09
W I N T E R
T H E W I L L I A M D AV I D S O N I N S T I T U T E
WDI Unveils Two New
Research Initiatives WDI recently launched two new research initiatives that address significant global issues — the effective use of technology for sustainability and the business of delivering healthcare. David Canter
Stuart Hart, the S.C. Johnson Chair of Sustainable Global Enterprise and Professor of Management at Cornell University’s Johnson School of Management, joined WDI as director of WDI’s Green Leap Initiative in July 2008. Hart retains his Cornell affiliation, but is now based in Ann Arbor. David Canter is the director of WDI’s Business of Healthcare initiative. Prior to joining WDI, Dr. Canter was a Senior VP in Pfizer Global Research and Development and Director of the Michigan Laboratories in Ann Arbor and Kalamazoo. “This is an exciting development for the Institute. We are fortunate to be able to identify and bring in two thought leaders in their respective fields,” said WDI Executive Stuart Hart speaks in December at the International Workshop
Director Robert Kennedy. “Both David and Stu are really focused on integrative work,
for Green Leap Initiative
which lies at the heart of WDI’s mission.
at Tsinghua University.
We embrace academically rigorous work
David Canter talks with healthcare workers in Rwanda.
that has practical impact on the ground. “We also like research agendas that connect to the Institute’s other initiatives — such as Executive Education, Development Consulting Services, case writing, and student experiences. Both of these initiatives fit the model very well.” > See related articles on pages 20 and 22
T A B L E
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O F
C O N T E N T S
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Research Updates Base of the Pyramid.......................................................................................................................4-5 Globalization of Services................................................................................................................... 6
Supporting International Activities Cross-School Collaborations............................................................................................................. 7 Global Impact Internships..............................................................................................................8-9 Global Impact Speaker Series................................................................................................... 10-11
Program Updates Development Consulting Services............................................................................................. 12-15 Executive Education.................................................................................................................. 16-18 Educational Outreach......................................................................................................................19
News Dan Glickman Joins WDI Board.......................................................................................................23 WDI Calendar...................................................................................................................................24
w w w .w di.u m ich .e du
L E T T E R
F R O M
T H E
E X E C U T I V E
D I R E C T O R
Welcome
to the eleventh 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. As we’ve discussed in past letters, WDI organizes its activities into five broad areas — research, development consulting services, executive education, educational outreach, and supporting international activities at U-M. The big news, as you saw on the cover, is that we launched two new research initiatives. The first, Green Leap headed by Stuart Hart, will explore the development and commercialization of leapfrog technologies for sustainable development. The second, the Business of Healthcare directed by David Canter, will explore how healthcare systems evolve in developing countries, with a particular focus on the role of the private sector and how administrative capacity affects system performance. I am excited about both initiatives and hope you will become involved. Each addresses an important development issue and is directed by a leading thinker in that field. This is the type of work that WDI is uniquely positioned to do and I look forward to seeing these initiatives unfold. Our efforts in the globalization of services research initiative led to my upcoming book on offshoring, “The Services Shift: Seizing the Ultimate Offshore Opportunity,” due out in February. Great work also continues in the base of the pyramid research initiative. While we have started two new initiatives, we wound down the social enterprise research initiative after a very successful four-year run. During that time, we created two thriving NGO alliance networks (in Central Europe and Latin America) and organized a series of high impact conferences. Our other initiatives are also going well. As you’ll read, Development Consulting Services had an extremely strong fall as it secured several new contracts that will allow it to have high impact around the world. We have built a strong team of program administrators and consultants who are rapidly distinguishing WDI in its focus areas. DCS is seeing rapid growth and has great momentum. Executive Education, led by Amy Gillett, continues its strong growth. EE is offering 44 programs this year, and is on track for revenue growth exceeding 40%. The Goldman Sachs-sponsored entrepreneurship training program has been a huge success in Rwanda. Educational Outreach, the Institute’s case writing initiative, is growing steadily. The website, www.globalens.com, is experiencing consistent growth in page views and registered educators. The GlobaLens catalog now exceeds 70 cases, and the companion Ross School site hosts more than 40. WDI-written cases have been sold to more than a dozen other leading business schools. With that solid foundation, we will add an effort to source more cases from outside UM and to build up the “community” aspect of the website. WDI’s support of international activities at the university continues to grow. The Institute sponsored more than 20 internships in summer 2008, and has organized and sponsored nine Multidisciplinary Action Projects (MAP) for winter 2009. We also worked with the school to launch a “travel study” course in winter 2009 that will focus on cross-cultural management issues in Turkey. You can read more about our initiatives and programs in the rest of this newsletter and stay updated at our website, www.wdi.umich.edu. As you can see, the breadth and impact of WDI’s activities 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
3
research
update
B ASE
OF
THE
P YRA MID
The Base of the Pyramid (BoP) initiative continues to expand its influence in the BoP domain. Our
4
work on impact assessment has been implemented by partners in Asia, Africa, and Latin America. Our community of students and faculty at Michigan continues to grow, and we are increasingly invited to offer keynote presentations on our latest research across the globe. Moving forward, we are in the process of developing a signature book co-edited by some of the leading thinkers in the BoP field.
Impact Assessment Work Continues in India An Indian woman takes an eye exam as part of VisionSpring’s work in India.
Using the BoP Impact Assessment Framework developed by Ted London, WDI continued its field-based collaboration with VisionSpring, an organization that provides sustainable jobs and access to vision care in the world’s poorest, most remote communities. The impact assessment framework provides a better understanding of how a venture at the base of the pyramid measures and enhances
its poverty alleviation impacts in terms of changes in economic, capacity, and relational well-being. In October, BoP Research Associate Heather Moehle spent four weeks in Andhra Pradesh, India working with VisionSpring. She helped transfer the impact assessment methodology to the local management team so they can
continue to evaluate and enhance their poverty alleviation outcomes. 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. WDI began collecting data for various VisionSpring stakeholders in 2007 in order to measure and quantify the effects that VisionSpring’s work had on the buyers and sellers. The data was analyzed by WDI and presented to VisionSpring for review. Last summer, WDI refined both the process of collecting data and the content (indicators) being used. Specifically, WDI researched and created a more robust assessment tool that leveraged measures created by organizations such as the WHO and World Bank to track quality of life, health, skills development, income, and other indicators. The benefit of using such tools is that they are valid and reliable and have been tested and translated worldwide. WDI’s instrument incorporates some standard assessment scales as well as some metrics specific to the organization.
BoP Research Associate Heather Moehle (2nd from left) observes a survey being conducted for VisionSpring.
www.wdi.umich.edu
That revised survey instrument was piloted in Summer 2008 and is now being used to collect baseline data with VisionSpring. Baseline data collection continued through December 2008, with follow-up data collection in May/June 2009.
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Patrick Whitney (below) Hernando DeSoto (right)
BoP Class at Ross School Grows For the first time at the Ross School of Business, Ted London offered his MBA course on business strategy and poverty alleviation at the base of the pyramid in the evening during the Fall B semester. Growing interest by Evening MBA students prompted the Ross School to make the second section available. This was in addition to the daytime class, which London continued to teach as well. Guest speakers for this semester included Sebastian Fries, Pfizer’s Director of Strategic Planning in Canada, Latin America, Africa and the Middle East; Late Lawson, CARE’s Economic Development Director; and Adrien Couton, Water Portfolio Manager at the Acumen Fund. The course integrates concepts of strategy, international business, non-profit management, and poverty alleviation to stimulate the leadership skills and competitive imagination needed to create successful BoP ventures. Through a combination of cases, readings, lectures, videos, and outside guests, class sessions engage students in discussions aimed at: 1) i dentifying the opportunities and challenges associated with a new perspective on serving BoP markets; and 2) d eveloping the strategies, business models, partnerships, and mindsets required to productively explore those opportunities. While the majority of students are from the business school, graduates from a variety of departments across the University, including public policy, law, natural resources and the environment, and public health, are also enrolled in this course. This diversity of perspectives enriches and enlivens the classroom discussions.
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Signature BoP Book in the Works WDI is bringing together leading BoP thinkers and those active on the ground to write a signature book on the topic. Tentatively titled, “Creating Mutual Value: Building Businesses and Alleviating Poverty with the Base of the Pyramid,” the book would 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. WDI’s Ted London and Stuart Hart are organizing the effort and will co-edit the book. They also will each write a chapter in the book, along with: C.K. Prahalad (Ross School); Allen Hammond (Ashoka); Hernando de Soto (Institute for Liberty and Democracy); Jacqueline Novogratz (Acumen); Prabhu Kandachar (Delft University of Technology); Robert Kennedy (WDI); Erik Simanis (Cornell Univ.); Madhu Viswanathan (Univ. of Illinois); and Patrick Whitney (Illinois Institute of Technology). The group of authors will convene in Ann Arbor in May to consider the state of the field and think creatively about directions forward. The tangible outcome of this retreat will be a shared roadmap for the book and an agreed upon path forward for each of the authors. Then in October, WDI will host a conference at UM to present the collective thinking of the group and provide a venue for further feedback from fellow authors and other conference attendees. The authors will then finalize their chapters by the end of 2009, and the book will be published in spring/summer 2010.
www.wdi.umich.edu
London Busy on Speaking Circuit Ted London recently gave several talks around the world. In August he gave a talk in Brazil on BoP as a development strategy at the WDI conference “Third Sector Innovation: Sustainability and Social Impact.” London then traveled to Peru for an executive program on the BoP Perspective and Impact Assessment for Technoserve, an organization providing assistance to BoP entrepreneurs. He also spoke at the Center for the Study of Corporate Sustainability in Argentina on “Understanding and Assessing the Impacts of Base of the Pyramid Ventures.” Additionally, London gave two talks at the Ivey School of Business at the University of Western Ontario London in September. One was a seminar talk on “Assessing Value Creation at the Base of the Pyramid,” and the other was an Ivey Research Series Talk titled “BoP as a Poverty Alleviation Tool.”
