2010 total conference summary.final - gbsn · partnerships are formed. there was a consensus from...
TRANSCRIPT
CONFERENCE SUMMARY
TableofContents
ConferenceSummary 1
Sponsors 12
Agenda 14
ParticipantList 18
1
ConferenceSummary
OpeningRemarksSimonJohnson,Professor,MITSloanSchoolofManagement&SeniorFellow,PetersonInstitute
Simon Johnson, former ChiefEconomist at the IMF, Professor ofEntrepreneurship at MIT and co‐authorof13Bankers:TheWallStreetTakeover and The Next FinancialMeltdown, opened the conference
with a discussion on the recent financial crisis. Dr.Johnson stressed the need for business schools toengage in a paradigm shift as well as a change ofconsensusinhowbusinessisbeingcarriedout.Dr.Johnsonstressedthatthe“toobigtofail”problemiscentral to the environment we face today andoffered historical insight into the tensions betweentheconsolidatedpowerofbanksandUSdemocracy.To restore health and balance to the economy,Johnson argued that themegabanks of our currentsystemneedtobebrokenupandtheirpotential tocauseadevastatingrippleeffectremoved.
DardenCaseDiscussionWorkshopJay Bourgeois, Professor of Business Administration&SeniorFellow,DardenCenterforGlobalInitiatives,DardenSchoolofBusiness,UniversityofVirginia
Jay Bourgeois introduced thetechnique of interactive, live casediscussion to non‐business schoolprofessors by presenting two shortcasesandengagingtheaudienceinacase discussion. One case coveredaccounting and strategy issues; the
secondaddressedanethicaldilemmainanemergingeconomy. The case method of teachingdemonstrates that learning is conducted byconversingwithoneanother;andthatconversationisaneffectiveeducational tool.Thecasemethod isusedtoteachstudentscriticalthinkinganddecision‐making skills by presenting real‐life decision pointsandthelimitedinformationavailabletothedecisionmaker. Dr. Bourgeois stressed the importance ofinteractionbetweenthepresenterandtheaudience,which influences the group’s feedback and thedynamicsofthediscussion.
AccordingtotheCaseMethod,thereare4stagesoflearning:
1. Reading and forming one’s ownideas/perspective.
2. Groupingwithotherstoshareperspectives.3. Back and forth conversation which moves
forwardandleadstonewideas.4. Reflectionandconnectingthedots.
PitchDingmanJudgingPanel:NoraBrown,COO,GlobalBusinessSchoolNetwork(GBSN),JohnLaPides,CEO&FounderoftheShadowPointAdvisor,HenryGeller,Founder&OwneroftheSoDelConceptsThe Dingman Center for Entrepreneurship at theSmithSchoolofBusinessisatop‐tierentrepreneurial instituterecognizedaroundtheworldasa leader inenterprisecreation.Forwardlookingandcommunityfocused,theCenteractivelyencouragesareal‐worldbusiness culture that innovatively bridges thetheoretical with the practical. The Pitch Dingmanprogramallowsstudentstopresenttheir innovativeidea to investors and partners within a limitedtimeframe. This provides students with a risk‐freeopportunity to develop business ideas and getimportantfeedbackontheviabilityoftheirbusinessconcepts.
During this session, a Pitch Dingman Competitionwas held between three entrepreneurs from theSmithSchoolofBusiness.Eachentrepreneurgaveafive‐minute pitch during the session and then tookquestionsfromthejudgingpanelandtheaudience.Three very different business ideas were pitchedfromasmall,aerialsurveillancedevice,toanonline
2
platform for secure, international manufacturingtransactions,toanearlychildhoodlearningprogram.While the pitches were all well delivered, and thethree business ideas all quite feasible, the judgesawarded the first prize of $1,000 to Leading StartKids, the pre‐school, with a second prize of $250awarded to TAI, the import‐processing platform.TheAudienceChoice awardof $250was also giventoLeadingStartKids.
HealthManagement:AssessingtheImpactFacilitator:Dr.MichaelBzdak,DirectorCorporateContributions,Johnson&JohnsonThissessionlookedatthevalueofmanagementandleadership training in the health sector and thedifficulty of assessing its impact. The group looselydefined theoutputas the trained individuals,outcomeas the intermediate changeswithin theseorganizationsasaresultoftheskillsimpartedduringthe training; andthe impactas the contribution tohealth outcomes as a result of bettermanagementandleadership.
There was consensus among the discussants thatmanagement training for health professionals wascritical for improving the efficiency and efficacy ofhealth systems. However, it is difficult to trainmanagers in a field that respects and rewards thetechnical and clinical capacities of its workers.Additionally, inorder to seea systemic impact,onecan’t simply “train the lonely health worker”because it isdifficult forasingle individual tomakean impactwithin theirorganization.Someworkhasbeen done in training teams of health careprofessionals and a positive impact has beenmeasured. Management Sciences for Health has
shownexamplesofworkingwithteamsonproblemsolving skills in their own settings and have madeprogress in establishing links between inputs(managementpractices)andtheoutcomes(reducingmorbidityandmortality).
Experiential/Field‐basedLearningFacilitator:LeifSjoblom,ProfessorofFinancialManagement,IMDBusinessSchoolParticipants discussed the internationalopportunities and challenges for students to gaindirect hands‐on experience in tackling businessproblems.Althoughprogramsitesandcontentwerediversifiedamong theparticipants, several commonprinciplesandconstraintswereidentified.
Experiential learning provides students theopportunity to capture a broader educationalexperience (such as incorporating the culturalbackgroundoftheirprogramsites)versuslearninginthe classroom. Educators and students value thistype of integrative education rather than acurriculum solely focused on functional lessons.Thereareseveralconstraintstothistypeoflearningthough.Oneoftheconstraintsisthelackoftimeinasemester to ensure a high quality product. Additionally, the short timeframe often preventseducators from focusing on reflection despite itsimportance. Measuring the value of experience isalso difficult, although capturing qualitativeinformation from both students and clients offerssome measure of quality and value. Cost is also achallengeasfieldworkoftenrequirestransportationandlogisticsnotmetbytuition.FacultyhavefoundcreativesolutionstothisproblembyusingprogramssuchasSkypeforvideoconferencing,acombinationof desk research and short site visits, andinformation from previous field‐trip participants tomitigatesomeofthechallenges.Additionally,many
3
schools have recognized that the benefits ofexperientiallearningfaroutweighthecostsandhaveset up specific funds to allow students to do fieldwork and gain the firsthand experience needed tocompeteinthemarketplace.
Non‐TraditionalRolesforBusinessSchoolsinSocietyFacilitators:BillKramer,Sr.AssociateDirector,CenterfortheAdvancementofSustainableEnterpriseColoradoStateUniversityCarlHammerdorfer,Director,GlobalSocial&SustainableEnterpriseColoradoStateUniversityParticipants discussed the different roles thatbusiness schools can and do play to improve socialwelfare. For example, UC Berkley’s Haas School ofBusiness has been implementing a program thatpartners students with McKinsey Consulting tolaunch social innovation banks that provideresourcesforsocialentrepreneursaroundtheworld.This program is coordinated by the student bodywithsomehelpfromthefaculty.Boththestudentsand the consulting company benefit from theprogram, resulting in satisfied customers and anincreaseinclients.This is just one example in which business schoolscanleveragetheirstrengthstohaveapositivesocialimpact. Other areas of social impact in whichbusinessschoolsengagearesocialentrepreneurshiptraining, the triple bottom line approach, and BOPresearch and market analysis. Many of theseactivitiesarenotnewtobusinessschools,butadapttraditionalbusinessschoolprogramstohaveamoresociallyorientedfocus.
