and Jordan University of Science and Technology (JUST) recently held a workshop in Integrated Natural Resources Management in the Kufranjeh/ Ajloun region. It was held under the patronage of Naseem Khasawneh, Ajloun’s Deputy Governor, and the head of Kufranjeh District. Twenty-four men and seven women participated in the workshop. They were farmers, agricultural engineers, members of cooperatives and charitable societies, schoolteachers, municipal employees, and workers from the Water Authority and the Ajloun Agricultural Directorate. “WDI’s JEWEL project team visits different regions of Jordan to make people aware of this innovative project ,” said DCS’ Makiko Omitsu, JEWEL project administrator. “The program is participatory in nature and attendees are selected on the basis of profession and commitment to the community.”

Loan Product Development Continuing for Guatemala DCS has teamed up with the Academy for Educational Development (AED) for a one-year project funded by the U.S. Agency for International Development (USAID) to 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. In early 2009, planning began for the implementation of the pilot loan project. The project teams in the U.S. and in Guatemala have been preparing the market research necessary to design the final pilot project. A series of two or three focus groups were planned in both the U.S.

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and Guatemala. Focus group questions have been prepared with the goal of using the responses to adjust the short surveys that also are being developed. Latino social service organizations in the U.S. have been enlisted to help recruit people for the focus groups and surveys. In May, preliminary field work began in Guatemala. Forty micro-entrepreneurs answered questions regarding the viability of using the micro and small enterprise loans. This focus group interview also took place in Guatemala City for the development of the product.

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Participants in a community awareness workshop

Malaria Taxes & Tariffs Advocacy Project Being Developed WDI is working to evaluate the impact of taxes and tariffs on anti-malarial commodities. Malaria kills more than 1.5 million people per year, mostly young children and pregnant women. The project, named Malaria Taxes and Tariffs Advocacy Project (M-TAP), is comprised of WDI, the Academy for Educational Development (AED), Africa Fighting Malaria (AFM) and Ogilvy Public Relations International. The team is evaluating the impact of tax and tariff regimes across 72 Malaria-endemic countries, with specific case studies for Benin, Cambodia, Madagascar, Nigeria, and Uganda. In early April, global data collection was completed. WDI has been pivotal in designing the data-gathering strategy. Literature review and data analysis will begin soon. Findings show that issues in these countries are more complex than initially thought. The Abuja Declaration, in which malaria endemic countries promised to reduce tax and tariffs, is the starting point for a better public policy but not the end goal. The WDI team in Cambodia will analyze the data it gathered and devise a communication strategy for a stronger campaign to reduce malaria incidence and prevalence.

PROGRAMS

UPDATE EXECUTIVE EDUCATION

WDI’s Executive Education had another successful year despite the troubled economy. Revenue grew by 55 percent and we held a record 43 executive education programs in 12 countries. We held programs in Brazil, Colombia, and Uruguay for the first time. We also launched our successful, six-month Goldman Sachs entrepreneurship program for women across Rwanda. Goldman Sachs was pleased with this program and renewed the contract for another year. Also in FY 2009, we launched our Marketing Professionals Program and the HR Professionals Program, both conducted in Latvia, with our partner, the Stockholm School of Economics in Riga. Over the past year we also increased our

faculty pool, working with 11 new faculty members. In the coming year we will look to build on the success of the Rwanda entrepreneurship program by seeking grant funding for similar programs in emerging markets. We will also look to expand our offerings in Latin America, and explore opportunities for business training for health care executives around the world.

First Two Entrepreneurship Classes Graduate

The second entrepreneurship class poses for a group photo on its first day.

wo graduating classes have successfully completed the Goldman Sachs Entrepreneurship Certificate Program in Rwanda. A group of 30 women received their certificates at a ceremony on July 17. Just prior to the ceremony, a wedding dress designer and a woman who runs a fruit production business were the grand prize winners in the

business plan competition that is held at the conclusion of the entrepreneurship program. Placidie Murebwayire, a wedding dress designer, and Henriette Nyirantwari, who runs a fruit production business, each won $2,500. There also were five “runner up” winners — Peruth Asimwe (wedding dress designer), Peace Mukankusi (supermarket and wholesale shop), Esther

Nishimwe (office supplies and book store), Chantal Umutoniwase (retail clothing), and Peace Uwasenga (pig farmer) — who each won $1,000. The cash awards were sponsored by WDI. After the competition, the 30 women enrolled in the six-month program graduated in a ceremony attended by several Goldman Sachs officials. In all, 59 women have completed the program,

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which is organized by WDI. Goldman Sachs has renewed the program for another year. In late August, another 30 women will start the program. The women, along with 30 others who will start in February 2010, were selected from more than 900 applicants from across Rwanda. The six-month program, organized and designed by WDI in cooperation with the School s u m m e r 0 9 | review

EXECUTIVE EDUCATION

Christine Murebwayire, who produces banana wine, and Julienne Kampogo, who operates an auto parts business, were the top winners in the February business plan competition. They both received $2,500.

The winner of the February business plan contest, Christine Murebwayire, holds up her graduation certificate as Robert Kennedy of WDI looks on.

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. During the program, a faculty member from the program visits each of the women to get a first-hand look at the business and provide hands-on advice. The program is sponsored by Goldman Sachs under its 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 February, the first group of 29 women graduated from the program. The program also was capped off by a three-day business plan competition, in which the women presented their new business plans before a panel of judges and fellow participants. Seven women were given cash awards, sponsored by WDI.

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Five others won $1,000 each. They were: Amina Mukayiranga, (dairy cattle breeding) Immaculee Mukamusoni (brick manufacturing) Immaculee Musaninkindi (plum orchard) Anastasie Nyirabukeye (furniture manufacturing) and Allen Nduhura (landscaping and gardening business). Etienne Musonera, professor at the Stetson School of Business and Economics at Mercer University in Atlanta, taught marketing in both sessions. Born in Rwanda, Musonera said he appreciated the chance to make a difference in the lives of the women. He said women in both sessions had good business knowledge and were motivated to learn. He said he believes they are now equipped with marketing and entrepreneurship skills to succeed in business. None of the women had a marketing plan before joining the training. Now, thanks to the program, they all do, but they still face obstacles, said Musonera. “One of the challenges is that they find it difficult to manage both home and business efficiently,” he said. “Perhaps the greatest challenge or constraint is the availability of funds. Getting loans from either a bank or financial institutions is difficult. Therefore, they are suffering from inadequate financial resources and working capital.”