Jacqueline Novogratz
research
update
G LOBA LIZ ATION
OF
SERV ICES
Q&A with Robert Kennedy
6
Q:
Why is the book, The Services Shift: Seizing the Ultimate Offshore Opportunity, important?
Kennedy: The global economy has been undergoing a fundamental shift. Over the last 10 years,
globalization, which has always been a strong force in natural resources and manufacturing, has come to the services sector. People in manufacturing and natural resources are used to dealing with international competition but only recently have we seen that in services. This seems like a sea-change for people in services, but it’s really an inevitable continuation of existing trends.
Offshoring Book to be Released in February Over the past three years, WDI’s Globalization of Services initiative has worked with leading firms and scholars to better understand the phenomenon of offshoring. One important outcome is The Services Shift: Seizing the Ultimate Offshore Opportunity, a new managerial book by WDI Executive Director Robert Kennedy and Ajay Sharma. The book, published by FT Press, will be in stores in February.
Co-authors
(right).
Most of the public commentary focuses on sectors like software or call centers, but the services shift will affect all sectors of the economy. At the moment, this is not well understood. Managers in both the developed countries and the developing world will have to understand offshoring and to develop strategies to take advantage of it. Q:
The book is currently available for pre-order at amazon.com and at many bookstores. Early response to the book has been positive with endorsements and accolades from leading academic thinkers such as C.K. Prahalad, Stuart Hart, and Noel Tichy. The book has also received strong praise from executives of leading offshore operating companies (Genpact, Tata Consultancy Services, Convergys, Perot Systems), advisory firms (EquaTerra, Diamond Management & Technology), and from U.S. operating companies (Visteon, Penske, and GE Capital Solutions). To read some of the testimonials, turn to the back cover. To find out more about the book, go to www.services-shift.com.
What should managers do?
Kennedy: If you’re a manager, you likely don’t have a choice. If your competition takes 50 percent
out of their overhead costs because they’re good at offshoring, the choice you face is to somehow lower your costs, or go out of business. This book is aimed at helping people understand the phenomenon of offshoring and how to respond to it. Q:
Is the decision whether to move certain work offshore mostly about costs?
Kennedy: Many firms are initially attracted by potential cost savings. But what they find is that
going offshore forces them to re-engineer their business processes. In many cases, it turns out that the productivity improvements from re-engineering vastly exceed the labor cost savings — often by a factor of 10 or more. So offshoring is about many things — wages, re-engineering, access to best practices, and access to the best talent. In the early days, it was primarily about costs. But as the industry develops, those last few items are becoming more important than labor savings. Q:
Robert Kennedy (left) and Ajay Sharma
The thing to remember is that developing countries like India, Brazil, and South Africa have a larger advantage in services than they do in manufacturing. That means that the trend is going to accelerate. The book dives into the factors driving the services shift, what activities can, and cannot, be offshored, and how to get from here to there.
Offshoring is a controversial subject. Do you see it as bad or good?
Kennedy: Much of the controversy comes because people don’t understand what is happening.
The language used often implies moving jobs here or there. But what’s really happening is companies are looking to improve productivity, cycle times, and the talent they employ. In many cases, the best solutions are in the firm’s home country. But in more and more situations, firms simply can’t find the talent they need in the U.S. or Europe. Strategies to improve efficiency always cause dislocation in the short term. Technological innovation displaces workers. Trade in natural resources or manufacturing displaces workers. And now trade in services is displacing workers. These adjustment costs are short term, but they are vitally necessary to improve long-term living standards — not only in the U.S. but in developing countries as well. The political discussion has become very separated from the practical reality of competition. Intelligent people can disagree on whether globalization is good or bad for the country in the long run. I think it’s good for the country in the long run, but I respect the opinion of people who feel otherwise. But that’s an issue for policymakers. The issue facing managers is how to be efficient, how to develop better products and get them to market quickly. To the extent these managers ignore solutions to these challenges that happen to be overseas, they are doing a disservice to their firms and, ultimately, to the country. I wrote The Services Shift so that managers will know why, how, and where business solutions may be available.
www.wdi.umich.edu
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CR OS S -S CHOOL
Travel Study Course Bound for Turkey WDI is providing financial and administrative support for a new travel-study course at the Ross School of Business. The first course, set to debut in winter term, is called “Bridging in a Globalizing World: Turkey and the European Union.” While in class in Ann Arbor, the students will study the history, culture, economy, government and policy challenges in Turkey. Then, during nine days over spring break, the class will travel to Istanbul where they will interview business leaders and policy makers, and tour facilities in different industries. The course is designed 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. Jeffrey Sanchez-Burks of the Ross School of Business will teach the course. He said the office of Dean Robert Dolan and WDI “were visionary in seeing the real need to offer our MBAs the opportunity to experience first hand current issues related to globalization.” “When the Dean asked faculty to submit proposals for a travel-study course, I saw this as great opportunity to offer one of my dream courses in which MBAs have the opportunity to develop their global leadership acumen, network with business leaders and MBAs abroad, and provide new knowledge on a topic near and dear to their hearts — that is, brand management in emerging economies, cross-cultural entrepreneurship, and environmental issues that arise during economic development, among other things.” Sanchez-Burks said Turkey and Istanbul serve as a bridge between East and West, “a culture and market economy that illustrates fundamental issues in bridging the base of the pyramid to the top of the pyramid, traditionalism and cosmopolitanism, growth, and sustainability.” “So our deep-dive analysis of Turkey’s bid for membership into European Union will bring to
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COLL A BORATION
light an array of issues including cross-cultural management, global leadership, brand management in emerging economies, the effect of potential radical shifts in monetary and regulatory policy on local markets and foreign investment, the diffusion of green technologies, and so on.” Sanchez-Burks said he is excited to teach the course.
“The unique collection of individuals that students will meet with prior to the trip and in Istanbul is amazing,” he said. “The itinerary I’ve put together will provide students with substantive and relevant knowledge about the opportunities and challenges of globalization, increase the networks they will have throughout their careers, and provide deep insight into the fundamentals of global leadership.”
7 S upporting I nternational A ctivities
at
M ichigan
In November 2006, two new 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.
Medical School
School of Public Health
Virika & Kumi hospitals Uganda
Global Initiatives
A partnership between the Ross School of Business and the Department of Family Medicine at the Medical School is working to upgrade clinical and administrative performance at Virika and Kumi hospitals in Uganda. The work will form the basis of a protocol that can be replicated at other facilities.
WDI funds two main programs at the School of Public Health (SPH). They are international internships and research on the determinants of healthcare utilization in the Kigoma Region of Tanzania.
At Kumi Hospital, a team of Ross Evening MBA students, in collaboration with a team of students from a Ugandan business school, is working on a marketing plan. The students are looking at how the hospital can attract some paying patients while staying true to its mission to serve the poor. The team conducted interviews with companies and individuals. They also developed some financial analysis to better understand what geographic market and pricing combination would allow the hospital to break even. Two doctors and a physical therapist from Kumi visited the UM medical complex. Some of those doctors and nurses from UM who visited with the Kumi delegation will travel to Uganda this winter to work out a long-term plan to help the Kumi team accomplish their goals.
www.wdi.umich.edu
Last summer, five students received WDIfunded internships through the Center on Global Health. An additional five internships were awarded focusing on “Cancer Epidemiology Education in Special Populations.” Additionally, WDI funding supplemented SPH support for an addition 26 international internships. WDI also supported research conducted by Prof. Margaret Kruk. 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 Kigoma Region that have been recently upgraded with support from the Bloomberg Family Foundation. For the next phase of her research, Prof. Kruk will collect 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.
Jeffrey Sanchez-Burks
internships 8 S upporting I nternational A ctivities
at
M ichigan
Sp a n n i n g t h e
Last summer, 21 UM students fanned
two categories—self-generated and initiative
out across the globe for WDI-sponsored
driven. Students who chose to do a self-
internships in a number of fields. From Asia
generated internship identified and contacted
and Africa, Central and South America to
an organization in an emerging market that is
Battle Creek, Michigan, the students’ work
doing innovative work. The student, along with
responsibilities varied from writing business
the organization, co-defined an opportunity,
plans to gathering data to assessing the
received a commitment from the organization,
impact of various projects. At WDI, the
and submitted a proposal to WDI.
summer internships were broken up into
Heidi McGowan in Tanzania
Heidi McGowan G rassroots B usiness I nitiative
McGowan spent the summer designing a social impact assessment framework and implementation plan for a Tanzanian microfinance institution called SELFINA. “My job required reviewing a wide variety of literature on everything from survey methodology to Tanzania’s informal economy. Needless to say, I learned a lot!” McGowan said.