CorporateGovernanceFacilitator:SteveWallenstein,DirectoroftheDirectors’Institute,RobertH.SmithSchoolofBusinessThis session provided a discussion on thecomparative analysis of corporate governancesystems. Participants shared their professionalexperiences from domestic and internationalprojects ofworking in corporate governancenotingcommonchallengessuchastheneedforprotectionforminority shareholderpositionsandthedifficulty
of implementing corporate governance for family‐businesses.TheCenterfor InternationalSocialEnterpriseattheUniversity of Maryland has done corporategovernanceworkinColumbia,RussiaandPhilippineswhere it instituted a scorecard system to measurecorporate governance at publicly listed companies.Their findings concluded that corruption remains aconsiderable problem, and there is a need todevelop a common definition across cultures andnationsofwhatcorruptionis.Insomecountriestheuse of technology has overcome some of thecorruptionproblemsdueto increasedtransparency,such as in India where all building records weredigitizedthusremovingcorruptioninthatsector.
ResponsibleManagementEducation&theOathProjectFacilitator:RichLeimsider,SeniorProgramAssociate,TheAspenInstituteBusinessandSocietyProgramThe Oath Project is a new NGO founded incollaborationby theWorldEconomicForum,AspenInstitute, UN Global Compact and several otherparticipating NGOs committed to advancing theconcept of a universal oath for business schoolgraduates.Infieldslikelawandmedicine,graduates
commit to professional and ethical practice atgraduation. The Oath Project aims for a similarcommitmentforMBAgraduatesto“professionalize”the practice of management.Participants exploredthepossibilityofcreatinga“globalbusinessoath”asa means of defining a standard of integrity andservicetosocietyforbusinessleaders.TheOathraisesquestionsabouttheroleofbusiness
4
educationtoteachethicsandexpectationsforMBAsandotherbusinessleaderstocontributetoabetterworld. However, changing traditional businesscurriculum is challenging and controversial; manypeople do not believe the system is broken.Ultimately, The Oath Project believes businessleaders should “hold themselves to the higherstandard of integrity and service to society that isthehallmarkof a trueprofessional”. GBSNand itsmembers will continue this discussion via GBSNConnect.
CompetitorsasPartners:TheFeasibilityofConsortiaFacilitator:BrentChrite,Dean,MontclairStateUniversity’sSchoolofBusinessThe Feasibility of Consortia Round Table Sessionaddressed the challenges business schools face intrying to collaborate with one another and thebenefits that are realized when successfulpartnerships are formed. There was a consensusfromthegroupthatbusinessschoolsdohavemanythings to gain from the partnerships. Formingpartnerships leads to an overall increase in benefitfor participant schools given that each schoolconcentratesonwhattheyareproficientin.
The group then discussed some key elements ofsuccessful partnerships, including agreed uponoutcomes, the presence of institutionalcommitment, an accurate understanding of eachpartner’s capabilities, and genuine faculty interest.With these critical ingredients in place, businessschools can form meaningful partnership andmeasure their success through measurableindicators and benchmarks. Such evaluations will
ensure thatallpartiesareheldaccountable,andallparticipantsgainvaluefromthepartnership.
PlenarySession:Innovation&ImpactofManagementAcrossSectorsExperts from various sectors – health, agribusiness,education,andNGOsharedstoriesofthesuccesses(andfrustrations) intheapplicationofmanagementpracticesintheirfields.Thissessionfocusedonhowthe practices of management can improveinnovationandimpactofthreeorganizations.CleopaMailu,ChiefExecutiveOfficer,TheNairobiHospital
Facing stagnant growth, increasingcosts of care, and high staffturnover,NairobiHospitalwas riskingclosure. The institution neededstrongleadershiptocomeinandturnit around. Dr. Mailu and his team
were able to do this through improved processes,investment in infrastructure, improved quality ofcare, and strengthened organizational decision‐making.SomeapproachesincludedincreaseduseofICT, outsourcing non‐core business functions,convincing the hospital board of the importance ofmaking investments, and empowering the workforce. On the point of investments, Dr. Mailuarticulated the importanceofbalancingprofitabilityandaccessibility. Surplusesarenotcausedbypriceincreases, but cost containment and efficientmanagement practice. Managing health careorganizations effectively is critical; hospitals arebusinessesthathavetoberunefficiently.Dr.Mailuconcluded by saying that the application of soundmanagementandleadershipskillswaskeytoNairobiHospital’s success, and success in health caretranslates to higher quality care and better healthoutcomes.MaryLizKehler,DirectorofPlanning,FundaciónParaguaya
ThemissionofFundacionParaguayaisto develop innovative solutions topoverty in Paraguay and apply thesesolutions around the world. Initiallycreated as amicrofinance institution,theorganizationtookoverabankrupt
5
agriculture school in an arid region, and appliedbusiness and management principles to make theschool financially sustainable after only five years.The goal to become financially self‐sufficient wasrealizedbyutilizingthemanybusinessopportunitieson the campus. Rather than looking at what theorganization thought students should know, theylooked at what the market was tellingthem.FundacionParaguayabroughtpeople in fromthe microfinance program (trained in managementprinciples) to work with students on thedevelopmentofbusinessplansfortheprojects.Theschoolthenprovidedhands‐ontrainingandassistedstudents with the financial operations of thebusinesses. This approach not only led to financialsustainability, but provided the students withinvaluable experience in agribusinesswhile offeringthecommunityfresh,localproducts.MariKuraishi,PresidentandCo‐founder,GlobalGiving
GlobalGiving is an innovative non‐profit offering a transparent, high‐impactway for funders to donate tointernational charities. GlobalGivinghelps to serve grassroots charitableorganizations by giving them access
to new donors, online fundraising training, mediaexposure and a cost‐effective online fundraisingplatform. Locally run projects with creative ideaspreviosuly out of reach from traditional fundingmechanisms now have access to new sources offunds.WhileGlobalGivinghasbeenquitesuccessful,theyhavefacedmanychallengesalongtheway.Onechallenge for GlobalGiving was the requiredoversight on all expenditures made by theirgrantees.Aninnovativesolutionwasthecreationofcreditcardsforeachoftheirgrantees.ThisallowedGlobalGiving to oversee transactions and providedan easy way to transfer donated funds. Anotherchallenge currently faced is the limited wagestructureofnon‐profitsandtheresultingdifficultiesinattractingandretainingtalentedstaff.Inordertoovercomethischallenge,GlobalGivinghasemployedcreative HR practices which has allowed them toattractqualityapplicants.