The program seeks to address this issue with a special session on getting a bank loan as well as guest lectures from local microfinance organizations such as Opportunity Urwego Bank of Rwanda. Amy Gillett, director of Executive Education at WDI, said the program was a big success. “The participants rated the

program very highly, and we are already seeing the significant impact from the training,” she said. “For instance, the February graduates reported that their sales increased 41% since starting the program. Goldman Sachs has recognized the early success of the program, and we look forward to continuing to work with them.”

Program on Strategic HR Planned for Colombia A new four-day Strategic HR Executive Program for general managers, HR managers, and finance and administration managers will be held in Cartagena de Indias, Colombia. The program, which will be held in Spanish, starts August 25. The program will give participants practical knowledge and HR tools that can be applied immediately to their organization. Participants will design a strategic human capital plan that will allow them to measure their company’s workforce. They will learn about the key elements in building a talent inventory, receive a deeper approach on high-impact, commitment-generating coaching theories, and identify the best HR strategies for change management processes. Participants will: ◗ Prepare a plan for human capital and identify strategic skills, positions and talents ◗ D esign strategies for maximizing and strengthening their workforce’s potential ◗ Integrate HR strategies with change initiatives

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◗ A pply a model in order to lead and administrate effective organizational change when in crisis or in downsizing situations ◗ Share experiences and interact with other Latin American executives Three innovative HR faculty will teach in this program: Simon Taggar, director for Strategic Leadership and an associate professor of Human Resources Management at Wilfrid Laurier University, will teach a module called “HR as Strategic Partner & Performance Management.” Taggar is a faculty affiliate at WDI. Gerard Seijts, an associate professor at the Richard Ivey School of Business at the University of Western Ontario and a faculty affiliate at WDI, will teach a module called “Recruiting & Developing People.” Paul Swiercz, a professor of Management Science at George Washington University’s School of Business, will teach a module called “Critical Thinking Skills for Executive Leadership.”

EXECUTIVE EDUCATION

Participant Profiles }

Here are a few short profiles of some of the women who graduated from the program in July.

16 Diane Uwamahoro

Colette Mutumwinka

Diane Uwamahoro G rinding M ill

Diane lives in Bugesera district, in the Eastern province. She was born in 1987 and is single. Diane likes playing with young kids, riding her bicycle, and playing football. She started a grinding mill in 2006 and now earns 62,000 RWF ($112 USD) per month. She developed her business idea after realizing the one grinding mill in her village wasn’t adequately meeting the villagers’ demand. She learned a lot from the entrepreneurship training, such as how to be creative, innovative, and how to approach a bank for a loan. Diane wants to buy a modern grinding mill in order to compete for more business. She hopes to use savings and money she gets from selling her old mill for a loan guarantee.

Colette Mutumwinka H andicrafts

Collette was orphaned as child and unable to receive basic education. As a young girl she was interested in working with her hands, and quickly learned the craft of basket weaving. She was married in 1970 and had five children (two later died during the 1994 genocide). Due the political instability in Rwanda, her husband left Rwanda when the children were still young. It was difficult for Collette to manage feeding her family and

Peace Uwasenga

paying the rent as a single mother. She earned a living by instructing girls in how to weave baskets. In 1993, Collette was robbed and her attackers burned down her business. After the war, Collette went back to her handicrafts, but it was an unstable income for many years. In 2007, she received advanced training in handicrafts. Collette is proud to say her business is growing into a stable business.

Peace Uwasenga R earing pigs

Peace lives in Kicukiro, Kigali City. She was married in 1991, the same year she graduated from Uganda College of Commerce. She and her husband have five children. Peace is proud of herself for putting a lot of effort and determination into everything she does. The hardest decision she made was leaving her job to be self-employed. Peace will use this 10,000 Women program and the business plan she develops in order to start a business rearing pigs. She decided to raise pigs after discovering that pigs are not widely kept in Rwanda, are relatively cheap to maintain, and breed easily. Peace not only acquired knowledge in managing a business, but also developed relationships with other entrepreneurs, has the confidence to begin her business, is able to compete with outside markets, and is conversant with book keeping and tax payment.

Peace Mukankusi

Marie Rose Mukankusi

Imelda Mukamana

Peace Mukankusi

Marie Rose Mukankusi

S upermarket

C onstruction M aterials

Peace resides in Kigali City, Rwanda. She was widowed at the age of 32, left to raise her six children. She was forced to move to Uganda due to the conflict in Rwanda. While living in Uganda, she started selling clothes and shoes for women and men. Peace worked long hours to be able to provide for her family and give them a proper education. She has completed senior secondary and did one year post-secondary at Nile Continuing Education. In 1994, she decided to return to Rwanda. The experience she gained as a saleswoman in Uganda prepared her to set-up a supermarket that same year. She supplied an initial investment of 10 million Rwandan franc (RWF) ($17,947 USD). Due to the success of her supermarket, she has been able build a home for her family. She then used her home as guarantee for bank loan, which she used to expand her store. She currently earns 150,000 RWF ($269 USD) per month. Peace applied to the 10,000 Women program because she wants to continually expand her business and learn more about managing large enterprises. She started the program in February 2009, and already has seen a 33% growth in her profit margin.

Marie Rose lives in Kigali City. Born in 1975, she is married and has two children. She started her construction supply company in 2007 with an investment of 4 million RWF ($7,200 USD). She says she was inspired by an entrepreneur who owns a construction company. She earns 200,000 RWF per month ($400 USD). Marie Rose is proud of having created a business that provides employment to others, and would like to improve her business by purchasing modern equipment.

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Imelda Mukamana women ’ s retail

Imelda lives in Southern province. She is married and has five children. She started her business of selling clothes in 1998 with an investment of 500,000 RWF ($8,974 USD). She now earns 600,000 RWF ($1,077 USD) per month. Imelda has been hesitant to approach a bank for a loan because she isn’t confident in her business plan. She has felt vulnerable in her business because she faced a number of problems. The program helped make her business more stable, and taught her more about business management.