Kenneth Cheung (far left) conducts and interview at a Chinese water treatment plant.
She spent three months in Washington, D.C. followed by three weeks in Tanzania. While in Washington, McGowan worked primarily alone and spent most days conducting research, designing evaluation tools and reading and writing. In Tanzania, she traveled throughout the country interviewing microfinance clients and staff members about SELFINA’s efforts to achieve the organization’s impact on its target population and made appropriate recommendations.
“By meeting entrepreneurs in their homes and at their businesses — often in remote villages — I gained an incredibly comprehensive and rewarding understanding of local life and the concerns of ordinary businesspeople across Tanzania,” McGowan said. “Additionally, I observed daily operations at four of SELFINA’s five branches, which gave me an excellent insight into how microfinance institutions function in both rural and urban east African contexts.”
Kenneth Cheung
A big challenge in Tanzania for McGowan was communicating with her interview subjects. “Gradually, I grew to understand that topics like relationships were more difficult for borrowers to parse than issues related to money, and learned to emphasize questions about SELFINA’s financial efforts to compensate,” she said.
“It was a challenge to wrap my mind around such a project with so many parties. Having to balance relationships with factory owners and major apparel brands was not easy,” he said. “There are so many varying business interests at stake that trying to find the best solution took a lot of time and effort.”
McGowan said the experience added to her classroom instruction. “My classes in Ann Arbor have all been abstract and theoretically-oriented, whereas the internship dealt with applying practical concepts to real-life problems,” she said. “As an aspiring development practitioner, I’m really grateful for the opportunity to have worked in this ‘real-world’ capacity.”
B usiness f or S o c ial R es p onsibilit y
Cheung worked on the Clean Water Initiative in China, which included visiting factories to see their waste water processes and communicating with factory managers and brand representatives to synthesize and implement strategies to raise the standards of waste water discharge in that area.
Cheung said his summer experience was similar to a MAP project but different from what he learned in the classroom because he was “making real impact in the field.” “I can see the tangible results of my project and learned a lot that text books and professors could not teach,” he said.
She said her internship solidified her future plans “one thousand percent. I intend to pursue a career in development and this internship was an enormously helpful and eye-opening experience,” McGowan said.
www.wdi.umich.edu
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Victoria Ravin
G lob e
in Nicaragua.
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Students who chose a WDI initiative driven internship partnered with an organization
S upporting
identified by the Institute that is doing
I nternational
work related to one of its three research
A ctivities
initiatives: social enterprise, base of the
M ichigan
at
pyramid, and globalization of services. Five of the recent interns shared their thoughts on how their summer of work went.
His WDI internship “opened my eyes to see how we can use business strategies to alleviate social issues to do good for the communities around the world.”
Victoria Ravin A gora Partnershi p s
Ravin focused on Agora’s business plan for expansion throughout Central America. She worked mostly in Washington, D.C. but also spent a week in Nicaragua where Agora’s regional office is located. Agora provides consulting and investment to entrepreneurs in the developing world. “It was very insightful in understanding the work that is done on the ground,” she said. “I got to meet several of the entrepreneurs whose companies include low-cost bamboo housing construction, shoe manufacturing, and bottled water and ice cream vending, and got a better understanding of the challenges they face.” As part of Ravin’s work, she met representatives of countries Agora hopes to enter, including the embassies of Honduras and Guatemala, the Honduran ambassador to the Organization of American States, and the daughter of the president of Honduras. “It was motivational to see how different parties could come together to achieve the common goal of fighting poverty through entrepreneurship,” she said. Ravin said Agora’s Managing Director Ben Powell “makes things happen with little money but a wealth of contacts and connections.”
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“His enthusiasm and dedication to Agora were inspiring for all of the interns. Working at Agora gave me a good understanding of social entrepreneurship and the emerging field of impact investing. I also realized how much I value my co-workers. The other interns and I had a great time collaborating on grant applications and eating lunch together on the roof deck.”
Fran Loosen K ellogg Foundation
Loosen conducted research and prepared an evaluation of current and future trends in the field of social enterprise. She called her internship “intellectually challenging, engaging, and fun.” “Most days I was researching trends in social innovation and human centered design,” she said. “I worked independently but with excellent mentoring, I attended team meetings and had a chance to engage on team retreats and other things. I did field research mostly over the phone.” Loosen said the mentorship by her supervisor was “invaluable” and she applied a lot of what she learned at UM at her internship. She said the experience definitely shaped her future career plans.
www.wdi.umich.edu
“Working at a large foundation was excellent exposure to what the world of philanthropy is like,” she said.
Zara Ahmed, left, holds baby Zara as the infant’s mother looks on.
WDI Intern Assists Birth, Has Girl Named After Her While all 21 WDI Interns had memorable experiences, none likely equaled that of Zara Ahmed. A 2009 dual Master’s candidate in public policy and public health, Ahmed spent three months in Cameroon working for a nonprofit. She traveled to small villages to visit community clinics for a strategic planning report for the NGO Peacework. Ahmed had spent a few days at a clinic in the village of Etoko, playing cards with the pregnant women who would come there in the evenings for a few hours. One day, Ahmed assisted in the birth of a baby girl. She held the hand of the woman in labor and talked to her — even though they didn’t speak the same language. After the baby was born, the woman named it Zara after Ahmed. “It’s a great honor,” Ahmed said. “I hope she always thinks of me. It’s funny to have a little namesake out in the world.” That evening, the villagers came to the clinic to sing and dance in celebration of baby Zara.
speaker series WDI hosted 3 guest speakers in fall 2008 as part of its Global Impact Speaker Series. The series
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features leading thinkers who work in emerging markets. The goal of the series is to spur discussion S upporting
I nternational A ctivities
at
around development and developing country issues. In addition to their talks, the speakers also sat down for one-on-one video interviews which can be found at: www.wdi.umich.edu/NewsEvent/VideoAudio.
M ichigan
Sebastian Fries, Director
of Strategic Planning for drug maker Pfizer in Canada, Latin America, Africa and the Middle East, talked about the challenges, trepidation and excitement of a new global initiative at the company. His Nov. 6 talk was titled, “Commercially Viable and Socially Responsible: Pfizer’s New Global Access to Medicines Strategy.” Fries was part of the Pfizer team that developed the company’s Global Access to Medicines strategy. He currently leads the initiative’s Healthcare Financing and New Commercial Models group. The initiative strategy is commercially driven and has not been started for philanthropic reasons, Fries said. “We’re looking at the base of the pyramid as a viable customer segment,” he said. “This is serious.
We’re committed to making this happen.” Fries said his Pfizer colleagues are excited about the initiative but knows there are many challenges ahead. Among them is how to make it commercially viable and how to deal with low-income patients. One of the reasons for doing this, Fries said, is to recruit new talent to the company. The battle for smart people in the pharmaceutical business is fierce, and Pfizer thinks this work at the base of the pyramid differentiates it from others. What the company has learned is that they have to be humble, they have to manage revenue expectations, and they have to realize this is an entrepreneurial endeavor, and that it is OK to fail. Fries said the initiative is challenging and rewarding. “This is the most difficult endeavor ever undertaken since I got here,” he said. “But at the same time it’s the one I feel most proud of. I hope we can get this done.”
Kunal Chawla
, who works for Drishtee, a rural development company in India, kicked off the 2008-09 speaker series with a talk on Sept. 30.
Sebastian Fries talks about the challenges, trepidation, and excitement of a new global initiative at Pfizer.
Drishtee is a double-bottom line organization which implements self-sustaining solutions to problems of global health, poverty, and education in rural India by providing a portfolio of essential products and services to people in rural India. These services are disseminated through a large network of franchisees — particularly women, across rural India. These franchisees operate a self-sustaining, profitable kiosk in a local village, which provides access to information such as: government records, agricultural data, and health insurance;
www.wdi.umich.edu
Kunal Chawla
help in the filing of applications for licenses, certificates, compensations, and benefits; commodity product rates in different markets; and education programs such as computer courses, and Spoken English Programs. “We thought we could solve problems by putting computers in villages,” he said. Drishtee has 4,200 kiosks across rural India and wants to have 10,000 in the next three years, Chawla said. The organization’s aim is to “create and sustain access to markets by developing and delivering critical products and services like education.” Chawla said a big focus of his is the educational division of Drishtee, which is 8 years old and has trained 30,000 students. One thing he is now trying to leverage is the upgraded skill level of their students in the villages to discourage migration out of the rural areas. Drishtee is trying to bring outsourcing work from the big cities of India to its rural villages. When outsourcing work goes from Detroit to Delhi to Sudarth, Chawla said, “costs go down.” The challenges for Drishtee, however, include convincing organizations to outsource jobs to be completed at the village level, monitoring work being done at multiple kiosks, training associates, and faulty electrical connectivity. Chawla said they have done some market
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Gates Foundation Global Health Leader To Speak The Ross School of Business at the University of Michigan and WDI are pleased to welcome Tadataka Yamada, M.D., President of the Bill & Melinda Gates Foundation Global Health Program, as a distinguished speaker on Jan. 20. Late Lawson-Lartego
segmentation, identified hot leads, and are working on a sales pitch.