ProjectShowcase&ReceptionExhibitors from Business Schools, NGOs, and thePrivate sector highlighted tangibleprojects that are
making a difference on the ground through a one‐hour networking poster session.This gaveparticipantsof the conferencea chance to see thatinitiatives that these organizations and institutionsare working on. The participants of the ProjectShowcasewere:
• GlobalBusinessSchoolNetwork&GBSNConnect• University of Maryland's Robert H. Smith School of
Business• INSEADSocialInnovationCentre• CIBER• TheBusinessBridge• GMAC• OverseasPrivateInvestmentCorporation(OPIC)• Thunderbird & IDB's "Strengthening Women
EntrepreneurshipinPeru"• GlobalGiving• AspenNetworkofDevelopmentEntrepreneurs(ANDE)• EFMD• EmeraldPublishingLimited• CaseSense• FundaciónParaguaya• CenterfortheAdvancementofSustainableEnterprise
(CASE),ColoradoStateUniversity
Bottom‐upEntrepreneurshipforDevelopmentIqbalQuadir,Founder&Director,LegatumCenterforDevelopment&EntrepreneurshipatMIT&Founder,GrameenphoneLimited
WhenIqbalQuadir,bornandraisedinBangladesh, searched for a college toattend in the US, he was surprisedthatmanygoodschoolswere locatedoutsideWashington,DC.Applyingthelogic that the best universities and
services in Bangladesh were concentrated in thecapital city ofDhaka,Quadir expected that suitableUS colleges would only be found in the capital.Knowing that Bangladesh was a poor country andthe US a rich one, Quadir saw a link between this
6
disparity inwealth anddifferences in distribution—meaning, concentration versus dispersion—offacilities between the two countries. Later, Quadirrealizedthatdispersionofpowerhadhistoricallyledto economic progress in rich countries, whereopportunities were widespread. In contrast,concentration of power was impeding progress inpoorcountries,whereopportunitieswererestrictedtoanarrowurbanelite.IntheUS,forexample,propertyownersstartedouton relatively equal economic footing and organizedtheir democracy together. In this way, power hadbeen dispersed from the beginning. In Europe,power had been concentrated in monarchies, butdispersion was achieved over centuries as citizensgained economic clout. Through innovations intechnologies and commerce, people were able towiden the base of power and demand checks andbalances. Since innovations and commerce were akey factor in achieving dispersion of power inEurope,Quadirrecognizedtherolethat innovationsand entrepreneurship could play in dispersingeconomic and political power in poor countriestoday.
In the early 1990s, Quadir recognized that thecascadingpricesofdigital technologieswouldmakemobilephonesaffordableforthepoor.Furthermore,since mobile phones would allow the poor tocapitalizeon timeandeconomicopportunity, theseproductivity gains would lead to immediateeconomic gains for individuals. In this way, peoplewouldbeabletoaffordmobilephonesandservices,and would be willing to pay for them in order toreceivean immediateeconomicbenefit.Quadir feltthat, ifhecouldfindawaytodistributethephonestothepoor,thistechnologycoulddisperseeconomicpowertothemassesinBangladesh,acountrywhereonlyonein500peoplehadaphoneatthetime.
In1994,Quadirusedhissavingsandfundingfromanangel investor to register his company, Gonofone(meaning, “phones for themasses” inBengali), andlefthisjobasaninvestmentbankerinNewYorkCitytoreturntoBangladesh.Gonofonebecamealaunchpad for the company today known asGrameenphone. Quadir pioneered an innovativepartnershipincludingGonofone,TelenorofNorway,to provide telecommunications expertise, andGrameen Bank. By capitalizing on Grameen Bank’srural borrower network, Quadir found a way todistribute phones to Bangladesh’s rural areas.Likewise, village phone ladies receiving microcreditloans from Grameen Bank opened businesses toretail the phone services, which allowed villagerswith initially lowpurchasingpower topayon apercallbasis.Grameenphone is now the largest mobile phoneprovider in Bangladesh, and has sparked a vibranttelecom sector, providing access throughout thecountry. In other words, “phones for the masses”has become a reality.Grameenphone also providestheBangladeshigovernmentwithover$300millionannually in tax revenues. The key lesson QuadirdrawsfromtheGrameenphoneexperienceisthatitis possible to create a win‐win‐win situation byprovidingproductivitytools,suchasmobilephones,to the masses. First, citizens gain in productivity,allowingthemtopayforthistool.Inturn,providersgainprofits by selling the tool.Overall, society as awhole gains in terms of economic and socialbenefits.Chiefamongthesebenefitsistheeconomicempowerment of ordinary people, representing adispersion of economic power. Quadir’s experiencewith Grameenphone led him to establish theLegatum Center at MIT, which supports MITstudents in creating for‐profit enterprises in poorcountries, which can give rise to bottom‐updevelopment.
CEOPanel:ManagementChallengesinEmergingMarketsHigh‐level executives from internationalcorporationsdiscussedtheobstaclesandadvantagesofworkinginfrontiermarkets.
7
FolaLaoye,GroupManagingDirectoroftheHygeiaGroup
TheHygeiaGroupisoneofthelargestprivatehealthHMO’s inNigeria. Dueto poor health services provided bythe public sector in Nigeria, theprivatesector inthe last15yearshashad has stepped in to create
additional capacity and fill the gap; it is nowdelivering50%ormoreofhealthcareservices.Ms.Laoye,asGroupManagingDirector,faceschallengesinmanagementincludinglimitedaccesstofinancing,poorhealthoutcomes,andtheongoingbraindrain.Ms. Laoye was challenged to create a professionalmanagement team. In a sector that promotes thebest clinicians to the top and in a country with alimited human capital base, Ms. Laoye was facedwithadifficultproblem.Physiciansareoftenusedasthe leader of a clinical team, but most are notpreparedforthebusinessmanagement.Toimprovethemanagementskillsofphysicians,shehasbroughtin managers from other unrelated sectors to workalong side the medical doctors, while supportingphysicians undertaking executive managementtraining. She was able to partner with LagosBusinessSchoolwherephysiciansreceivedexecutiveeducation training to improve their leadership andmanagementskills.EdwinFuller,President&ManagingDirector,InternationalLodging,MarriottInternational
Mr. Fuller is responsible forinternational operations of MarriottInternational,whichplanstoincreaseits presence in emerging markets.Marriottviewsemergingmarketsasawhite space with tremendous
opportunities to grow. In working in internationalmarkets, sometimes the cultural values andcorporate values may not mix. For example,Marriott International corporate values believe intaking care of the Associates so that in turn theirAssociates will take care of the customers. It wasdifficult to make Associates understand that thesevalueswere genuine. For those used to dictatorialenvironments, empowerment was a newexperience, and Marriott International had toconvincetheirassociatesthattheyweresincere.
Oneofthemostdifficultchallengesformanagers istoadapttothelocalculture.Onehastounderstandthat if itworks inonecountry itwillnotnecessarilywork in another. For example, in China all citiesfunctioninadifferentwayandtheyhavetoaccountfor this within each hotel. You must first buildsensitivitytothecultureinwhichyouareoperating,which includes understanding the full countryhistory and its challenges. It is imperative toconvinceassociatesandinvestorsthatyousincerelywant to understand their culture, community, andvalues. It is not about dumping money into thecountry, but rather rolling up your sleeves andparticipatinginthecommunity.WilliamHutton,President,TitanSteelCorporationMr. Hutton was brought in to help realign thecompany to reflectchangingpatternsof supplyanddemand.Fromtheearlydays,thecompanybroughtinexpats towork in internationalmarkets,but thatwas not sustainable for the long term and localhiring became more common. When hiring locally,Mr.Hutton finds that theemployees thathavehadany experience working or studying in the U.S orabroad had skills far beyond those that did not.Potential employees with international experience
were looked highly upon ascompared to thosewhodidn’t. Thisinternational exposure allowed localhires to better understand thecorporate culture and gave them anadvantage in working in amultinationalcompany.