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EXECUTIVE EDUCATION

AN D

Q A Theresa Welbourne Q

WITH

DAVIDSON REVIEW:

What is employee engagement? W elbo u rne : Although this term has become incredibly popular in the last 10 years, there continues to be disagreement about what exactly employee engagement is. This is a critical question because if we don’t really know what engagement is, how can we be sure that increasing it will have a positive impact on firm performance? If we think about the term “conceptually,” the idea researchers and consultants are pursuing is that: ◗ E mployee engagement goes beyond traditional notions of employee satisfaction ◗ E mployee engagement focuses on “going above and beyond” at work ◗ I t is somehow related to notions of employee commitment, pride, loyalty and more Unfortunately, the reality of the situation is that many people claiming to measure and increase employee engagement are using the same exact survey questions they used when they were doing employee satisfaction, climate, or culture surveys. In a study done by Melcrum, when they asked professionals how they defined employee engagement, a few people answered, “Well, it is questions #1, 5, 8, and 25 on our employee survey.” Somehow employee engagement has come to equal the employee survey. This has led to much confusion. The goal of employee engagement is very exciting. The delivery of it has progressed, but there’s still a ways to go.

What I’m interested in is the question, “Engaged in what?” I can have a lot of employees very committed, loyal, proud, and engaged in baking cookies all day — and lose lots of money at the end of the quarter. So, to me, more important than understanding, managing, or measuring “engagement” is to assess what employees are engaged in at work. Then we need to supplement that work with knowledge of the types of things that employees should be engaged in to drive long-term competitive advantage in our organizations. That’s where I take the employee engagement topic. We look at a large body of research about what predicts firm performance, then we work backwards and study the types of behaviors employees need to be engaged in to create long-term competitive advantage and positive changes in real, measurable, firm-level outcomes.

How is employee engagement affected by economic conditions, such as the current recession? W elbo u rne : It’s even more important to know how employees are engaged when times are tough. This is because you don’t have as much slack for error. You need to focus all employees on the right work, not just work. Also, what we have learned during this recession is that the rate of change is even faster than it has been. The firms who are successful will be those that develop skills in agility, in keeping employees engaged in the “right stuff,” and in assuring that the firm has conditions and culture that drive constant change.

HR Workshop Network The fall 2009 HR Network Workshop will be held Sept. 10-11 in Riga, Latvia. The workshop will be led by Theresa Welbourne, faculty member of the Ross School of Business at the University of Michigan and founder, president, and CEO of eePulse, Inc., a technology and management research company delivering web-based leadership and performance improvement tools. At the workshop, participants will explore the topics of employee engagement and employee surveys in new ways. First, employee engagement is defined, drawing on theoretical work and research focused on what drives

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I am working with a number of firms now who want to do engagement but do it differently. I think they are starting to see that engagement alone is not enough. You have to focus on the target of engagement, and in times of fast change the target changes frequently. That means employee engagement is not equal to a once-a-year employee survey.

Why is employee engagement important to track and measure? W elbo u rne : We manage and pay attention to what we measure. Therefore, tracking key employee metrics (that are performance focused) is important. Given that there are so many different measures of engagement, I can’t say that “measuring engagement” is enough. In fact, scores for the sake of score-taking often is not very useful. My bias is to think about data a bit differently. I teach managers to use what I call a data and dialogue-driven leadership methodology. We focus on asking the right questions (engaged, energized, and in what) and then use that data to create highly interactive dialogues. Both the data and dialogue together drive targeted actions that then have positive effects on performance. The process then has a positive effect on engagement. Employees want to be involved in helping their firms change and move in new directions.

How do you track and measure employee engagement? W elbo u rne : I use metrics on employee energy and engagement, but I also ask questions that target the “what.” Together, I think about it as measuring and assessing momentum — both energy and focus.

individual and firm performance. Then, the workshop will explore what can affect the different kinds of behaviors leaders and managers can “engage in.” Additionally, attendees will evaluate the role of the employee survey as more than a tool for data collection. Using several case studies and research results, HRN participants will learn how to use this data to drive business strategy and goals. The workshop will also integrate learning from the Leadership Pulse, an ongoing global study of leaders. This information gives HR professionals a lens into today’s challenges, allowing them to define the best ways to use data in addressing the critical challenges faced by top leaders.

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INTERNSHIPS

SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN

WDI Intern Richard Thompson talks with local experts about the marketability of medicinal herbs in the Kyrgyzstan province of Batken.

This summer, 27 UM students have traveled around the world for WDI-sponsored internships in a number of fields. Last year, 21 students participated in WDI internships. The students’ work assignments vary from Asia and Africa, Central and South America, and the United States. The interns’ responsibilities range from writing business plans to gathering data to assessing the impact of various projects.

WDI interns Jamie Philip (left) and Carly Kingstrom (right) are working in Ecuador.

The summer internships are broken up into two

in an emerging market that is doing innovative

categories — student initiated and initiative driven.

work. The student, along with the organization,

The 19 students who chose a WDI initiative-driven

co-defined an opportunity, received a commitment

internship partnered with an organization identified

from the organization, and submitted a proposal

by the Institute that is doing work related to one

to WDI.

of its four research initiatives: base of the pyramid,

You can read about their experiences at:

globalization of services, sustainable development,

http://mblog.lib.umich.edu/WDIGlobalImpact/

and health care.

Here are descriptions of the WDI Global Impact

The 8 students who chose to do a student-initiated

Internships:

internship identified and contacted an organization

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WDI Intern Patrick Fay poses with Peruvian entrepreneur Martha Chaname, who makes marmalade and wine from local fruits provided by those at the base of the pyramid.

i n stit u t e - i n iti a t e d i n t e r n s h i p s

Karen Tam worked in Rwanda for the Access Project, which strives to improve 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. Tam worked in the field to learn first-hand the many aspects and problems associated with improving management skills in primary health care workers. She worked with one of the District Health Advisors who coordinates and implements project activities in health centers in one or two districts. Jessica Lupo spent the summer in New York working for Acumen Fund, the global non-profit venture fund that looks to build financially sustainable and scalable organizations that deliver affordable, critical goods and services that elevate the lives of the poor. Lupo worked on communications, knowledge capture, and community engagement. She shared Acumen’s stories, insights and opportunities for engagement with a number of audiences, including the fund’s partner community, students, the business community and growing online networks.

Top: WDI Intern Karen Tam works at a health clinic in Rwanda. Middle: LabourNet workers in India. Below: WDI Intern Richard Thompson in Kyrgyzstan prepares traditional food.