Late Lawson-Lartego, the
economic development director of CARE USA, spoke Nov. 20 about the poverty-fighting organization’s new strategy. His talk was titled, “CARE’s Value Chain Strategy: Connecting BoP Producers to the Global Market.” Lawson-Lartego said CARE will not only look at issues globally, but also on a national and regional level. He said the organization will continue to work with all people, but will focus especially on women and girls. “We think that when we empower women and girls, we can maximize their economic potential as producers so they can procure the goods they need,” he said. “We feel that women who are empowered can be big agents of change.” He said CARE’s leadership recently met with leaders of other aid agencies “to look at the root causes of poverty and how we can bring about lasting change.” As a result, CARE started three new, 10-year initiatives. The goal is to be more focused, more specialized, more distinctive, and have a longer term impact. The first new program will provide access to financial services packages to 30 million people in Africa. The second is centered on safe birthing for women in Africa. And the third will give girls opportunities to go to school and focus on leadership to bring about more change. His visit continues the relationship between the global poverty-fighting organization and WDI. Top officials of CARE have visited WDI in the past to discuss MAP projects and summer internships, and to seek advice on particular initiatives the organization was undertaking.
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The appearance of Yamada is the result of the Ross School’s and WDI’s efforts to attract a top-notch international speaker each year. In 2006, Partners in Health co-founder Paul Farmer talked about his work in Haiti and Rwanda. In 2007, Congressman Tom Lantos spoke on the future of foreign policy.
11 S upporting I nternational A ctivities
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M ichigan
Yamada has an association with the University of Michigan, serving as the chairman of the internal medicine department at the university’s medical school. His talk also has significance because global health issues are a growing interest at the university. U-M has a new Center for Global Health and WDI has started a new research initiative on the business of healthcare. Yamada oversees grants totaling more than $7 billion in programs directed at applying technologies 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. After completing his internal medicine training at the Medical College of Virginia he became an investigator in the United States Army Medical Research Institute of Infectious Diseases, trained in gastroenterology at the UCLA School of Medicine, and assumed his first faculty position there. He later moved 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. A scientist and scholar in gastroenterology, Dr. Yamada is the author of more than 150 original manuscripts on the subject and is the editor of The Textbook of Gastroenterology. In recognition of his contributions to medicine he has been elected to membership in the Institute of Medicine of the National Academy of Sciences (U.S.), the Academy of Medical Sciences (UK) and the National Academy of Medicine (Mexico). He has received an honorary appointment as Knight Commander of the Most Excellent Order of the British Empire (KBE) and been conferred the degree of D.Sci. honoris causa, from the University of East Anglia. He has also been the recipient of numerous awards including the Distinguished Achievement Award in Gastrointestinal Physiology from the American Physiological Society, the Friedenwald Medal from the American Gastroenterological Association, the Distinguished Faculty Achievement Award from the University of Michigan and the Distinguished Medical Scientist Award from the Medical College of Virginia. Dr. Yamada is a Fellow of the Imperial College of Medicine, a Master of the American College of Physicians, a Fellow of the Royal College of Physicians, a Past-President of the Association of American Physicians and a Past-President of the American Gastroenterological Association. He has also been a Member of the Board of Directors of the American Board of Internal Medicine and the National Board of Medical Examiners (U.S.).
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Dr. Tadataka Yamada and Bill Gates.
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D EV ELOP MENT
C O N S U LT I N G
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Development Consulting Services (DCS) continued its strong, record-setting year with opportunities for sustained growth levels over the short and medium terms. DCS was awarded five new key contracts that have set the stage for an extended global presence, financial and administrative sustainability, and yet more advanced levels of technical intervention. With the above new awards, the DCS portfolio grew to 11 international development projects in 2008. Furthermore, the projects are geographically distributed across fourteen countries and range from banking, microfinance, entrepreneurship, private sector, economic growth, and marketing leadership to higher education, public health sector, livelihood development, and natural resources management. Revenues are up by more than 30% over 2007 figures and the department continues to enjoy a strong pipeline of more than 10 new bids.
recently awarded pro j ects
Leadership Center Planned for Qatar The Qatar Foundation has awarded DCS a contract to establish a leadership development center for senior government and corporate leaders in 22 countries across the Arab world. The Center for Leadership in Doha will be a part of Education City, the Qatar Foundation’s campus of international educational facilities. The Center’s start-up phase has begun with
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a full program launch targeted for early 2009. The interim executive director for the center has already been deployed to the field, and seven additional DCS experts will be deployed during the next six months. The leadership center will instruct qualified public and private sector executives in leadership methodology and techniques that are inclusive of subject matter in the fields of social development, political governance, and economic growth.
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Doha City in the State of Qatar
The Center will include departments in research, executive education, consulting, and publicprivate partnership. Each department will interact and support the others to enhance the value created for participants and their institutions. The Executive Education department at Michigan’s Ross School of Business will provide faculty and coursework. DCS will design, develop, manage, and then—after five years—transfer the Center to the Qatar Foundation to operate. “Qatar is one of the more progressive nations in the GCC,” Project Administrator Stephannie Moore said. “WDI’s work in advising the current Qatari leadership, as well as developing and mentoring the next generation of leaders, will propel the country to becoming a model progressive GCC state.”
Financial Market Development A more inclusive financial sector in the Palestinian Territories by increasing sustainable access to financial services for households and micro, small, and medium-sized enterprises is the goal of a project recently awarded to DCS and its partners by the United States Agency for International Development (USAID). The three-year project — Expanded and Sustained Access to Financial Services — will also involve the Academy for Educational Development (AED) and Shorebank International. DCS is a core partner in implementing this project under the Financial Integration, Economic Leveraging, Broad -Based Dissemination Support Leaders With Associates facility. DCS will contribute to the goal of enhancing the enabling and regulatory environment by improving the finance curriculum for universitylevel master’s and undergraduate degree programs, developing the curriculum and building capacity of the Palestinian Institute of Financial and Banking Studies, and assessing
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the current state of the land registry system and determining the best means of support. Also, along with AED, DCS will provide technical assistance to the Capital Market Authority and the Palestine Monetary Authority to develop and enforce laws and regulations that facilitate the expansion of financial service delivery. These activities will lead to the more efficient mobilization of financial resources for local investment and risk mitigation, which will fuel the development of a dynamic business sector. “Supporting economic growth in the West Bank and Gaza that is not only reasonable but also felt by the average man and woman on the street has been deemed as a critical factor sustaining the peace process between the Palestinians and Israelis. WDI is pleased with the prospect of contributing to such a worthy economic cause,” Ayako Ariga, the Project Administrator, said.
Gates Foundation Project Targets Malaria DCS is part of a team that has been selected by the Bill & Melinda Gates Foundation to evaluate the impact of taxes and tariffs on anti-malarial commodities. Malaria is known as the “silent tsunami” in Africa, claiming more than 1.5 million lives per year, mostly young children and pregnant women. DCS, the Academy for Educational Development (AED), Africa Fights Malaria (AFM) and Ogilvy, a public relations firm, comprise the consortium for this two-year project. DCS will be evaluating the impact of tax and tariff regimes across 72 Malaria-endemic countries, with specific case studies for Benin, Cambodia, Madagascar, Nigeria, and Uganda. DCS will carry out economic analyses of the effects of tariffs and taxes on fighting Malaria, focusing on how current policies impact manufacturers, importers, distributors, and end-users. DCS will provide expertise in health economics, participate in developing case studies for the five identified countries, perform value chain analyses to evaluate the impact of policies on
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prices, and establish advocacy. DCS will also take the lead on all monitoring and evaluation tasks for the project. Makiko Omitsu, Project Administrator said, “Reforming Malaria commodities taxes and tariffs framework around the globe will save thousands of lives that would otherwise be lost to this devastating infectious disease.”
Project Awarded for Guatemalan Expatriot Remittance Study DCS will team up again with the Academy for Educational Development (AED) under the FIELD-LWA framework in Guatemala. DCS will manage the work of two professors from the Gerald R. Ford School of Public Policy and Department of Economics, University of Michigan, the Universidad Francisco Marroquín in Guatemala as well as the Banco Industrial on 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 their home-land. The approach involves allowing migrants in the United States to set up special savings accounts that serve as collateral for micro-enterprise loans in Guatemala. The accounts would be set up in a homecountry financial institution. Loans would be extended to a borrower in the home country designated by the migrant in an amount greater than the amount placed in the special loan account. The fraction of the loan amount that the migrant would provide would be determined in consultation with the bank, but would ideally be in the range of 25-75 percent. Once the loan is repaid, the special loan account funds would be unfrozen. The unremitted earnings of international migrants from poor countries are a vast potential source of capital for lenders in the developing world.