Other skill sets discussed by the panel that theyfound beneficial include: exposure to a marketoutsideoftheirowncountry,communicationskills,abroad business background and an attention todetail. The best employees have a willingness tounderstandalocalcultureandpeople.Thestudyof
8
management is critical, but one needs to recognizethat there are differences between managingstrategiesindifferentcountriesaroundtheworld.
WrapAroundServices:TheImportanceofMentoring&NetworkingFacilitator:EllenSoriano,ProgramDirector,UniversityofAsiaandthePacificParticipants discussed the important nature ofwraparoundservices,definedhereas themultitudeof support services provided to entrepreneurs andbusiness owners in addition to training whichprovide a bridge between in‐class education andreal‐world enterprise. Mentoring, one of themostimportantofsuchservicesprovidesopportunitiesforleadership development, confidence building, andproblem solving. Additionally, providing a platformfor peers to network with each other andopportunities for such networks to come togetherbuilds a strong community which offers support,advice, and business solutions to small, growingbusinesses. These services are often viewed asproviding more value to entrepreneurs than theclassroomtrainingitselfduetotheirongoingnature,their dynamic structures, and theirmechanisms forcontinuedlearningandsupport.
MeasuringImpact&ResultsinEntrepreneurshipFacilitator:PeterBamkole,Director,EnterpriseDevelopmentServices,Pan‐AfricanUniversityImpact can bemeasured through both quantitativeand qualitativemethods. Quantitativemethods aremuch easier to interpret because they provide acleareraccountofsuccessorfailure.However,thereare some results that are difficult tomeasure withnumbersbutarestillimportantindicatorsofsuccess.For example, change of attitudes or behaviors areimportant results that shouldbemeasured,butaremoredifficulttoquantify.The benefits of measuring impact are varied.Demonstrating impact through measurableindicatorsis importantinunderstandingthesuccessof a particular approach and can be used todeterminereturnoninvestment.However,because
quantitative data can often be elusive whenassessingtheeffectofcapacitybuilding,attemptstomeasureimpactcanoftenbeinconclusive,orworse,point to the wrong conclusion. Despite thesedifficulties, impact evaluations are necessary andserveapurpose,buttheyshouldbeseenamoreasan attempt at understanding progress and not acomplete measurement ofthe success of theinitiative.
BestPracticeinEntrepreneurshipTrainingFacilitator:DennisHanno,UndergraduateDean,BabsonCollegeDuring this session, participants shared theirexperience in entrepreneurship education at theirinstitutions.Althoughtherearedifferencesbetweeneach program’s approaches, the group agreed thatthe common understanding of entrepreneurshipeducationfocusesoninnovation,thinkingcreatively,and taking risks. Courses are usuallymultidisciplinary with a practical focus on businesschallenges and leadership. Entrepreneurshipeducation does not necessarily lead to studentscreating new ventures, but focuses on impartingentrepreneurialskill‐setswhichcanbeappliedinanysetting.Participants also discussed the benefit of havingboth practitioners and researchers within thefaculty. Inmanycases, there isa largernumberofpractitioners thanacademicprofessors. Inadditionto academics and practitioners, entrepreneurshipfaculty portfolios often include sector‐specificexpertsfromfieldssuchasscience,technology,andmedicine. These experts can help bridge the gap
9
between technological innovationandbringingnewproductstothemarket.
InvestinginSmallBusinessGrowthFacilitator:PauloProchno,TyserTeachingFellow,RobertH.SmithSchoolofBusinessParticipants discussed the ways that businessschools can foster investment, prepare smallbusiness owners and investors and address thespecific barriers to small businesses that exist indifferentpartsoftheworld.
The group discussed several ideas and actions thatbusiness schools could take to address these threeissues.Incubatorsthatprovidestart‐upswithfreeorreduced cost access to professors, lawyers andaccountantsandgivethenewbusinessesastampofapproval,makingthemmoreattractivetoinvestors,can be extremely helpful for nascent companies.Business plan competitions feeding into on‐campusangel funds that help to match investors withpromising opportunities can also be a powerfulcombination for promoting investment. In addition,businessschoolscanaddtothebodyofresearchonsmallbusinessesandprovide impactanalysisof thevarious interventions taken to support smallbusiness.
Other ways for business schools to prepare smallbusiness owners and investors include teaching‘investment readiness’, using student projects toprovide coaching and technical knowledge andestablishingpartnershipswithbusinessassociations.In order to promote access to resources, bothfinancial and non‐financial, business schools canprovideaccesstonetworksandknowledge,perhapsby organizing a day in which students can consultprofessionals in their field. There was consensusamong the group that business schools can and
should play a role in supporting small businesses.Whilethemethodsofsupportvariedfromschooltoschool, a mixture of researching, teaching,mentoring,andnetworkingwasthoughttoofferthemostcomprehensiveapproach.
SkillsandToolsforManagingWickedInnovationProblemsFacilitators:MichaelRadnor,ProfessorandCenterDirector,KelloggSchoolofManagement,NorthwesternUniversityJeffreyStrauss,AssociateDirector,BCICS‐CTIM,NorthwesternUniversity“Wickedproblems”occurincomplexcontextswherechanges in society, technology, regulatoryenvironment, and stakeholders create VUCA(volatile, uncertain, complex, ambiguous) situationswithout clear solutions. Exploring one challengereveals other connected problems, and responseswill require trade offs, encounter resistance tochange, and dealing with unclear data. In a highlyuncertainenvironment, it ishard toknowwhere tobegintorespondtoinnovationproblems.Participants in this session lookedat the challengesof teaching management in a setting with ongoingchanges in industries, global context, emergingmarkets, legacy systems, convergence oftechnologies, and local, regional, global, social andenvironmental pressures. To manage suchproblems, individuals need distinct skills, andbusiness education has to adapt to take onchallengesliketeachingpeopletobeabletotolerateambiguity and assess underlying drivers ofproblems. It is important that students are able tomakemistakes andbe sensitive toearly indicationsof a problem. Managing an organization meansmanagingdilemmas. Toolsthathelpstudentsthinkand respond may include: multi scenario task
10
mapping, cascading effects, mind mapping, roadmapping, scenario planning, and domainmapping.Business school curriculum should reflectthe complex dynamics of doing business in today’sglobal markets and should strive to producegraduateswith theability tomakedecisions,adjustandreadjusttonewsituations,assessrisk,andtakeactioninthefaceofuncertainty.
SubSaharanAfricaFacilitator:FranklynManu,Dean,GIMPABusinessSchoolThis session included insights from Deans anduniversity representatives, as well as outsideperspectives.Conversationtookplaceinthecontextof increasing demand of students interested inbusiness school education, and a range of thechallenges business schools face in meeting thisdemand. Someof the specific challengesdiscussed
include the relationship with the parent university,attracting and training faculty, recruiting qualitystudents, managing workload, and dealing withlimited resources. Many business schools in Africaare part of larger, often public universities. Theorganizational structure is such that the businessschools have little flexibility in their hiring andcompensation structures and their fee structures,and face a cumbersome process for curriculumchanges. This, along with a lack of highly‐qualifiedfaculty, makes recruitment and retention difficult,and faculty development extremely important.Additionally,businessschool facultyareoftengivenlarge course loads and tend to supplement theirincome through additional teaching opportunities,which limits the time available for research. Lastly,businessschoolsinAfricadonothavethetraditionallinkagestoprivatesectorthatmanywesternschools
have. Thismakes it difficult to ensure relevance ofthe curriculum and provides little opportunity forfaculty and students to apply their skills in real lifebusinesssettings.