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Kangana Gupta worked this summer in India for AED, a nonprofit organization working globally to improve education, health, civil society and economic development. Gupta developed case studies of both zinc

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treatment and point-of-use water disinfection projects in India. Chris Mueller worked in Atlanta and Bangladesh for CARE USA, the global poverty-fighting organization. Mueller worked on the development of an impact assessment strategy and framework on CARE’s Market and Enterprise Development strategy. Rohit Domalapally worked in India for Drishtee, a rural distribution network which delivers need-based products and services to rural communities. Over the past eight years, Drishtee has developed an expertise in rolling out a unique last mile distribution network, built on both Information and Communication Technology (ICT) application and ‘ground level entrepreneurship.’ Domalapally conducted research to find which educational courses can be launched by Drishtee through its rural network and document his findings. Alexander Nosnik will worked in Flint, MI. for the Enterprise for a Sustainable World (ESW), a non-profit dedicated to addressing social and environmental problems through a new, more inclusive form of capitalism — sustainable enterprise. Nosnik took part in the second phase of a base of the pyramid (BoP) protocol by immersing himself in the local community, assisting in the development of the entrepreneurial and business skills of the local project team, and helping to

INTERNSHIPS

develop, field test, and evolve the service offerings of the new business.

Sean Killian worked in India for the Grassroots Business Fund (GBF), which creates bottom-line solutions to poverty by building the capacity and the performance of grassroots business organizations strategically positioned to deliver strong social and economic impact. Killian assisted GBF in implementing its Impact Planning, Assessment and Learning framework at LabourNet, one of GBF’s new investments in India. Aman Khanna and Ashish Gupta worked in Milwaukee and travel abroad for GE Healthcare, which provides transformational medical technologies and services that are shaping a new age of patient care. The two worked with GE Healthcare to develop a model for the use of portable ultrasound in rural maternal health with nurses/midwifes conducting obstetric screening in the home. They also gathered feedback on product hardware design, clinical software features, training program development, clinical workflow, and health delivery model. Patrick Fay worked in Peru for TechnoServe, a not-for-profit that helps entrepreneurial men and women in poor, rural areas of the developing world build businesses that create income opportunity and economic growth for their families, communities and countries. Fay evaluated business ideas presented in business plan competitions across Central America to ensure that they comply with TechnoServe’s perspective of inclusive businesses and that the base of the pyramid is properly included in the business model. He also assisted the competition participants in the implementation of strategies to ensure an adequate inclusion of the BoP in their businesses and use this to leverage a successful placement of their products/services in the international or national markets. Eric Rosenthal worked this summer in El Salvador for Inter-American Development Bank (IDB), the main source of multilateral financing and expertise for sustainable

A VisionSpring worker gives a woman an eye exam.

economic, social and institutional development in Latin America and the Caribbean. Rosenthal provided analytical support for the Opportunities for the Majority initiative, which promotes and finances private sector business models that develop and deliver quality products and services, create employment, and enable low-income producers and consumers to join the formal economy. Rafael Vieira worked in New York for Minlam Asset Management, an investment management firm providing sustainable financial solutions for institutions serving lowincome communities in emerging markets. Vieira assisted with the credit analysis of prospective investments for the Minlam Microfinance Fund, among other duties. Saurabh Kumar worked in India for PATH, an international, nonprofit organization that creates sustainable, culturally-relevant solutions, enabling communities worldwide to break longstanding cycles of poor health. Kumar looked for potential additional distribution and sales channels for household water treatment and storage products (HWTS) to low- and middle-income populations. Mark O’Connor worked in New York for Pfizer, a leading pharmaceutical company

in the world with top selling products in a variety of different therapeutic areas. O’Connor worked with Pfizer’s Global Access team to create a new business strategy that will deliver a global commercial business model focused on the health care needs of the Base of the Pyramid. Richard Thompson worked in Kyrgyzstan for the Rural Development Fund (RDF), a non-profit and NGO research organization that conducts research, develops policy recommendations, and implements activities in the field of the rural development. Thompson worked with RDF specialists to identify and analyze different income-generating activities in selected rural communities with the view of estimating the economic feasibility of the different options noted. Abhishek Katiyar worked in California and India for Vital Wave Consulting, which enables accelerated revenue growth in emerging markets through strategy consulting, market research, and business intelligence. Katiyar served as an analyst, conducting research, crunching data, and writing first drafts of client deliverables. Gaurav Parnami worked in India for VisionSpring, a global social enterprise, currently operating in 13 countries, which

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creates jobs and sustains livelihoods through the sale of affordable reading glasses to the 700 million people who require clear, up-close vision to read and work. Parnami was a strategic consultant for VisionSpring India as it looks to scale its “franchise partner” distribution channel. John “Trip” O’Shea worked in Mexico for The Water Initiative (TWI), an enterprise dedicated to creating market-driven, locally embedded, point-of-use (POU) potable water solutions for BoP markets. O’Shea supported TWI’s field teams in applying BoP Protocol thinking to solidifying and expanding the incubation businesses by determining, tailoring and implementing the most effective scale-out strategies for the enterprise. Chaitanya Nimmakayala worked in Bhutan for Druk Air, the national airline of the Royal Government of Bhutan. Nimmakayala looked into best practices of other airlines in customer service and marketing and set benchmarks and a plan for Druk Air to achieve those goals. Nimmakayala also studied alliances and code sharing with other airlines in the region. s u m m e r 0 9 | review

WDI Intern Thida Sam (white t-shirt) helps raise the frame of a new house being built for an elderly woman in Cambodia.

st u d e n t - i n iti a t e d i n t e r n s h i p s

Yiwei Chen worked in China for Joint US-China Cooperation on Clean Energy (JUCCCE), which works to leverage the power of the Internet to drive green innovation through sharing current policies and best practices in the energy sector. Chen assisted with the content of the website, such as energy statistics, energy policies, and energy programs. Carly Kingstrom worked in Ecuador for The Quito Project, a non-profit organization dedicated to reducing poverty in resourcepoor communities in Quito, Ecuador, through preventative health care, social services, and education. Kingstrom helped conduct public health education workshops, do family assessments, and develop referral resources to enhance the effectiveness of client interactions at a government-run health care agency. review | s u m m e r 0 9

Sathish Mohan worked in India for SEWA Rural and Muni Seva Ashram, which both focus on health, education, and social programs. Mohan analyzed data to determine what distinguishes a successful nonprofit health organization that is able to work towards self-funding from one that is less successful in funding its services through revenues generated by those services. Mohan also worked with Muni Seva Ashram to develop a community outreach program with the surrounding rural areas to promote health education and disease prevention practices.

workshops and community outreach.