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DCS wins bid for South Africa Transportation Management Initiative DCS, the University of Michigan Transportation Research Institute (UMTRI), and the Ross School of Business (RSB), as well as the African Studies Center at the University of Michigan, won a bid administered by Higher Education for Development on a project to build the capacity of the University of Johannesburg to train current and future generations of leaders in Transportation and Supply Chain Management. The grant is funded by the U.S. Agency for International Development (USAID). The three-year South Africa Logistics Excellence and Transportation Training Initiative project will provide opportunities to South Africans — especially marginalized and underprivileged groups — through faculty and student exchanges, internship programs, and curriculum development. The need to build capacity in transportation through higher education and training programs in South Africa has become apparent because of the critical importance that the transportation and tourism sectors are playing in growing, sustaining, and diversifying the South African economy. Rail lines, roads, shipping, and air transport in the country are very modern, but there are deep concerns about a present and future skills shortfall that could slow economic growth. Likewise, while the South African education is one of the best on the continent, racially-biased policies have denied a segment of the population the chance to develop skills necessary to enhance and manage the country’s transportation sector. For the project, DCS, RSB and UMTRI will assess course offerings and teaching methods that lay the groundwork for development of new teaching methods; develop and enhance courses and degree programs in transportation, logistics, and supply chain management; and increase the interaction and awareness of transportation issues among students, faculty, government officials, business leaders and community representatives.
ongoing pro j ects
Applications for BBA Scholarships Soar
Cyprus Eco-Tourism Project is in Next Phase
More than 1,000 women in Rwanda have applied for one of the 15 scholarships that will be given out in January as part of the Goldman Sachs BBA Scholarship Program administered by WDI. “We are pleasantly overwhelmed by the number of applications received, which confirms the high demand on the ground,” said Ayako Ariga, the Project Administrator.
The second phase of the eco-tourism program in Cyprus, Promoting Private Sector Development, was successfully launched in Buyukkonuk village. A new series of evaluations was conducted to determine the success of past implementation from Phase One, as well as to gauge future progress.
The 15 recipients will attend the School of Finance and Banking (SFB) in Kigali, WDI’s partner in Rwanda. This is the second round of scholarships handed out by WDI and Goldman Sachs. In August, 15 women had their tuition at SFB waived thanks to the program. The scholarship program 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. The intention is to award 15 renewable scholarships each year, with the program eventually reaching 60 women. Scholarship recipients will be judged on a number of factors, including financial need and academic readiness. The competition for the scholarship program was widely advertised in Rwanda using local language newspapers, radio advertising, and posted notices.
The scholarship program is part of Goldman Sachs’ 10,000 Women initiative, which was launched in March 2008. It will provide 10,000 women, predominantly in developing and emerging markets around the world, with a business and management education over the next five years.
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DCS consultants worked closely with small and medium-sized enterprises on the TurkishCypriot region of the island to provide marketing training, plan a tradeshow, and arrange a large-scale sporting event to enhance the area’s tourism appeal. A new website promoting the village will go live in winter 2009. An assessment of a new site in the seaside town of Famagusta was also carried out to replicate the success of the first location. Immediate emphasis is being placed on awareness and product development, with plans for marketing and promotional activities to be pursued at a later date.
Planning for HR Conference Underway in Algeria On the heels of the successful career fair attended by 5,000 students and 40 firms, planning has begun on an international symposium in Algeria on entrepreneurship, focusing on the University Response to Developmental Challenges. It is scheduled for May 16-17 and will be held with various sponsorships, including the Institute of National Commerce (INC), WDI’s partner in Algeria. The symposium will make a comprehensive diagnosis of university-enterprise relations in the world and suggest solutions in the case of Algeria. Specifically, the international symposium aims to: 1. Alleviate psychological barriers between company managers and university faculty 2. Identify the conditions necessary for the implementation of entrepreneurship
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successful collaboration among our stakeholders including JUST, Cornell University, the Erb Institute and the School of Natural Resources at the University of Michigan, the Jordan River Foundation, as well as the USAID/Mission office. There is a lot of knowledge that can be shared and transferred, so we hope to keep our close collaboration.”
3. O utline medium and long term development perspectives for Career Centers 4. F oster the representation of company executives in the University Management Board, and that of university faculty on Company Management Boards The symposium is a continuation of work by DCS as part of the Educating Managers, Promoting Linkages and Opportunities Initiative project, a partnership between WDI, INC and the Middle East Partnership Initiative. One of the achievements of the project was the opening of a Career Center at INC, the first in the country. Since then, INC has been contacted by other Algerian universities interested in duplicating the center.
and the perception of the school “both nationally and regionally is much improved. The international community wants to work with SFB. It’s a vote of confidence.” He also said the newly-refined BBA curriculum has begun to be used by SFB faculty to rave reviews by students and faculty. “The new curriculum prepares them for life and work, giving them skills like critical thinking that they can use across the board,” Govender said.
Master’s Degree Program Debuts in Jordan
Progress Continues in Rawanda The capacity building at the School of Finance and Banking (SFB) by WDI recently included faculty exchange programs for three Rwandan professors who visited WDI and Michigan’s Ross School of Business. Also, the heads of academic and administrative departments at SFB received strategic management skills development. The impact of the training activities and the exposure to the international best practice at the Ross School resulted in enhanced SFB staff’s understanding of the overall project goals and objectives. WDI’s Development Consulting Services is in its third year of a five-year contract with the Government of Rwanda to turn SFB into an accredited, regional center of excellence. SFB Rector Krishna Govender said the standing
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The new master’s degree program in integrated natural resources management designed and developed by DCS was launched in September at the Jordan University of Science and Technology (JUST). More than half of the enrollees in the program are women. The program is part of the Jordanian Education for Water and Environmental Leadership —or JEWEL project. In addition to the new degree program, other JEWEL work includes establishing a Center of Excellence that utilizes technical data and models from the U.S. Agency for International Aid and other donor agencies working in Jordan and the region. As part of JEWEL, WDI Consultant Shorna Broussard, Ph.D. completed a two-day workshop on research methodologies and the human dimension of natural resources management using U.S. cases. In the human dimensions workshop, participants included municipal authorities and professors from other schools at the Jordan University of Science and Technology. Makiko Omitsu, Projects Administrator, said “the JEWEL program is acknowledged as a
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Kazakhstan Marketing Center Project Sustainable DCS successfully completed the Marketing Education and Research Center (MERC) project in its entirety. The project’s outcomes exceeded expectations, serving to link academia with the business community by adopting a concept of action-based learning modeled after that at Michigan’s Ross School of Business and by its U.S.-style strategic and structured career counseling. The teaching, research, and consulting skills of the marketing faculty have improved, too. DCS, along with its partner school, the International Academy of Business in Kazakhstan, developed and launched a plan to make the center self-sustainable. As a result, the center will continue to introduce innovative revenue-generating methods to provide services to the business community.
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Dr. Carl Rusan (back row, left), Shorna Broussard (back row, 3rd from right) and Makiko Omitsu (front row, left) pose with students enrolled in the new MS program.
Moses Kaijuka, Professor of Operations, SFB, Dr. Claudia Kocher and Dr. Julie Dziekan, who mentored the SFB professors, and Lilian Kyatengwa, Professor and Head of Finance Department, SFB.
MERC Executive Director Alyona Penchukova meets with marketing students.
The first of its kind in the region, the marketing center could be used as a successful model for other facilities across Kazakhstan and the Central Asia region. Alyona Penchukova, the Executive Director of MERC, notes “MERC is eager to partner again with WDI to design, develop and implement a follow-on project and identify funding opportunities.”
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E XECU TIV E
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WDI’s Executive Education department delivered a record 25 programs this fall in 9 countries.
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Our landmark activity was the launch of the Goldman Sachs Entrepreneurship Certificate Program. Our first cohort of 30 entrepreneurs from throughout Rwanda started the certificate program in September 2008 and will conclude in February. Each year, 60 women will go through this new program. Response from the program has been overwhelmingly positive. Another highlight is the creation and launch of two new “professionals” programs designed for executives by function.
First Entrepreneurship Programs Nears End Education program. Many of them have brought in samples of their products to show the faculty members and fellow participants.
Women participating in the Goldman Sachs Entrepreneurship Certificate Program in Kigali, Rwanda.
The 30 women participating in the Goldman Sachs Entrepreneurship Certificate Program in Kigali, Rwanda are nearing completion of the six-month program organized by WDI’s Executive Education department. The women completed six training sessions by the end of 2008. Those were: Introduction to Entrepreneurship & Business Strategy; Developing a Successful Business Plan; Starting & Operating a Business in Rwanda; Budgeting/ Management Accounting; HR/Management; and Marketing & Public Relations. In January, the women will attend two more sessions: Financial Accounting & Loans and Cohort Consulting. In February, the participants will present their business plans before receiving their certificates. WDI will award $2,500 each for the four best business plans. A second entrepreneurship program, with 30 new Rwandan women, will begin in February. “The women have been engaged since the first day, asking the faculty lots of questions and sharing ideas with each other,” said Amy Gillett, Director of the Institute’s Executive
“It is clear that they take great pride in their work and are working very hard to succeed,” said Gillett. “I’m pleased to see how much they are benefiting from this program and am confident they will leave the program with the tools needed to grow their businesses.” The program is sponsored by Goldman Sachs under its new 10,000 Women initiative, which seeks to give 10,000 women around the world a business and management education over the next five years. The sponsorship means that all accepted participants attend the program tuition-free. Aimed at existing and aspiring entrepreneurs, the program was designed by WDI in consultation with business school faculty in the United States, the School of Finance & Banking (SFB) in Rwanda (WDI’s in-country partner), and the Chamber of Women Entrepreneurs in Rwanda. The modules typically last from two to four days. The women then return to their homes and come back to the classroom anywhere from two to four weeks later for the next module. Lessons are taught in the Kinyarwanda language. Participants include many women in the handicraft sector, several women involved in selling food products, a restaurant owner, a furniture maker, a woman who makes banana wine, and a woman in the process of setting
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up a computer training company. They range in age from 27 to 61. The women have been assigned to one of five sector groups based on their industry. Each industry group has a faculty consultant who is providing hands-on assistance and consulting as the participants proceed in putting together their business plans. As part of this process, the faculty consultant is paying a visit to each participant’s place of business. J uli e D zi e kan , a William Davidson
Institute Faculty Affiliate and faculty member of the School of Management at the University of Michigan at Dearborn, recently returned after teaching a three-day session on Organizational Behavior and Human Resource Management. Dziekan said the women had lively group discussions on the topics she raised and were even animated when working in smaller groups of three and four. “They took their classroom assignments very seriously,” Dziekan said. “And it became very important for each group to have an opportunity to report back to the whole class. I felt a sense of pride amongst the women in having the opportunity to speak in front of the class.” Dziekan said a few of the women were concerned with managing employees who are smarter than themselves, meaning more educated or more experienced. “We talked about the importance of entrepreneurs surrounding themselves with the best people, and not worrying that their employees would outshine them by bringing in skills and abilities different from their own,” she said. “I told them to have the self-confidence to respect and value what the employees offer, and capitalize on those skills to the make the business stronger.”