Despite the many obstacles faced by businessschools in Africa, the number and quality ofinstitutions is growing. There is a growingrecognition of their important role in developingrobust economies, and through organizations liketheAssociationofAfricanBusinessSchools, there isabetterunderstandingofqualitystandardsandbestpracticesforAfricanbusinesseducation.
LatinAmericaFacilitator:FranciscoSantibáñez,MBADirector,UniversidaddelDesarrolloLatin American business schools face severalobstacles toachievingaccreditation. Accreditationoften is not granted due to underdevelopedresearch. In order to change this, schools mustconcentrate more on research, which will lead tobetter rankings and better partnership programs.However, business schools should find a balancebetween research and instruction and should notsacrificerelevanceforrigor.There are a variety of teaching methodologies inbusiness institutions in Latin America. For example,Fundação Dom Cabral builds a curriculum plan forspecific candidates whereas Universidad delDesarollo and IAE Business School have a moretraditional program. Thebenefits of FundaçãoDomCabral’s method are that the education is bettertailoredtothestudents,whilethedrawbackisalackofconcentrationongeneralresearch.
11
Social responsibility is an issue that has beenincreasingly important in curricula since the recentfinancial crisis. In Latin American business schools,there are different strategies employed to teachsocial responsibility. At Universidad del Desarollo,thereisaspecificclassdedicatedtosocialethics.AtIAE Business School, the principles of socialresponsibility are blended throughout thecurriculum. Whatever method is implemented, allpartiesseemtoagreethatabasicunderstandingofethics is needed before exposing students to thedilemmasfacingbusinesspractitioners.
AsiaFacilitator:Geetha Krishnan, Director, Centre forExecutiveEducation,IndianSchoolofBusinessThe Asia Round Table discussion focused on thechallenge ofmaking business education relevant tothe economic realities of Asian countries whilemeetinggrowingdemand.Topicsdiscussedincludedsourcinglocalorregionalbusinessestostudyforthecreation of course materials, sharing Asia’s greatsuccess stories with the rest of the world, andadapting technology to reach wide audiences andreduce communication barriers. Challengesdiscussed included how to incorporate moreentrepreneurship training within traditionalacademic frameworks, how to overcome politicalandregulatoryuncertainty,andhowtocreatelocallyrelevantcasestudiesandcoursematerialswhenthenecessaryresearchisstilldifficulttoobtain.
MiddleEast&NorthAfricaFacilitator:KhalidAl‐Naif,Director,DevelopmentConsultingServices,TheWilliamDavidsonInstitute,UniversityofMichiganIssues facing business schools in the region arerelatedto lackofresearchanddevelopmentlocally.Itiscriticalthatstudentsbeeducatedaboutrelevantissuesintheirlocalenvironment.Challengesincludea centralized government‐controlled educationsystem that is poorly developed and a lack ofdemand for MBA graduates in the region. Publiceducationiscommonlyfreebutoflowquality.Moreprivate institutions are starting to appear thatmayimprove the quality, but there remains a lack offacilities and faculty. It is hard to attract foreignfaculty, as salary is not competitive. The educationsystem must change at the foundational levelstarting with childhood education. Innovation andcriticalthinkingmustbeencouragedearlyonforanychanges to be made. Entrepreneurship should betaughtfromelementarylevelon.Issuesofwomen’shigher education in the Middle East are oftenoverplayed; in many cases (although not extremecases such as Afghanistan), women make up themajority of students in higher education and areoftenmuchmoreeducatedthanmen.
AcknowledgementsGBSN would like to thank all the people andorganizations that made the 2010 Conferencepossible,especiallyourco‐host theRobertH.SmithSchool of Business and their fantastic team. Oursincerest gratitude goesout toour sponsors: CIBERatUMDSmithSchool,theRoyalThaiEmbassyofDC,theWorldTradeInstituteinBaltimore,andGoldmanSachs’10,000Womeninitiative.And our thanks to the interns and volunteers whohelped put this summary and our video interviewstogether, especially Rachel Burger, Federico Ruiz,RenaHinoshita,MegMacWhirter,andothers.
SeeyounextyearatGBSN2011!
12
Sponsors
TheGlobalBusinessSchoolNetwork(GBSN)andTheUniversityofMaryland’sRobertH.SmithSchoolofBusinesswouldliketothankour2010GBSNAnnualConferenceSponsors.
GoldmanSachs10,000WomenGoldmanSachslaunched10,000Women inMarch2008.Itisa$100million,five‐yearcampaigntofostergreatershared economic growth by providing 10,000 underserved women around the world with a business andmanagementeducation.TheprogramisfoundedonresearchconductedbyGoldmanSachs,theWorldBank,andotherswhichsuggeststhiskindofinvestmentcanhaveasignificantimpactonGDPgrowth.Researchalsosuggeststhatsuchaninvestmentinwomencanhaveasignificantmultipliereffectthatleadsnotonlytoincreasedrevenuesandmoreemployeesforbusinesses,butalsohealthier,better‐educatedfamilies,andultimatelymoreprosperouscommunities.Studentsenrollinlocallydesignedcertificateprogramsrangingfromfiveweekstosixmonthsthatincludecoursessuchasmarketing,accounting,marketresearch,writingabusinessplan,strategicplanning,accessingcapital,ande‐commerce. These programs are culturally appropriate, flexible, and shorter‐term. They are intended to helpopendoors for thousandsofwomenwhose financial andpractical circumstanceswouldnormallyprevent themfrom receiving a traditional business education. Since its inception, 10,000 Women has become active in 20countries.TheseincludeAfghanistan,Brazil,China,Egypt,India,Rwanda,andtheUnitedStates.10,000Womeniscoordinatedinlocalmarketsbyanetworkofmorethan70academicandNGOpartners.Morethanthirtyoftheworld’sleadingbusinessschoolsareparticipatingin10,000Women, includingsevenofthetopten.Academicpartners include:HarvardBusinessSchool; theWhartonSchoolof theUniversityofPennsylvania;FundaçãoGetulio Vargas Escola deAdministração de Empresas;University ofOxford, Saïd Business School; theIndian School of Business; and Tsinghua University of School of Economics and Management. Other partnersincludeAshoka,VitalVoices;andtheInternationalCenterforResearchonWomen.CenterforInternationalBusinessEducationandResearch(CIBER)UniversityofMaryland,RobertH.SmithSchoolofBusinessTheCenter for InternationalBusinessEducationandResearch (CIBER)at theUniversityofMaryland’sRobertH.SmithSchoolofBusinessisanationalresourcecenterforteaching,researchandoutreachininternationalbusinessandrelatedfields.ThemissionoftheCIBERProgramistoenhancetheinternationalcompetitivenessofAmericanbusiness.SmithCIBERinitiativesdealwithcriticalcompetitiveissuesofnational,regionalandlocalsignificance.Byintegrating the Smith School's andUniversity ofMaryland's extensive international resourceswith those of theNationalCapitalAreainstitutionsandorganizations,SmithCIBERaimstoserveourkeyconstituencies‐students,
13
faculty,businessandgovernment.FundingforCIBERisprovidedbytheDepartmentofEducationunderprovisionsofaTitleVIgrant.