Jaimie Philip worked in Ecuador for The Quito Project, a non-profit organization dedicated to reducing poverty through preventative health care, social services, and education. Philip addressed health care and education counseling through public health

Erik Strong worked in Thailand for the United

microfinance institution Grameen Bank on

Nations Economic and Social Commission for

how it can improve the microloan system to

Asia and the Pacific. Strong used household

make a more comprehensive and sustainable

data to address the disparities in Millennium

program that addresses a diverse number

Development Goals (MDG) within countries

of societal needs outside of just economic

as well as the interdependence and correlation

and financial stability.

Thida Sam worked in Cambodia for the NGO Sahmakum Teang Tnaut, which promotes

between MDG indicators (such as education, the poverty gap ratio, literacy rate, and HIV prevalence).

community improvement and housing rights.

Kathy Dasovich worked in New York

Sam applied the techniques of photovoice

for Synergos, a nonprofit organization that

and participatory mapping to empower

addresses global poverty and social injustice

individuals to recognize their own strengths

through inclusive partnerships, collaboration,

and abilities so that they may comfortably

and knowledge sharing. Dasovich conducted

and effectively contribute to the planning and

an impact assessment of Synergosâ&#x20AC;&#x2122; activities,

development dialogue. Sam then completed

created an expansion strategy, and analyzed

a handbook for other development

current trends in development issues.

practitioners in community organization.

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Lisa Smith worked in Bangladesh for the

SPEAKER SERIES

SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN

Yamada Urges Students to Play Role in Health Care Development 22 The private sector plays an important role in solving the inequality of access to adequate medical care between developed and developing countries, Dr. Tachi Yamada, the president of the Bill & Melinda Gates Foundation Global Health Program, said during a WDI Distinguished Speaker Series talk in January. Yamada said unsolved, this inequality threatens the health, security, and prosperity of those developed nations.

deprive businesses of a huge market, now and in the future, as mature markets see slower growth. “If we can’t think of this problem in terms of a moral tragedy, we can think of self-interest,” Yamada said. “From a commercial standpoint, the emerging world is the emerging market. Real opportunity for industries, stable industries throughout the world, is in the developing world — south Asia, Africa.” Robert Kennedy, UM Provost Teresa Sullivan, Dr. Yamada, UM President Mary Sue Coleman, Dean Robert Dolan.

Yamada, formerly the chairman of internal medicine at the University of Michigan Medical Center, told students at Michigan’s Ross School of Business that as future CEOs they should make their products viable in developing countries. “It can be done without compromising the financial goals of shareholders,” Yamada said during his Jan. 20 talk in Blau Auditorium. In his capacity as head of the Global Health Program, he oversees grants totaling over $7 billion. These funds support programs directed at applying technology to address major health challenges of the developing world including TB, HIV, malaria, and other infectious diseases, malnutrition, and maternal and child health. He was formerly chairman, Research and Development, and a member of the Board of Directors of GlaxoSmithKline. Dr. Yamada was born in Japan, and completed his education in the United States. He graduated from Stanford University with a BA in history

and obtained his M.D. from New York University School of Medicine. He later came to the University of Michigan where he ultimately became chairman, Department of Internal Medicine, and Physician-in-Chief of the University of Michigan Medical Center before joining GlaxoSmithKline. It is a “true moral tragedy” that most of the new medicines that prevent or treat diseases such as TB, HIV, and malaria aren’t available in poorer countries, Yamada said. An estimated 10 million babies globally die each year. Life expectancy in sub-Saharan Africa is about age 50, while it is approaching 80 elsewhere.

Yamada’s first partnership with Gates came when he was at GlaxoSmithKline. He was critical of his employer over the high price of HIV medicine in Africa. GlaxoSmithKline agreed to produce the medicine with no concern about profits. With Gates’ help, they distributed the medicine. Afterwards, Gates asked Yamada to stay. Under Yamada, the foundation functions like a business, moving effortlessly between the public and private sectors. They formulate strategies, set metrics, and adjust policy as circumstances dictate.

But there are limits. Yamada told the students a story about his visit to a clinic in a remote region of Ghana. It was staffed with welleducated professionals and equipped with medicine, but Yamada was stumped why it was only seeing about 150 people a month. A visit to a neighboring village gave him his answer. The villagers said waits at the clinic were long due to red tape associated with the national health insurance program. Also, a medicine seller came by the village occasionally to dispense drugs for peoples’ ailments. “It tells you the public sector by itself can’t do it,” Yamada said. “It’s necessary, but not sufficient, to deliver care. The delivery channels for care are there for the private sector in a way they’re not available to the public sector.” Yamada assailed critics of the Gates Foundation Global Health Program’s approach, some of whom have argued that instead of using

“We have to be very creative about how we do this, but in the end we need to have examples people can follow,” Yamada said.

“The battle against death and misery is stark and real,” he said. Unchecked, the diseases will find their way to developed nations and could cause social and political instability. From an economic perspective, not solving these problems will

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TRAVEL-STUDY technology, the group should focus on more simple approaches such as building clean water wells. When the March of Dimes was founded to solve the problem of polio, it didn’t spend its money building more iron lungs and more hospital wings. Instead, it spent its money on finding a vaccine, Yamada said.

“History is very clear about the outcome of that investment,” Yamada said. “We have to invest (our money) in something that will have broad applications. By investing in an E.coli vaccine, the infant diarrhea that results from bad water can be prevented. It’s a hard business choice. We feel this is the best way to invest our money.”

Inaugural Travel-Study Course a Success

Fund Supports Fledgling Entrepreneurs Harold Rosen, executive director of the Grassroots Business Fund (GBF), which creates bottom-line solutions to poverty by strengthening small-scale entrepreneurship at the base of the pyramid, spoke Feb. 4 as part of WDI’s Global Impact Speaker Series. In his talk, titled “Grassroots Business: Commercial Innovation at the Base of the Pyramid,” Rosen spoke about the fund’s unique structure. GBF, a 2008 independent spinoff of the International Finance Corporation (IFC), delivers a unique blend of financing and technical assistance that helps its clients create scalable businesses, achieve sustainability, and attract socially-minded investors. Its for-profit investment fund, Grassroots Business Investors (GBI), provides grassroots organizations with access to capital that is tailored to meet their needs. “We’re trying to emulate what we’re suggesting for our clients,” Rosen said. “In other words, as much as possible, we disaggregate the public good in the grant funding component from the investable transactions. So in our case, that means almost everything we do requires some returnable money or commercial funding. And then some grant funding to build the institution’s capacity and enhance the social impact.” As an example of the work they do, Rosen talked about a microleasing project in Tanzania that supports about 8,000 women. GBF invested about $650,000 in capital and another $230,000 in grants. There are two full-time GBF staffers in review | s u m m e r 0 9

Tanzania to help build capacity for the project. Ross School alumnus Haluk Dincer, left, and Professor Jeffrey Sanchez-Burks, second from left, pose with students in the travel-study course.