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Christine Murebwayire
Anastasie Nyirabukeye
Valerie Hagumimana
Alphonsine Twagiramariya
Nadine Mukamurego
Immaculée Mukamusoni
P articipant P r o fil e s : Here are a few short profiles of some of the women enrolled in the entrepreneurship program. C hristin e M ur e bwayir e
Christine has five children and lives in Rwanda’s Eastern Province. In 2004, Christine started a business making wine from bananas, which are plentiful in the Eastern Province. Christine currently has 40 employees. Most of her sales go to bars and small hotels within Rwanda. She has limited production capacity and has had to turn down several large orders. Christine currently has one type of banana wine, but she has plans to roll out five more varieties over the next year. She is planning to apply for a loan in the amount of 40 million Rwandan Francs ($74,750) to buy new equipment. She would like to triple the size of her workforce over the next couple of years to expand her distribution in Rwanda first and then start exporting. In the training program, Christine would like to learn more about finance and bookkeeping and managing her growing workforce. She would also like to improve her current business plan so that she can get a big loan. A nastasi e nyirabuk e y e
Anastasie is a married mother of five children from Kigali. She started a furniture business in 2005, making tables and chairs. However, the government recently has restricted the number of trees that can be cut down, making it difficult for her to get the wood she needs. Anastasie is currently working with the Rwandan government to explore different materials that can be used. She also
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has thought about sourcing the wood from outside Rwanda, but isn’t sure how to go about it.
Currently, she has to turn away some large orders because she’s not equipped to make and bottle the juice fast enough.
Anastasie would like to diversify her business and go into home building. She would like to buy land just outside of Kigali and build an apartment house as a first step.
In addition to learning how to apply for a loan, Valerie hopes the training program will teach her about market research, human resource management, and bookkeeping. In the future, she would like to build a factory to produce the carrot juice on a large scale.
From the training, Anastasie would like to learn how to put together a strong business plan to get a loan. She will also use the training to help her think about how to take her business in new directions. V al e ri e H agumimana
Valerie is a widow with 4 children living in the Northern Province. She also takes care of her sister’s two children, who were orphaned after the Rwandan genocide in 1994. Following high school, Valerie had some training in nutrition and learned about drying fruits and making juice out of fruits and vegetables. In 1998, she started a business making carrot juice. She works from her home alongside one employee — her 28-year old daughter. She loves her work and enjoys the process of transforming vegetables into juice. Customers, drawn by word-of-mouth, come to her from her village and the surrounding villages seeking her juice as a curative. Valerie said her biggest challenge in business is lack of financing. Upon completion of the training program, Valerie would like to apply for a loan in the amount of 3 million Rwandan Francs ($5,600) to buy equipment.
A lph o nsin e T wagiramariya
Alphonsine is a widow with three boys from Rwanda’s Southern Province. She sells fruit in the open air markets in the town of Butari. Six days a week, Alphonsine gets up at 5 a.m. to pick up the fruit, taking the produce on loan and paying back the money after she sells the fruit. Alphonsine earns 40,000 Rwandan Francs ($75) a month. With that money, she needs to pay school fees for two of her sons, rent for her house, and food. She struggles every month to feed her family. Upon completing the program, Alphonsine would like to apply for a loan in the amount of 2 million Rwandan Francs ($3,700). With that money, she would start renting a stall in the market in Kigali. The market in Kigali is much bigger than in Butari, and she is confident she could sell a lot more there. N adin e M ukamur e g o
Nadine is a widow from Kigali with seven children, including an adopted one whose parents were killed in the
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Rwandan genocide. Two years ago, Nadine started a business painting beads and selling them to other ladies in her village, who make jewelry from them. Nadine buys her beads from Uganda, but traveling there is expensive and she has very little cash. Nadine would like to get a loan to be able to buy larger quantities of beads and other raw materials. Her dream is to one day own her own shop, where she will sell her beads and other handicrafts. From the training, she would like to find out how to find a strategic location for her shop and how to reach new markets. I mmacul é e M ukamus o ni
Immaculée is a widow from Kigali with five children, two of whom were adopted. After her husband was killed in the genocide, Immaculée decided to start her own bricklaying business. In 2006 she borrowed money from her brother to get the business off the ground, and today employs 16 people. Among the many challenges Immaculee faces are unlicensed competitors who do not pay taxes and can undercut her prices, and workers who demand payment in advance and then disappear. She needs to find newer, lower-cost techniques to make bricks, and money to build a shed because many of her bricks get spoiled during the rainy season. Following the training, Immaculée plans to apply for a loan in the amount of 5 million Rwandan Francs ($9,350).
First Two Professionals Programs Debut
With that money, she would buy equipment to increase her capacity and build a shed.
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From the training, she looks forward to learning more about budgeting and bookkeeping. She plans to train her own employees on the material she learns during the program. This will be the first time her employees will have any training.
WDI Executive Education debuted its first of two “professionals programs” in Riga, Latvia. The four-day Marketing Professionals Program in September in Riga gave participants a new approach to marketing and a set of sophisticated, state-of-the-art marketing tools for achieving success in a competitive and changing world. As part of the program, participants brought their greatest marketing challenge to the program and presented it to the group. They then applied new learning to tackle the challenge and others they face at work. Fellow participants also gave suggestions on how to tackle their work problems. “While I have done marketing for years, I learned many new concepts in this program,” said Ilona Platonova, the Executive Director for AVIRO. Another participant, Nita Jirgensone, a Project Director at Qualitative Research Studio, said the program “offered novel perspectives and innovative approaches to marketing.” Tatjana Kulikova, a Board Member of Advanced Business Consulting Agency said the best executive education programs are those that offer “learning applicable to real-life situations. This is exactly the case with this program.”
(photo above) Two Oracle directors discuss a point in class. (photo below) Oracle employees listen to a presentation.
Oracle WDI Executive Education recently concluded a two-part mini-MBA certificate program for Sales Directors and Consultants from Oracle. In the 11-day program, participants explored marketing, finance, strategy, and organizational behavior. Participants came from Turkey, CIS, and countries throughout Central & Eastern Europe. During the 3-month break between the two program sessions, participants tackled team projects designed by Oracle senior management in consultation with WDI Executive Wducation program faculty. WDI arranged for the presentations to be videotaped and sent to Oracle senior management for review and possible implementation.
Participant feedback was very positive. “The program helped me understand the bigger picture, and it improved my way of thinking from a management point of view,” commented one participant. “A good and interesting training,” said another. The program took place at the Stockholm School of Economics in Riga, one of WDI’s key partner universities. WDI organized a similar mini-MBA program for Oracle managers in 2007. Based on that success, Oracle management decided to run a second program. WDI Executive Education has created many such custom programs for companies over the past decade. Other custom clients have included ABB, InBev, US Steel, and Vietnam National Coal Corporation.
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The four-day HR Professionals Program is running February 3-6, 2009 in Riga. Participants will learn new models and gain a practical set of tools for enhancing their HR department. Topics for this new program include: Change Management; Learning and Talent Development; Strategic Interviewing; Talent Management; Rewarding and Retaining Talent; and Linking HR and Organizational Strategy. “These programs offer deep learning and the latest tools to HR and marketing managers,” said Amy Gillett, Director of Executive Education at WDI. “To be with a group of your peers and share best practices, as well as discuss particular problems, is very beneficial not only to the participants, but to their organizations as well.”
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Educational Outreach was launched in January 2007 with two complementary elements. The first was to develop international business teaching materials, either by authoring them internally with the help of WDI’s team of case writers, or sourcing them externally — including from Michigan’s Ross School of Business (RSB) or WDI professors. The second was to create and manage a global hub for aggregating and distributing these materials to business educators around the world. The hub, www.globalens.com, was launched in summer 2008.