RoyalThaiEmbassyTheRoyalThaiEmbassyinWashington,DCisasponsoroftheGBSNConferencethroughtheirpartnershipwiththeUniversityofMaryland'sRobertH. Smith SchoolofBusiness. TheThaiAmericanBusinessProgramat the SmithSchoolwaslaunchedin2008tosupportbusinesseducationinThailandandpromotecooperationandawarenessofThailand'sbusinesscommunitywithAmericanstudentsandfaculty.TheThaiAmericanBusinessProgramwasestablishedtoeducate,encouragedialogue,developnetworksandprovidecross‐culturalexchangebetweenthetwocountriestoprovideknowledgeandabetterunderstandingofThailandandtheU.S. WorldTradeCenterInstitute
TheWorldTradeCenterInstitute(WTCI)isthelargestinternationalbusinessnetworkofitskindintheMid‐Atlantic– awho’s who of the top global business executives in the region. AtWTCI we strive to drive the growth ofMaryland’s flourishing global business community. Todaymore than 2,500Maryland firms benefit fromWTCI’sglobalconnections,events,andextensiveinternationalbusinessservices.WTCIwasestablishedin1989.Financedjointly by area businesses and the State of Maryland, WTCI operates as a private, non‐profit membershiporganization.
14
AGENDATHURSDAYJune10,201007:30–08:30 Breakfast&RegistrationPavilion08:30–09:15 OpeningRemarksPavilion WelcomefromtheHosts SimonJohnson,Professor,MITSloanSchoolofManagement&SeniorFellow,PetersonInstitute GBSNMembers(Classroom2) Non‐Members(Pavilion)09:15–10:45 Member’sMeeting
GBSNMemberSchoolswillmeettodiscusstheirprogressandsharenewprojects.Facilitator:GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork
DardenCaseDiscussionWorkshopDardenProfessorJayBourgeoiswillintroducethetechniqueofinteractive,livecasediscussionbyverbalizingtwoshortcases(nopreparationrequired).Onewillcoveraccountingandstrategyissues;thesecondwilladdressanethicaldilemmainanemergingeconomy.Facilitator:JayBourgeoisIII,ProfessorofBusinessAdministration&SeniorFellow,DardenCenterforGlobalInitiatives,DardenSchoolofBusiness,UVA
10:45–11:15
NetworkingTeaBreak
11:15–12:30 Member’sMeeting(continued)GBSNMemberSchoolswillworktoshapenewgoalsforourgrowingnetwork.Facilitator:GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork
PitchDingman(Pavilion)TheDingmanCenterforEntrepreneurshipattheSmithSchoolofBusinesswillconductacompetitionfornewbusinessideasbasedonthe5‐minutepitch.Facilitators:HenryGeller,Founder&Owner,SoDelConceptsJohnLaPides,CEO&Founder,ShadowPointAdvisors
12:30–13:45 WelcomeLunchPavilion GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork G.“Anand”Anandalingam,Dean,RobertH.SmithSchoolofBusiness 14:00–15:00 RoundTableDiscussions:NewTrendsinBusinessEducationUMDSmithClassrooms Workshopsessionstodiscussnewstrendsandlessonslearnedinvariousmanagementeducationtopics.
Classroom1 HealthManagement:AssessingtheImpact
Thereisastrongbeliefbysomethatmanagementtrainingforhealthprofessionalsiskeytoimprovingdeliveryinresourcestrappedcountries,howevertheimpactofsuchtrainingisunclear.Thissessionwilltakealookatthesuccessesandchallengesofassessingtheimpactinthisfield.Facilitator:Dr.MichaelBzdak,DirectorCorporateContributions,Johnson&Johnson
Classroom2 Experiential/Field‐basedLearningParticipantswilldiscusstheinternationalopportunitiesforstudentstogaindirecthands‐onexperienceintacklingbusinesschallenges.Facilitator:LeifSjoblom,ProfessorofFinancialManagement,IMD
15
Classroom3 Non‐traditionalrolesforBusinessSchoolsinSocietyParticipantswilldiscussthedifferentrolesthatbusinessschoolshaveandcanbetakingtoimprovesocialwelfare.Facilitators:WilliamKramer,Sr.AssociateDirector,CenterfortheAdvancementofSustainableEnterprise,ColoradoStateUniversityCarlHammerdorfer,Director,GlobalSocial&SustainableEnterpriseColoradoStateUniversity
Classroom4 CorporateGovernanceThissessionwillprovideadiscussionofcomparativeanalysisofcorporategovernancesystems.Facilitator:SteveWallenstein,DirectoroftheDirectors’Institute,RobertH.SmithSchoolofBusiness
Classroom5 ResponsibleManagementEducation&theOathProjectParticipantswillexplorethepossibilityofcreatinga“globalbusinessoath”asameansofdefiningastandardofintegrityandservicetosocietyforbusinessleaders.Facilitator:RichLeimsider,Director,Fellow&AlumniPrograms,EchoingGreen
ConferenceRoom122 CompetitorsasPartners:TheFeasibilityofConsortiaInstitutionsliketotalkofcollaboration,butoftenfinditdifficulttoputintopractice.Participantswilldiscusswhatmakesforasuccessfulconsortiumapproach.Facilitator:BrentChrite,Dean,MontclairStateUniversity’sSchoolofBusiness
15:00–15:30 NetworkingTeaBreakPavilion15:30–17:00 PanelSession:Innovation&ImpactofManagementAcrossSectorsPavilion Expertsfromvarioussectors–health,agribusiness,education,andNGO–willsharestoriesofthe
successes(andfrustrations)intheapplicationofmanagementpracticesintheirfields.Facilitator:EnaseOkonedo,Dean,LagosBusinessSchool Panelists:Health:CleopaMailu,ChiefExecutiveOfficer,TheNairobiHospitalEducation/Agribusiness:MaryLizKehler,DirectorofPlanning,FundaciónParaguayaNGO:MariKuraishi,President&Founder,GlobalGivingFoundation
18:30–19:30 ProjectShowcase&ReceptionJWMarriott ExhibitorsfromBusinessSchools,NGOs,andthePrivatesectorwillhighlighttangibleprojectsthatareBallroomFoyer makingadifferenceontheground.19:30 GalaDinner&KeynoteAddress:Women&EducationinDevelopingCountriesJWMarriott G.“Anand”Anandalingam,Dean,RobertH.SmithSchoolofBusiness CapitolBallroom GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork
DeepakP.Jayaraman,ExecutiveDirector,GoldmanSachsOfficeofCorporateEngagement(OCE)forEurope,MiddleEast&AfricaKeynote:DeboraSpar,President,BarnardCollege
FRIDAYJune11,201007:30–08:30 Breakfast&RegistrationPavilion 08:30–09:30 OpeningSession:Bottom‐upEntrepreneurshipforDevelopmentPavilion IqbalQuadir,Founder&Director,LegatumCenterforDevelopment&EntrepreneurshipatMIT&
Founder,GrameenphoneLimited
16