Prior to his work with GBI, Rosen created and served as director of the Small and Medium Enterprise department, a joint IFC/World Bank department established in March 2000. Rosen said during his career at the IFC, and with the GBF, he has learned that most social enterprises require large transformations. “I think there’s a big underestimation of how big a job it is to put proper governance and proper management into place to help those organizations think like a business,” he said.

Harold Rosen

“They don’t think that way, and part of it is the way these organizations have been founded in the past. They live on narrowly prescribed dribbles of donor money, and it’s very hard to run an efficient business that way. “I think the whole way the development business and the faith-based organizations spawn these enterprises, how they feed and nurture them, has led to a need for better planning and thinking like a business, such as putting business people on your board. We spend a lot of our time doing that.”

he travel-study course at the Ross School of Business this past winter term was groundbreaking in two ways. It was the first travel-study course at the school, and the first Ross class to require a podcast as its final project. WDI provided financial and administrative support for the course titled, “Bridging in a Globalizing World: Turkey and the European Union.” While in class in Ann Arbor, the students studied the history, culture, economy, government and policy challenges in Turkey. Then, during nine days over spring break, the class traveled to Istanbul where they interviewed business leaders and policy makers, and toured facilities in different industries. Jeffrey Sanchez-Burks, a professor of management and organizations at Ross, said he felt a 30- or 40-minute podcast leveraged the unique talents of the 23 MBA students enrolled in the course. It forced them to think about their writing, speaking and storytelling skills — not just their analytical abilities. The students told Sanchez-Burks that they realized in order to tell a compelling story, they had to be good listeners — a necessity as they move into the corporate workforce. The student groups each researched a current

issue in Turkey, allowing them to interview people at the forefront of the topic. This also was a welcome change, students said, from simply reading about an issue in a journal or online. This approach let students engage with people and glean a deeper understanding of the topic, as well as generate new insights, Sanchez-Burks said. Student team topics included marketing, energy and the environment, smoking, media, and social paradoxes as they relate to Turkey’s accession into the European Union. One other benefit of the course was helping the students feel comfortable in international settings with people who speak another language and have a different culture. This is important in the increasingly globalized world, Sanchez-Burks said. When not working on their projects in Turkey, the students met with Ross alumni living and working in Turkey; visited the principle mosque of Instanbul, Hagia Sophia; shopped in the Grand Bazaar; and attended a soccer match. The course was designed by of the Ross School of Business to further the students’ global leadership capabilities, create awareness of diverse business issues in the current international business landscape, and provide on-the-ground experience in a different country.

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SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN CROSS SCHOOL COLLABORATION

In November 2006, two collaborations were added to expand WDI’s support of international activities across the University. 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 were approved and launched in winter 2007. Here are updates of the two programs.

School of Public Health (SPH)

global initiatives

WDI funds two main programs at the school — international internships at the school, and support of research on determinants of health care utilization in the Kigoma Region of Tanzania. This summer, eight students from the SPH and supported by WDI are working around the world on health issues under two programs: the Center on Global Health, and Cancer Epidemiology Education in Special Populations.

Kruk said she has so far found that admissions to the health centers are relatively equitable. This is unusual in developing countries where wealth-based inequities in health care utilization are common and may indicate that the Tanzanian health financing system, with its emphasis on exemptions for vulnerable groups (children, pregnant women, elderly) is functioning well to promote equitable access to care, she said. A paper reflecting these findings is being prepared for publication

by Dr. Kruk and Grace Anglin, a graduating MPH student, who has been working on this project for nearly two years. So far, six papers on the findings from the first study funded by WDI have been published. Another paper is under review. Also, several doctoral students are currently working with the data and two MPH students have been funded to travel to Tanzania to collect data, affording them an excellent research and global health experience.

The experiences of these students will be presented in posters and in fuller papers on their projects in September. The students, the country where they worked, and the project titles are:

Meaghen Quinlan-Davidson

Medical School V irika and K umi hospitals | U ganda

◗ morocco Risk factors of Male Breast Cancer in Morocco

A partnership between the Ross School of Business and the Department

Keris Krenn Hrubec ◗ tunisia

administrative performance at Virika and Kumi hospitals in Uganda. The work

of Family Medicine at the Medical School is working to upgrade clinical and

Cervical Cancer and Viral Etiology in Tunisia

will form the basis of a protocol that can be replicated at other facilities.

Ashley Burson ◗ tan z ania

A team of doctors and nurses from Michigan visited Kumi recently after their peers from Kumi had come to Ann Arbor for a visit in fall 2008. Some progress has been made in making Kumi a center of excellence in disability care.

Inflammatory Breast Cancer in Dar es Salam, Tanzania

Paulina Blackinton ◗ uganda High Rate of Male Breast Cancer in the Population-based Registry of Uganda

Ashley Strahley ◗ egypt Androgen Receptors and Family History in Patients with Male Breast Cancer

Catherine Herzog ◗ egypt Spatial Analysis and Occupational Risk Factors of Blood Cancers

Stacy Endres ◗ egypt Estrogenic Exposure in Rural and Urban Incidence of Breast Cancer Risk

Elissa Brown ◗ france

& egypt

Risk Factors of Breast Cancer in the Registries of the International Agency for Research on Cancer in Lyon, France

SPH Professor Margaret Kruk

WDI also supported research conducted by Prof. Margaret Kruk on determinants of health care utilization in Kigoma Region, Tanzania. In the first phase of the study, the professor and her Tanzanian colleagues developed a survey instrument on utilization of services. She also examined three different health centers in the Kigoma Region that have been recently upgraded with support from the Bloomberg Family Foundation. For the next phase of her research, Professor Kruk collected data from the three clinics and one health center without upgrades to assess wealth disparities in utilization of inpatient care in this remote part of Tanzania. More data was collected in early 2009 and more is planned throughout 2010 as the three health centers offer more services.

