WDI Davidson Review Winter 2011

C o n t i n u e d o n p a g e 1 9 >

11WIN

TER

Business Knowledge for emerging economies

w i l l i a m d a v i d s o n i n s t i t u t e

a Change in StrategyBop Book touts new approach

After more than two years of planning, writing, and editing, the new base of the pyramid (BoP) book spearheaded by WDI’s Ted London and Stuart Hart is in bookstores.

“Next Generation Business Strategies for the Base of the Pyramid: New Approaches for Mutual Value” features chapters written by some of the top thought and practice leaders in the BoP space — “true pioneers in the field,” as Hart called them. In all, the book is a collection of the latest strategies and research in the field to spur new thinking about venture development and market creation.

The book is a “really coherent package that helps advance this whole story,” Hart said. “It’s exciting because it takes the whole discussion to a new level.”

London said it has been 10 years since the first BoP article by Hart and C.K. Prahalad generated enthusiasm from the business and poverty alleviation sectors interested in building viable and scalable ventures to serve the four billion consumers, producers, and entrepreneurs who make up the poorest people in the world.

“We thought it was time for a rethink or a reset,” he said. “The focus has been on, ‘How do we find a fortune at the base of the pyramid?’ That led the debate to some increasingly unproductive questions like, ‘How big is this fortune?’ and ‘Are businesses good or bad for the poor?’

“We think that’s not where the domain needs to go,” London said. “We thought it’s much better to think about, ‘How do we create a fortune with the base of the pyramid?’ That is the central framing for the book.”

C o n t i n u e d o n p a g e 7 >

the William davidson institute will convene a global conference on how to plan, deliver,

and assess world-class entrepreneurship training programs in emerging markets.

T he “Global Summit on Educating Entrepreneurs” will be held June 16-17, 2011 at the University of Michigan in Ann Arbor. The summit is expected to draw 300

attendees from around the world.

It will bring together leading thinkers in the field of international

entrepreneurship; experienced educators who have designed, tested,

and delivered successful programs; and U.S. governmental and other

multilateral donor agencies who have declared entrepreneurship

development a priority. Other participants will include international

development agencies, international non-profits, and micro-lending

institutions.

“Entrepreneurship programs, and training in particular, have made

significant strides in the emerging markets over the past three years,”

said WDI Executive Education Director Amy Gillett. “This conference

will facilitate discussions about how to deliver world-class entrepre-

neurship programs. We will focus on programmatic and curriculum

approaches for successful entrepreneurship development in Muslim

countries. The conference will also touch upon entrepreneurship

subject matter and guidelines for non-Muslim African nations.”

Gillett said recent initiatives, including Goldman Sachs’ 10,000

Women, have started a movement. Foundations and other funding

agencies have realized that entrepreneurship training is an effective

way to promote development and help alleviate poverty, she said.

President Obama stressed entrepreneurship in a 2009 Cairo speech

and mandated that the U.S. would nurture it in Muslim countries.

The U.S. government hosted a “Summit on Entrepreneurship”

in April 2010 to identify how to deepen ties between business

leaders, foundations, and social entrepreneurs in the United States

and Muslim communities around the world. At that summit, the

State Department’s Global Entrepreneurship Program (GEP) was

introduced to highlight the administration’s commitment to use

America’s entrepreneurial culture to advance entrepreneurship in

emerging markets and developing countries.

WDI has a long history of equipping leaders of small and medium

enterprises (SMEs) with business training to foster their growth. When

the Institute was founded in 1992, some of its early activities were

entrepreneurship training in Eastern Europe and deploying students

to work with entrepreneurs in those former Soviet-bloc countries.

From 2004-06, under a grant from the U.S. State Department,

WDI trained over 100 entrepreneurs from throughout Morocco,

including a cohort of 25 women from the handicraft sector. WDI has

also provided leaders from 25 SMEs in Europe with scholarships to

attend our 10-day, mini-MBA programs.

WDI is currently providing entrepreneurship training to 60 Rwandan

entrepreneurs per year from throughout Rwanda as part of Goldman

Sachs’ 10,000 Women project.

To date, the Institute has trained 150 Rwandan women in the

program. WDI also offers up to three years of counseling, mentoring,

and support after the women graduate from the program.

“Because of these experiences, we realized how much goes into

Wdi to assemble experts for June Conference on entrepreneurship training

ReSeaRCh updateS

4 Base of the pyramid

pRogRam updateS

8 educational outreach

10 development Consulting Services

16 executive education

SuppoRting inteRnational aCtivitieS

20 Student Blogs

22 internships

24 Speaker Series

26 travel-Study Course

26 news

27 meet Scott anderson

28 Wdi Calendar

table of contents

11

William Davidson Institute 724 east university avenueann arbor, michigan 48109 uSa

Editor: dan [email protected]

Photographers: Cynthia Koenig and dan Shine.