09:30–11:00 CEOPanel:ManagementChallengesinEmergingMarketsPavilion High‐levelexecutivesfrominternationalcorporationswilldiscusstheobstaclesandadvantagesof
workinginemergingmarkets.Facilitator:MurrayLow,Director,LangEntrepreneurshipCenter,ColumbiaUniversity Panelists:FolaLaoye,GroupManagingDirector,HygeiaGroupEdwinD.Fuller,President&ManagingDirector,InternationalLodging,MarriottInternational,Inc.WilliamHutton,President,ChiefOperating&ChiefFinancialOfficer,TitanSteelCorporation
11:00‐11:10 GroupPhotoAtrium11:10–11:30 NetworkingTeaBreakUMDSmithLobby11:30–12:30 RoundtableDiscussions:Entrepreneurship&InnovationUMDSmithClassrooms Workshopsessionstoexplorevariousissuesintheteachingandsupportofentrepreneurship&
innovation.Classroom1 WrapAroundServices:TheImportanceofMentoring&Networking
Participantswilldiscusstheimportantnatureofwraparoundservices,whichprovideabridgebetweenin‐classeducationandreal‐worldenterprise.Facilitator:EllenSoriano,ProgramDirector,UniversityofAsia&thePacific
Classroom2 MeasuringImpact&ResultsinEntrepreneurshipThereareseveralmethodsoftrainingentrepreneurs;participantswilldiscusshowtodeterminewhichonesaresuccessful.Facilitator:PeterBamkole,Director,EnterpriseDevelopmentServices,Pan‐AfricanUniversity
Classroom3 BestPracticeinEntrepreneurshipTrainingParticipantswilldiscussthedifferentschoolsofthoughtandexamplesofimplementingentrepreneurshipinaneducationalsetting.Facilitator:DennisHanno,UndergraduateDean,BabsonCollege
Classroom4 InvestinginSmallBusinessGrowth
Participantswilldiscusswhatopportunitiesthereareforbusinessschoolsandstudentstosupportinvestmentinsmallbusinesses.Facilitator:PauloProchno,TyserTeachingFellow,RobertH.SmithSchoolofBusiness
Classroom5 Skills&ToolsforManagingWickedInnovationProblemsManagingentrepreneurialinnovationwellhasbecomeincreasinglydifficultintoday’sdynamic,complexanduncertainenvironment.Participantswilldiscusspowerfulnewmodelsandtoolsneededforresearchandteachinginordertomeetthechallenges.Facilitators:MichaelRadnor,ProfessorandCenterDirector,KelloggSchoolofManagement,NorthwesternUniversityJeffreyStrauss,AssociateDirector,BCICS‐CTIM,NorthwesternUniversity
12:30–13:45 LunchPavilion MariaOtero,UnderSecretaryforDemocracyandGlobalAffairs,USDepartmentofState 13:45–14:45 NetworkingSessions:IndividualMeetingsPavilion Interactivenetworkingmeetingsdesignedtofacilitatenewcontactsandpartnershipsbetween
conferenceparticipants.
17
15:00–16:00 RegionalRoundtables:BusinessSchoolsWorkinginDevelopmentUMDSmithClassrooms Workshopsessionstofocusontherolesofbusinessschoolsinregionalcontexts.Classroom1 SubSaharanAfrica
Facilitator:FranklynManu,Dean,GIMPABusinessSchool
Classroom2 LatinAmericaFacilitator:FranciscoSantibáñez,MBADirector,UniversidaddelDesarrollo
Classroom4 AsiaFacilitator:GeethaKrishnan,Director,CentreforExecutiveEducation,IndianSchoolofBusiness
Classroom5 MiddleEast&NorthAfricaFacilitator:KhalidAl‐Naif,Director,DevelopmentConsultingServices,TheWilliamDavidsonInstitute,UniversityofMichigan
16:00–17:00 ClosingRemarksPavilion G.“Anand”Anandalingam,Dean,RobertH.SmithSchoolofBusiness GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork
18
ParticipantList
FirstName LastName Institution Country
Tamara Myatt AmericanUniversityofAfghanistan Afghanistan
Patricio Fay IAEBusinessSchool Argentina
Jim Herbolich EFMD Belgium
HeitorLeopoldo NogueiraCoutinho FundaçãoDomCabral Brazil
Francisco Santibáñez UniversidaddelDesarrollo Chile
Lei Xue TsinghuaUniversity China
Carolina Davila UniversidaddelosAndesSchoolofManagement Colombia
Maria‐Lorena Gutierrez UniversidaddelosAndesSchoolofManagement Colombia
Maha ElShinnawy AmericanUniversityinCairo Egypt
H.Landis Gabel INSEAD France
Karen Wilson KauffmanFoundation France
Franklyn Manu GhanaInstituteofManagement&PublicAdministration(GIMPA) Ghana
Geetha Krishnan IndianSchoolofBusiness India
Haya Sadeh Guest Israel
Eduardo Missoni SDABocconiSchoolofManagement Italy
Salome Githu GoodNewsBroadcastingSystem Kenya
Winifred Karugu JomoKenyattaUniversityofAgricultureandTechnology(JKUAT) Kenya
Edward Mungai StrathmoreBusinessSchool Kenya
David Wangombe StrathmoreUniversity Kenya
Cleopa Mailu TheNairobiHospital Kenya
George K'Aol UnitedStatesInternationalUniversity(USIU) Kenya
Charles MayakaMong'oni UnitedStatesInternationalUniversity(USIU) Kenya
Alfonso Bolio IPADEBusinessSchool Mexico
Beatriz Guzman IPADEBusinessSchool Mexico
Karla Giordano TecnológicodeMonterrey Mexico
Mariana Perales TecnológicodeMonterrey Mexico
Peter Bamkole EnterpriseDevelopmentServices,Pan‐AfricanUniversity Nigeria
Nneka Okekearu EnterpriseDevelopmentServices,Pan‐AfricanUniversity Nigeria
Adeola Osinaike EnterpriseDevelopmentServices,Pan‐AfricanUniversity Nigeria
Fola Laoye HygeiaGroup Nigeria
Enase Okonedo LagosBusinessSchool Nigeria
Chinyelu Amangbo TerchiDevelopmentServices Nigeria
Ishrat Husain InstituteofBusinessAdministration,Karachi Pakistan
Pedro Franco UniversidaddelPacifico Peru
Ellen Soriano UniversityofAsiaandthePacific Philippines
Zbigniew Kubacki Trade&InvestmentSection,EmbassyofPolandinWashingtonDC Poland
Eduardo Cruz FORMEDIA‐InstitutoEuropeu Portugal
Sergei Kouchtch St.PetersburgStateUniversity'sGraduateSchoolofManagement Russia
SatyaMurty Kopparthi SchoolofFinanceandBanking,Rwanda Rwanda
19
Raadiya Begg INSEAD SaudiArabia
Mady Koanda CESAG Senegal
Tlhalefang Mpete North‐WestUniversity(MafikengCampus) SouthAfrica
Frederik Landman UniversityofStellenboschBusinessSchool SouthAfrica
Javier Santoma IESEBusinessSchool Spain
Hakan Boter UmeåSchoolofBusiness Sweden
Leif Sjöblom IMD Switzerland
Andrew Mbwambo MzumbeUniversityBusinessSchool Tanzania
Goodluck Charles UniversityofDaresSalaamBusinessSchool Tanzania
Marcellina Chijoriga UniversityofDaresSalaamBusinessSchool Tanzania
Panaporn Sombatpium RoyalThaiEmbassay Thailand
Thanwadee Chinda ThammasatUniversity Thailand