One of the first physiatry units in Sub Sahara Africa (the others are in South Africa) for treating patients with spinal injuries, stroke and other disabilities was established at Kumi, complementing the orthopedic services it offers. Physiatry is a form of rehabilitative medicine that strives to achieve better physical health and healing without surgery through practices including physical therapy, medication and other non-invasive measures. Also, Ross student teams completed a marketing plan for Kumi and a project focused on the procurement and distribution of pharmaceutical products, food and transportation services from the hospital.

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Three staff members of Kumi Hospital recently visited UM.

Other progress at Kumi includes: more focus on paying patients, particularly looking for ways to service them more effectively and price to them in a way that covers more of the hospital costs; more effective utilization with 18 lower-level health units within the Diocese for outreach into the community, clinical follow up and capacity expansion of the hospital; and focus on the continuity of good management by establishing a senior staff development plan.

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MAP

SUPPORTING INTERNATIONAL ACTIVITIES AT MICHIGAN

WDI sponsored nine 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.

Acumen Fund ◗

was a presentation of data collected in in-store interviews coupled with recommendations concerning distribution and marketing activities.

I ndia

The overarching goal of the project was to help refine Acumen’s health care strategy in India. The team developed an analysis of the health care infrastructure gaps in India; mapped Acumen’s existing health care portfolio against the market analysis; made recommendations for scalability and replicability of Acumen investee models pan-India; and analyzed anticipated social and financial ROI focusing on health care infrastructure.

Aravind

CARE ◗

Drishtee MAP team in India

CARE MAP team in Uganda

Perot Systems

CEMEX

◗

I ndia

The student team developed a detailed recruitment plan, including criteria to be considered in selection; developed a broad outline of a training curriculum (initial training and on-the-job training) for various staff; and developed a road map for building training institutions in any of the managed hospitals in future.

The MAP team studied models of vocational and technical skills development from successful countries such as Korea and Germany. They also analyzed the India context and the interests of various stakeholders — such as private industries, chambers of commerce, and the government. The team recommended a business model and roll-out plan for the National Skills Development Corp. to meet its goals in India.

Drishtee

VisionSpring

◗

I ndia

The MAP team achieved several goals during their project. Those goals were: to understand Drishtee’s model of providing access to rural communities through micro-franchises; learn the details of Drishtee’s individual-based lending (micro-finance) program by visiting a village and witnessing the program in action; research and interview banks, Non-Banking Financial Companies (NBFCs), foundations and others to identify the best strategy and potential targets to raise capital for the program; use Drishtee and Michigan’s network to schedule meetings with interested organizations to kick start the business development process; make recommendations on future follow up by Drishtee; document the findings in a written report.

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◗

The team reviewed Patrimonio Hoy’s business model and suggested improvements, specifically an analysis of any necessary changes that may have to be made in order to bring the program to scale. The examination of the business model included an analysis of the income sources and the cost structure, as well as current pricing.

Hershey ◗

I ndia

The three outcomes for the MAP project were: a field market study; a sales and marketing strategy document, including pricing suggestions and sales channel strategies; and marketing materials for the sale of sunglasses.

M exico

The goal of the MAP project was to help Hershey find a better way to distribute and market their products to the base of the pyramid in Mexico. Students worked not only with senior executives at Hershey in Pennsylvania, but also with local Hershey management in Mexico. The end product

learn more 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 within your organization next year. Sponsors receive top-notch deliverables and data-driven recommendations from a team of MBA students with diverse skills, knowledge, backgrounds, and work experience.

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U ganda

The MAP team worked with CARE’s economic development team in Atlanta and in Uganda. They explored the feasibility of applying the BoP distribution model as adopted by Hindustan Lever in India or CARE/Bata in Bangladesh for the distribution of clean energy equipments in Uganda. Students studied the entire supply chain system for energy equipment and how it can be made more efficient, reliable, affordable, cost-effective and of acceptable quality.

Kumi Hospital ◗

U ganda

The MAP team achieved its three goals for the project. They were: an outline of the current procurement and stock management system; identification of areas in which improvements can be made, and ranking those areas in terms of the benefits of addressing them; detailed recommendations on what actions to take, how to take them, and a time frame that is consistent with the resources of the hospital.

Project proposals are accepted for consideration each September through mid-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 or contact the MAP office at rsb.map@umich.edu or by calling 734.763.2463.

NEWS UPDATE

C o n ti n u e d fro m t h e co v e r

Karen Davidson Joins WDI Board 26 Karen Davidson, a major philanthropist and widow of WDI founder Bill Davidson, has joined the Institute’s board of directors. She replaces her husband on the board and attended her first meeting on June 23 at WDI. Born and raised in La Porte, Indiana, Karen Davidson is a graduate of the University of Michigan. Her early career was in the communications field, with experience in both newspapers and local television. After marrying her husband in 1999, Davidson became involved in many philanthropic endeavors. Along with her husband, she made major gifts to the University of Michigan, Hadassah Hospital-Ein Kerem in Jerusalem, the Detroit Symphony Orchestra, the Weizmann Institute of Science in Rehovot, Israel, the Henry Ford Health System, United Way of Southeastern Michigan, the Professional Leaders Project, and the Davidson excavations at the Temple Mount in Jerusalem. When Bill Davidson passed away in March 2009, Karen Davidson assumed ownership of Palace Sports & Entertainment and became Managing Partner of the Detroit Pistons. She also serves on the board of directors for the newly-established Davidson Foundation, which will continue Bill Davidson’s legacy of support for education, fine arts, and Jewish causes. Davidson is a member of the board of directors of the Detroit Symphony Orchestra. She also is a trustee of the Henry Ford Health System, where she chairs the development committee of the

Henry Ford Health System Foundation. She also serves on the President’s Advisory Committee at the University of Michigan, and on the advisory board for the Taubman Medical Research Institute, also at UM. Davidson has three daughters from a previous marriage — Mary Aaron, Elizabeth Reaser, and Emily Reaser. She also has a step-daughter, Marla Karimipour, and a step-son, Ethan Davidson.