New Online Catalogue WDI’s new online resource for International Business Educators, GlobaLens, was joined by a companion site at Michigan’s Ross School of Business (RSB). The new site: www.bus. umich.edu/FacultyResearch/GlobaLens is a catalogue of teaching material developed by RSB faculty. WDI case writers partnered with faculty to produce some of this work. RSB faculty interested in working with a WDI case writer should contact WDI Executive Director Robert Kennedy. Unlike GlobaLens, the RSB catalogue includes both domestic and international content. WDI administers both the GlobaLens and RSB (catalog only) websites.
Accepting Submissions GlobaLens accepts submissions of internationally focused teaching materials from faculty around the world for distribution on our website. Although WDI develops case studies and partners with the RSB to turn research into teaching materials, we are also interested in expanding our case catalog with completed materials from other sources. Submissions must be well written, based on sound pedagogy, and contain a teaching note. WDI does not provide research or case writing assistance to faculty outside of the RSB. All submissions will be reviewed to assess quality and compatibility with our catalog. Accepted submissions will be professionally edited and formatted at WDI’s expense. Authors are provided with a generous royalty on all items sold. For more information, see http://globalens.com/submissions.aspx. In addition to case studies, WDI is also seeking International Business (IB) syllabi that educators would be willing to share with their
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peers. The syllabi are posted online, but are only accessible by registered educators on the GlobaLens website. The GlobaLens Syllabi Library provides a service to the educational community developing high quality IB courses.
Collections WDI faculty and staff have developed teaching materials for GlobaLens to reflect our specific research interests. We currently have two teaching material “collections” available: Base of the Pyramid and Sustainability. The Base of the Pyramid Collection contains 12 case studies including two award-winning cases. “VisionSpring: A Lens for Growth at the Base of the Pyramid,” written by WDI’s Ted London, won first prize in the 2008 International Oikos Case Competition. The competition, sponsored by Oikos and Ashoka, promotes the development of high quality case studies on corporate sustainability and social entrepreneurship. Another of London’s cases, “Building a Sustainable Venture from the Ground Up: The Mountain Institute’s Earth Brick Machine,” won the Oikos competition in 2005. The Sustainability Collection includes a number of pieces by Stu Hart, WDI’s new director of the Green Leap Initiative, and holder of the S.C. Johnson Chair in Sustainable Global Enterprise at Cornell University. Hart’s cases include pieces about familiar corporate giants such as McDonalds, Monsanto, Nike, and Weyerhaeuser. Hart has long been a thought leader in Sustainability, and WDI is pleased that he is sharing his work with other educators through GlobaLens. Another notable case in this collection is “LivingHomes” by RSB Professor Andrew Hoffman. The case
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is about an entrepreneur who attempted to build a world-class, high end, green building company. This case was a 2008 Oikos award winner. Hart said the cases he has been involved with follow a progression of thinking. The 1993 McDonald’s case “we thought, was really pushing the envelope — and at the time I supposed it was. It was about packaging waste reduction extending out into what was revolutionary at the time, life-cycle thinking and life-cycle design.” The case is “still a great way to teach life-cycle analysis. It still works,” he said. The 1998 Monsanto case was getting into more world development and creating clean technology, Hart said. The Nike case was the first BoP case on “how to develop affordable footwear products in China.” WDI also is in the process of developing an IB Tools Collection. This will consist of a number of cases, mini-cases, and notes outlining fundamental IB concepts.
Community GlobaLens includes a forum for IB educators to discuss courses, teaching materials, and pedagogy. Educators can share experiences and learn from others about what works in the classroom. We hope to build a vibrant community of interest especially around the material in our special collections. This community is restricted to registered educators.
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Green Leap
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he three-year Green Leap Initiative (GLI) was started in July 2008. The initiative will explore how leapfrog technologies can drive economically and environmentally-sustainable development. GLI will collaborate with the University of Michigan’s Erb Institute for Global Sustainable Enterprise and Cornell University’s Center for Sustainable Global Enterprise. The past few years has seen an explosion of innovation on sustainability. However, the vast majority of clean tech start-ups are focused purely on sustainable technology development looking to penetrate the high-end “green” markets at the top of the economic pyramid. The hope is that the technology will “trickle down.” Hart believes that little attention has been paid to creative commercialization strategies or distribution models for these clean technologies targeted at the base of the economic pyramid.
(photo on left) Hart speaks at the International Workshop of Green Leap Initiative at the School of Economics and
Hart says a new strategy is needed. Because clean technologies are almost always “disruptive,” the BoP is often the best place to focus initial commercialization efforts. Unlike the traditional model of rapid industrialization, which relies heavily on conventional, unsustainable technology, this new approach to development seeks instead to fuel growth through the incubation and rapid commercialization of the green technologies of tomorrow. Through such a strategy, the emerging economies of the world could become the
breeding ground for the Green Leap Revolution. “The idea behind the Green Leap Initiative is, ‘How do we get to a more sustainable world on a commercial basis?’ The best place to begin to look is not in the currently served markets, but rather in the underserved markets where the infrastructure hasn’t been built out. In these markets, it’s possible to construct a new next generation form of living and infrastructure from the beginning,” Hart said.
Disruptive technologies are those that threaten incumbent — or established — technologies in currently served markets. A new solar infrastructure, for instance, would have implications for the coal mining industry and coal-fired power plants. Disruptive technologies include biomaterials, biomimicry, wireless information technology, sustainable agriculture, nanotechnology, point-of-use water purification, renewable
“ The idea behind the Green Leap Initiative is, ‘How do we get to a more sustainable world on a commercial basis?’ The best place to begin to look is not in the currently served markets but rather in the underserved markets where the infrastructure hasn’t been built out.” – Stuart Hart, Director of the Green Leap Initiative
Much of what passes for ‘green’ today is incremental — saving energy, reducing waste, curbing pollution. Efforts to bring truly clean technology, which would result in a dramatic reduction in impact on the Earth, are extremely difficult. The primary reason is that the infrastructure is fully built out and the incumbent firms have a lock on things and have a vested interest in keeping things the way they are. “It’s difficult to bring these next generation, potentially inherent clean technologies forward on a commercial basis in established marketplaces,” Hart said.
energy, and distributed generation. These hold the keys to solving many of the world’s global environmental and social challenges, Hart said. Additionally, these technologies represent enormous business opportunities for those companies able to develop the competencies needed to effectively commercialize these “leapfrog” green technologies. Hart said China offers an ideal laboratory to launch the Green Leap Initiative because of its size, growth rate, environmental problems, social challenges, and clean technology potential. The country’s rural east, as well as
Management at Tsinghua University in China.
(photo on right) From left: Xiaojian You, Green Leap Research Associate; Mark Milstein, Cornell University; Hart; Professor Jianjun Shi, Vice President of Nanjing University.
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its central and western regions, provides a fertile breeding ground for innovators seeking to stake out the future in renewable energy, distributed generation, point-of-use technology, biomaterials, and wireless IT, among others. Hart said China has the potential to shatter the myth that a country can’t have economic growth and environmental sustainability.
– WDI Executive Director Robert Kennedy
“You get rid of that presumed tradeoff,” he said. “You see that it is possible to imagine these next generation technologies fueling local economic growth and development, building livelihoods, creating jobs, increasing income, and also moving to tomorrow’s inherently clean technology at the same time.”
Hart chats with Professor Jining Chen, vice president of Tsinghua University.
“That is what has the greatest potential and why the Chinese are so excited about it.” In the first year, the initiative will build relationships and partnerships in China. The China Entrepreneurs Club (CEC) has emerged as a key potential partner, and in December hosted Hart and his Research Associate Xiaojian You. Long-term relationships with several Chinese universities are being explored, as are partnerships with at least two corporations — a multinational with an interest in disruptive green tech commercialization in China and a company active in the clean tech space. While in China, Hart and You also had meetings with key Chinese government ministries. Year one activities will also include the crafting of a journal article defining the “green leap” space, and an initial conference/workshop involving the key U.S. and Chinese partners to define the work plan for the subsequent two years. The Green Leap Initiative will develop internships for Michigan students in summer 2009. “I’ve worked most closely with Stu on base of the pyramid issues,” Kennedy said. “He is one of the original thinkers in that space. He developed the BoP Protocol working with companies to co-create insights in the field.” GLI “is an initiative that spans environmental and sustainability issues, as well as poverty
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“ This is an exciting development for the Institute to bring in two strong leaders in their fields. Both David and Stu are really focused on integrative work, which lies at the heart of WDI. We embrace academically rigorous work that has practical impact on the ground.”