Mahmoud Triki MediterraneanSchoolofBusiness(MSB) Tunisia
Metehan Sekban IstanbulBilgiUniversity Turkey
Rebecca Marsh EmeraldGroupPublishingLimited UnitedKingdom
Deepak Jayaraman GoldmanSachs UnitedKingdom
Daniel Bamford TheBusinessBridge UnitedKingdom
Alex Avdayev 3210Consulting,LLC USA
Lexa Gandolfo 3210Consulting,LLC USA
Jenny Everett AspenNetworkofDevelopmentEntrepreneurs(ANDE) USA
Randall Kempner AspenNetworkofDevelopmentEntrepreneurs(ANDE) USA
Dennis Hanno BabsonCollege USA
Valerie Denomy BabsonCollege'sF.W.OlinGraduateSchoolofBusiness USA
Debora Spar BarnardCollege USA
Mellena Haile CaseSenseLLC USA
Kim Bettcher CenterforInternationalPrivateEnterprise USA
William Kramer CenterfortheAdvancementofSustainableEnterpriseCSU USA
Carl Hammerdorfer ColoradoStateUniversity USA
Murray Low ColumbiaUniversity USA
Ronald Schramm ColumbiaUniversity USA
Jay Bourgeois DardenGraduateSchoolofBusinessAdministration,UniversityofVirginia USA
Bertrand Guillotin DukeUniversity'sFuquaSchoolofBusiness USA
Rich Leimsider EchoingGreen USA
Robert Johnston EducationalVenture USA
Ellen Glazerman Ernst&Young USA
MaryLiz Kehler FundaciónParaguaya USA
Jennifer Spencer GeorgeWashingtonUniversity USA
Meg MacWhirter GeorgetownUniversity USA
Caroline Mayhew GeorgetownUniversity USA
Nora Brown GlobalBusinessSchoolNetwork(GBSN) USA
Rachel Burger GlobalBusinessSchoolNetwork(GBSN) USA
Katrine Eik GlobalBusinessSchoolNetwork(GBSN) USA
Alan Gelb GlobalBusinessSchoolNetwork(GBSN) USA
Lauren Grau GlobalBusinessSchoolNetwork(GBSN) USA
20
Rena Hinoshita GlobalBusinessSchoolNetwork(GBSN) USA
Lisa Leander GlobalBusinessSchoolNetwork(GBSN) USA
RobertR Miller GlobalBusinessSchoolNetwork(GBSN) USA
Guy Pfeffermann GlobalBusinessSchoolNetwork(GBSN) USA
Federico Ruiz GlobalBusinessSchoolNetwork(GBSN) USA
Erin Sullivan GlobalHealthDelivery USA
John Hecklinger GlobalGivingFoundation USA
Mari Kuraishi GlobalGivingFoundation USA
Marc Maxson GlobalGivingFoundation USA
Ronald Sibert GraduateManagementAdmissionCouncil USA
Ritu Agarwal Guest USA
Brian Denomy Guest USA
Rebecca Harper Guest USA
David Welsh Guest USA
John Danner HaasSchoolofBusiness,UniversityofCalifornia,Berkeley USA
Nora Silver HaasSchoolofBusiness,UniversityofCalifornia,Berkeley USA
Carol Robles HigherEducationforDevelopment USA
Richard Steyer Howe,Anderson&Steyer,P.C. USA
Rahim Kanani HuffingtonPost USA
Jack Glen InternationalFinanceCorporation(IFC) USA
Michael Bzdak Johnson&Johnson USA
Brittany Hume Johnson&Johnson USA
Gary Filerman JointCommissionInternational USA
Michael Radnor KelloggSchoolofManagement,NorthwesternUniversity USA
James Dean Kenan‐FlaglerBusinessSchool/UNC‐ChapelHill USA
Iqbal Quadir LegatumCenteratMIT USA
Siobhan Reilly LokeyGraduateSchoolofBusinessatMillsCollege USA
EdwinD. Fuller MarriottInternational,Inc. USA
David Capodilupo MITSloanSchoolofManagement USA
Simon Johnson MITSloanSchoolofManagement USA
Yaya Moussa MITSloanSchoolofManagement USA
Anjali Sastry MITSloanSchoolofManagement USA
Elrie Chrite MontclairStateUniversitySchoolofBusiness USA
Joanna Kopicka NetImpactDCChapter USA
Jeffrey Strauss NorthwesternUniversity USA
Adil Kabani OverseasPrivateInvestmentCorporation(OPIC) USA
Mark Stuckart OverseasPrivateInvestmentCorporation(OPIC) USA
Irene Crowe PettusCroweFoundation USA
Jackie Burns PrincipiaCollege USA
Rosalind Hibbs PrincipiaCollege USA
Michael Unger SellingerSchoolofBusinessandManagement,LoyolaUniversityMaryland USA
John LaPides ShadowPointAdvisors USA
Paulina Migalska SocialEnterpriseAlliance(SEA) USA
Henry Geller SoDelConcepts USA
21
Robert Kennedy StephenM.RossSchoolofBusiness,UniversityofMichigan USA
Diana Greenwald TheBrookingsInstitution,WolfensohnCenterforDevelopment USA
Stephen Hills TheOhioStateUniversity USA
Abdoul Sam TheOhioStateUniversity USA
Khalid Al‐Naif TheWilliamDavidsonInstituteattheUniversityofMichigan USA
Amy Gillett TheWilliamDavidsonInstituteattheUniversityofMichigan USA
India Borba ThunderbirdSchoolofGlobalManagement USA
Amanda Bullough ThunderbirdSchoolofGlobalManagement USA
Wynona Heim ThunderbirdSchoolofGlobalManagement USA
Kellie Kreiser ThunderbirdSchoolofGlobalManagement USA
Willam Hutton TitanSteelCorporation USA
Robert Hansen TuckSchool,Dartmouth USA
Joseph O'Keefe U.S.DepartmentofState USA
Maria Otero U.S.DepartmentofState USA
Robert Spich UCLAAndersonSchoolofManagement USA
Victor Tabbush UCLAAndersonSchoolofManagement USA
Joseph O'Neill UMD,GlobalHealthInitiatives USA
Anand Anandalingam UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Amanda Baker UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Alla Corey UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Terrill Drake UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Judy Frels UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Carrie Handwerker UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Hassan Ibrahim UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Julie Lloyd UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Elizabeth Mitchell UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Kislaya Prasad UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Paulo Prochno UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Angand Rita UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Chalvonna Smith UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Susan Taylor UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Steve Wallenstein UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Karen Watts UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA
Andy Spicer UniversityofSouthCarolina,DarlaMooreSchoolofBusiness USA
Gary Bittner USAID USA
Charles Harper WhitneyInternationalUniversitySystem USA
Egbe Osifo‐Dawodu WorldBank USA
Eddie Resende WorldTradeCenterInstitute USA
Svante Persson Inter‐AmericanDevelopmentBank USA