it was never about him. Bill always encouraged us to aim high and to accomplish great things. The thing he said most often was, ‘How can I help?’” Kenneth Lieberthal, who is the William Davidson Professor of Business Administration at Michigan’s Ross School of Business, said a key obligation in Jewish tradition is to “repair the world.” “Bill Davidson took that obligation very much to heart,” Lieberthal said. Lieberthal, who serves on the Institute’s board of directors, said WDI is one of many examples of Davidson seeing a need and asking how he can help. “He established the William Davidson Institute at the University of Michigan when he realized in the early 1990s how poorly prepared most East European countries were to shift to market economies after the fall of communism,” Lieberthal said. “He established WDI to address those needs in all economies

“I am happy to join the Davidson Institute’s board,” she said. “Bill was always proud of the Institute’s work, and I look forward to working with the WDI team to continue that legacy.” Bob Kennedy, executive director of WDI, said he was delighted that Davidson joined the WDI board. “I have gotten to know the Davidson family over the past few years,” he said. “Karen has always been interested in our work and extremely supportive as WDI developed. I look forward working with her and continuing to benefit from her guidance and insights.” Ross School Dean and WDI President Robert Dolan welcomed Davidson’s participation on the board. “The Davidson family has been very supportive of the Institute with its generous financial gifts and wise counsel,” he said. “We are fortunate to have Karen join the Board to provide us guidance as we seek to achieve great impact throughout the world.”

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C o n ti n u e d fro m t h e co v e r “ work co n ti n u e s . . . ”

undertaking a market transition. Bill then kept WDI up to date, expanding its mandate to enable it to act on a broader canvas as he saw new opportunities. At WDI as elsewhere, he nurtured those institutions he supported and remained a source of wise advice and assistance.” In addition to the Institute, Davidson gave millions to the university and was one of UM’s biggest donors. Besides the chaired professorship bearing his name, in 2007 Davidson endowed a chair to honor his longtime friend and WDI board member Tom Lantos. WDI Executive Director Robert Kennedy holds that chair. He also donated millions for construction of new facilities and building improvements at the business school and around campus. Fittingly, the main gathering place at the

newly-opened Ross School is called the Davidson Winter Garden. The glass-enclosed public space facilitates both large and small gatherings and is the center of Ross’ collaborative learning community. University of Michigan President Mary Sue Coleman said Davidson’s impact on UM will “last for generations.” “His generosity as an adviser, a business executive, and a philanthropist enhanced the teaching and research experience for UM students and faculty,” Coleman said. “He did not hesitate to share his knowledge and expertise, and our university is stronger for it.” Kennedy said Davidson was a great man who leaves behind a “huge legacy.” “I will miss him and will always remember the impact he had on me, the University, and everyone he came into contact with,” he said.

Top left: Bill Davidson participates in UM commencement ceremonies in 2001. Middle left: Bill Davidson. Bottom left: WDI board members Tom Lantos, left, and Ralph Gerson, right, applaud Davidson at a meeting. Below: Bill Davidson, his wife Karen, and a grandchild pose with hockey’s Stanley Cup.

of SFB. He returned to Kigali several times to assess what was needed at the school and to write a proposal. After many meetings with the ministers of Education and Finance, and a meeting with Rwanda President Paul Kagame, a capacity-building agreement was signed in June 2006. The SFB agreement then led to a second program in which WDI ran a Leadership and Management Skills program for 200 government ministers, deputy ministers, and secretaries general. A year later, WDI partnered with SFB to deliver two Goldman Sachs 10,000 Women programs in Rwanda. The first, the Goldman Sachs BBA Scholarship Program administered by WDI, funds scholarships for underprivileged women at SFB. The program selects 15 women each year from more than 1,000 applicants. Now in its second year, the program currently funds 30 women and will grow to 60 scholarships over the next two years. The second program is the Goldman Sachs Entrepreneurship Certificate Program. This is a six-month program organized and designed by WDI in cooperation with SFB. Two cohorts totaling 59 women have graduated from the program. Both programs will continue. Benefits to WDI WDI’s engagement with SFB has touched on all areas of the Institute. The SFB project: ◗ L ed to MAPs and summer internships ◗ Increased Development Consulting Services’ project portfolio and led to a fine tuning of the Institute’s business school capacity-building protocol ◗ Provided opportunities for WDI faculty affiliates

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◗ C reated several large projects for Executive Education ◗ Partnered with SFB to launch the two Goldman Sachs programs “This is an example of the integration work we do with our partners,” Kennedy said. Payoffs for SFB The engagement made strong progress against the objectives established in the original agreement. Since 2006, WDI: ◗ R eorganized the SFB administration and developed policies and procedures for the school ◗ Reviewed and revised the BBA and MBA curricula ◗ Held nine research workshops for SFB faculty ◗ Hosted three SFB faculty members in the U.S. ◗ Brought SFB closer to the business community through the creation of a placement office, summer internships for students, an executive education program, and a consulting program ◗ Worked with the new administration at the school to create a strategic plan for sustainability and a path to accreditation for SFB While both sides are happy with the progress to date, budgetary pressures in Rwanda and the curtailing of foreign aid made the program non viable, Kennedy said. WDI will continue to coordinate with SFB on the Goldman Sachs scholarship and entrepreneurship programs, and any other capacity building projects that may come up in the future. “WDI was pleased to have been an integral part of the important initiative, and stands ready to return to Rwanda to continue the work on SFB when funding may be available in the future for such purposes,” Kennedy said.

NON-PROFIT U . S . P O S T AGE

PA I D

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

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

www.wdi.umich.edu

calendar Goldman Sachs 10,000 Women Session 1: Introduction to Entrepreneurship & Business Strategy Kigali, Rwanda | August 31- September 2 HR Network Workshop Employee Engagement through Data & Dialogue Riga, Latvia | September 10-11

Goldman Sachs 10,000 Women Session 4: Budgeting & Management Accounting Kigali, Rwanda | October 6-9 Strategic Services Marketing Management Panama City, Panama | October 15-16 Goldman Sachs 10,000 Women Session 5: Marketing & Public Relations Kigali, Rwanda | October 19-21 Effective Sales Management Santiago, Chile | October 21-22

Goldman Sachs 10,000 Women Session 2: Developing a Business Plan Kigali, Rwanda | September 14-16

Effective Sales Management San Jose, Costa Rica | November 5-6

Goldman Sachs 10,000 Women Session 3: Starting & Operating a Business in Rwanda Kigali, Rwanda | September 28-29

Goldman Sachs 10,000 Women Session 6: HR & Organizational Management Kigali, Rwanda | November 23-25

BoP Conference (Invite only) Ann Arbor, Michigan | October 1-3

Strategic Account Management Panama City, Panama | November 23-24

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