alleviation, so it brings both topics together.” Hart is the author of the book, Capitalism at the Crossroads, and a WDI research fellow. Before joining Cornell in 2003, he was the Hans Zulliger Distinguished Professor of Sustainable Enterprise and Professor of Strategic Management at the University of North Carolina’s Kenan-Flagler Business School, where he founded the Center for Sustainable Enterprise and the Base of the Pyramid Learning Laboratory. Previously, he taught corporate strategy at the University of Michigan Business School and was the founding director of the Corporate Environmental Management Program (CEMP), a joint initiative between Michigan’s Business School and School of Natural Resources and Environment. Hart’s research interests center on strategy innovation and change. He is particularly interested in the implications of environ-
mentalism and sustainable development for corporate and competitive strategy. He has published over 50 papers and authored or edited five books. He wrote the seminal article “Beyond Greening: Strategies for a Sustainable World,” which won the McKinsey Award for Best Article in Harvard Business Review in 1997, and helped launch the movement for corporate sustainability. With C.K. Prahalad, Hart also wrote the path-breaking 2002 article “The Fortune at the Bottom of the Pyramid,” which provided the first articulation of how business could profitably serve the needs of the four billion poor in the developing world. Hart earned his Bachelor’s degree from the University of Rochester (General Science), Master’s degree from Yale University’s School of Forestry and Environmental Studies (Environmental Management), and Ph.D. from the University of Michigan (Planning and Strategy). > C O V E R S T O R Y C O N T. O N P A G E 2 2
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The Business of Healthcare
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r. Canter joined WDI in December as the Director of Healthcare Research. The new initiative will examine how healthcarerelated businesses evolve in developing countries and what factors hinder or help their development. It will partner with companies, government agencies, universities, and NGOs in the healthcare arena. Together, they will study how public policy and the actions of private companies and organizations influence the dependence of a country on foreign aid for healthcare, and the impact on businesses supporting health systems. Carrying on work he started in Rwanda during a six-month stint as a Pfizer Global Health Fellow, Dr. Canter also will generate research on how management skills can be better developed and measured in healthcare workers. The goal of the new initiative is to create a market-based protocol to assist developing countries transition from donor-driven healthcare systems toward fully autonomous systems. As a country transitions from a donor dependent to an autonomous healthcare system, the importance of education, private businesses, supply chains, and infrastructure systems increases dramatically. Management and leadership skills are required throughout the system in order to motivate the healthcare staff, mobilize community leaders and
volunteers, and manage the limited budgets to bring the greatest possible benefits to patients. The goal is for WDI to create a research-based, healthcare strategy group that will build the knowledge of how to create an autonomous healthcare system that meets the specific needs of a developing country.
“ If you improve management skills then a health center will be more effective in delivering healthcare and the health of a community would benefit.” – David Canter, Director of the Business of Healthcare Research initiative
“The core of healthcare is the doctor-patient or nurse-patient relationship, but that’s a relatively small part of the overall healthcare system,” Dr. Canter said. “Surrounding this core are many businesses that support it with supplies, diagnostics, drugs, etc. but in developing countries these can be very slow to start. A lot of NGOs and other organizations provide some of this, in many cases for free. But free can be an inhibiting factor that
prevents the development of commercially viable organizations.” Dr. Canter notes that the primary focus of healthcare in many developing countries is on immediate needs, “on the here and now, on the patient who has TB or the patient who has AIDS, who needs treatment and working out a system to get it to them.” This approach, Dr. Canter said, leads to a vertical approach to healthcare, “a sliver of a healthcare system.” For instance, half of the foreign aid for Rwanda is for HIV treatment and research. But only 3 percent of the people there are infected with HIV. Meanwhile, only 1 percent of aid goes towards stopping ailments such as pneumonia and diarrhea which can be deadly in Rwandan children. “The strategy of foreign aid is not necessarily the strategy of what a country needs,” he said. The initial foci of the Business of Healthcare Research are expected to be the relationship of improved management skills with health outcomes, and the potential to speed healthcare system transition through the use of technology. Dr. Canter is developing an academic article that explores these issues. “If you improve management skills, then a health center will be more effective in delivering healthcare and the health of a community would benefit,” he said. “So one potential deep dive would be to do a study
David Canter recently spent six months in Rwanda working with healthcare workers as part of a fellowship.
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news where you follow a health center that is better in management skills and compare it to another district health center that has better resources but is not focused on management skills and demonstrate that some key important healthcare indicators are actually better. Now I can’t absolutely prove cause and effect, but we might be able to conclude that management skills are an important factor.”
WDI Welcomes New Board Member Dan Glickman, a longtime Congressman and former White House Cabinet member, has joined the WDI Board of Directors. He attended his first board meeting in December. He replaces the late Tom Lantos on the board.
The initiative is new and detailed plans are still being developed. One likely activity will be a workshop involving 15-20 people to explore the thinking around the development of healthcare as a business in emerging and developing countries, and to scope the potential research opportunities for subsequent years. It is expected that student projects will be sourced through partners in this area, and teaching materials will be developed in collaboration with WDI’s Educational Outreach. “One of our missions at the Institute is supporting international activities at the University of Michigan and this initiative will allow us to develop closer connections with the Schools of Public Health and Medicine,” Kennedy said. “I am looking forward to that.” The business side of healthcare has been neglected, Kennedy said. “We are extremely happy to have David with us,” he said. “He has carved out an agenda that will have high impact both in the field and at the Institute.” Dr. Canter’s career covered cardiovascular clinical research, drug development and management of R&D facilities first in Paris and then in Michigan. He was responsible for the development of several marketed medicines, the most notable being Lipitor (atorvastatin) — the world’s top-selling drug since 2001. Dr. Canter is a Fellow of the Royal College of Surgeons of London, and a Member of the Faculty of Pharmaceutical Physicians (UK). He has degrees from Cambridge and Liverpool Universities.
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Dan Glickman
Glickman is chairman and CEO of the Motion Picture Association of America, Inc. (MPAA). The MPAA serves as the voice and advocate of the American motion picture, home video and television industries.
Prior to joining the MPAA, he was the director of the Institute of Politics located at Harvard University’s John F. Kennedy School of Government. He represented Kansas in Congress for 18 years and later served as Agriculture Secretary under President Bill Clinton from 1995-2001. Bill Davidson said he is pleased to have someone of Glickman’s stature and intelligence on the board. “Dan Glickman has developed considerable insights into many of the issues impacting emerging markets in his years as a congressman from Kansas, U.S. Secretary of Agriculture, a practicing lawyer, and now as Chairman and CEO of the Motion Picture Association of America,” Davidson said. “He also has been a very active and loyal alumnus of the University of Michigan. I know that Dan shares many of the values that motivated Tom Lantos’ career in public service and I cannot think of a more fitting successor on the Board of WDI.”
“ As Department of Agriculture Secretary, and as a congressman, I came to understand the need developing economies have for practical, project-based assistance like that supplied by the William Davidson Institute.”
“All of us are really grateful that he is willing to serve the University in this capacity.” Glickman thanked Davidson for the opportunity to serve on the board. He said his interest in incubating market economies in developing nations came long before his work at the MPAA. “As Department of Agriculture Secretary, and as a congressman, I came to understand the need developing economies have for practical, project-based assistance like that supplied by the William Davidson Institute,” Glickman said. “The need for these programs has only been underscored by my experience at the MPAA. As movie making becomes more and more an international enterprise that can bestow benefits and understanding to both indigenous people and those of us from the ‘outside’ who operate in transitional economies, institutions like WDI only increase in importance.” “The fact that I am a University of Michigan alumnus only increased my desire to serve as member of the WDI board of directors.”
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BOOK
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“ Professor Kennedy gives the most comprehensive and practical guide to finding value and managing risk. The Services Shift is must-reading for anyone crafting a global competitive strategy.” – Dr. John Sviokla, Vice Chairman of Diamond Management & Technology
E X E C U T I V E
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09 CALENDAR Goldman Sachs: Business Plans Presentation � Kigali, Rwanda | Feb 9-11 HR Professionals Program � Riga, Latvia | February 3-6
“ The Services Shift is a comprehensive, thoughtful and immensely readable book. I recommend it for every manager who faces global competition.”
Goldman Sachs: Introduction to Entrepreneurship & Business Strategy � Kigali, Rwanda | Feb 16-19
– Mark Hodges, Chairman and Co-Founder of EquaTerra, Inc.
HRN Workshop � Vienna, Austria | Feb 26-27
T he Services Shift provides “direct actionable inputs for the business manager on how to best leverage and benefit from the offshoring revolution.”
Goldman Sachs: Developing a Business Plan � Kigali, Rwanda | Mar 9-11
– N. Chandrasekaran, Chief Operating Officer of Tata Consultancy Services
Goldman Sachs: Starting/Operating a Business � Kigali, Rwanda | Mar 23-24
“ Kennedy excels in his ability to connect a huge macro global trend to the micro level of an organization and its processes. A must-read for corporations dealing with global competition, as well as for seasoned practitioners and providers.” – V.N. “Tiger” Tyagarajan, Executive Vice President of Genpact “ The Services Shift provides unique insights into the strategic drivers behind the outsourcing and offshoring of services, and an invaluable set of tools to help manage the decision process.” – David F. Dougherty, President and CEO of Convergys “ The Services Shift…is essential reading for executives who look to capitalize on the continued promise of globalization.”
Building an Effective Workplace Scorecard � Santiago, Chile | Mar 16-17 Goldman Sachs: Budget & Management Accounting � Kigali, Rwanda | Apr 20-23 Marketing Professionals Program � Prague, Czech Republic | April 23-25 Goldman Sachs: HR/Organizational Management � Kigali, Rwanda | May 4-6 Goldman Sachs: Marketing � Kigali, Rwanda | May 18-20 Strategic Management Program � Riga, Latvia | May 18-29 Goldman Sachs: Financial Accounting & Loans � Kigali, Rwanda | June 8-11 Goldman Sachs: Cohort Consulting � Kigali, Rwanda | June 22-26 Goldman Sachs: Business Presentations & Awards � Kigali, Rwanda | July 8-10 More program listings can be found at www.wdi.umich.edu/ExecutiveEducation
– Mike Johnston, Chairman of Visteon
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