3

once again from the William Davidson Institute. This 15th issue of our semiannual Davidson Review will update you on our latestactivities and upcoming plans.

I’m pleased to let you know that everything is going quite well at the Institute. We have worked to expand the scale and scope of our existing activities — especially our Development Consulting Services, Executive Education, Base of the Pyramid research initiative, and Educational Outreach — and position them for future high-impact growth. And our support of international activities at the university remains strong.

You can read about WDI’s work in greater detail in the rest of this newsletter and stay updated at our website, www.wdi.umich.edu.

I wanted to devote most of my letter to talk about an exciting venture that WDI has joined that is well aligned with many of our activities.

The Institute’s tagline is “Business Knowledge for Emerging Economies,” so the common theme around most of the work we do is creating knowledge on business and policy issues and then disseminating that knowledge through the various initiatives we do.

NextBillion is a community website that hosts conversations among those interested in the connection between development and enterprise. While they don’t define all the issues like WDI does, there is a lot of overlap. And the driving forces of the NextBillion site — the World Resources Institute (WRI) and the Acumen Fund — have long been partners with us on research and student projects.

I have always thought of NextBillion as highly complementary of what we do, and when we were asked a year ago to join as a Managing Partner I thought it was a natural fit. The site is well aligned with our base of the pyramid (BoP) research initiative, and helps solidify our leadership role in the BoP space.

We think we can further the discussion in the development community so there is an informed conversation around the issues. And we hope to find potential research, development consulting, and student project partners out there in the NextBillion community.

While WDI, WRI, and the Acumen Fund are complementary organizations, we do differ somewhat. WRI is focused on environmental issues and Acumen Fund is investment focused.

But both WRI and Acumen felt we could add to the site and make it better. Being involved in NextBillion will strengthen the ties between WDI and the development community. It is a great way for WDI to disseminate its work and help build this community interested in development through enterprise.

We are currently sponsoring the second annual NextBillion Case Competition in collaboration with our Educational Outreach initiative. The ideas around the new base of the pyramid (BoP) book co-edited by WDI’s Ted London and Stuart Hart have sparked discussion on the site. And our upcoming summit on best practices for entrepreneurship training in emerging markets will be a topic of future conversation on the site, I’m sure.

Speaking of our entrepreneurship conference, I hope you will read the cover story on this upcoming event. We are very excited about it and think it will be a unique gathering.

You can also read more about NextBillion, the exciting changes planned for the site, and a Q&A with new co-managing editor Scott Anderson on Pages 26 & 27 of this newsletter.

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

Sincerely,

Robert E. KennedyExecutive Director

letteR FRom the eXeCutive diReCtoR

w w w. w d i . u m i c h . e d u w i n t e r 1 1 | review

RESEARCH update

BaSe oF the pYRamid

4

W DI’s Base of the Pyramid (BoP) research initiative held its second Impact

Assessment Workshop in October. Workshop participants came from five countries — the U.S., Japan, Colombia, Switzerland, and the Philippines — and from the private sector, nonprofit, development, and academic worlds.

The attendees work at the base of the

pyramid and wanted to develop or refine their organization’s impact assessment process.

Simon Pfister of the Switzerland-based NGO Foundation Green Ethiopia works with farmers to lift them out of poverty. He said he signed up for the workshop because “it’s important to understand how we could assess how the lives of the farmers have changed by what we’re doing.”

Ted London of WDI has developed a BoP Impact Assessment Framework to help organizations identify and track poverty alleviation impacts so they can enhance their business models. Most ventures that serve the poor primarily collect data on pre-determined business milestones and recite feel-good stories. But without a true assessment of how they are serving

their target market, organizations are unable to improve their economic and social performance. Even organizations that carry out an impact assessment can end up with unusable data due to poor methodology.

Kyle Cahill, who manages the Poverty Footprint for Oxfam America, said “any tools and methodologies and frameworks that can help organizations really consider these issues of poverty and development system- atically, strategically, and analytically are very powerful.”

“What was attractive to me, in regards to the workshop and framework, was that it was a pretty comprehensive and straight- forward approach for BoP ventures that can prove very valuable,” he said.

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

The workshop began with each of the participants talking about their organization and what they do to measure impact. London, a senior research fellow at WDI, then discussed the use and application of the framework, and how to identify impacts and engage stakeholders.

On the second day, Andy Grogan-Kaylor, professor at Michigan’s School of Social Work, walked the participants through developing a research design, sample selection, and sample size when applying the framework.

On the workshop’s final day, Heather Esper and Sateen Sheth of WDI talked about both the content and process aspects of data collection — from defining survey objectives to performing data management.

During the workshop, participants performed an initial strategic assessment of their organization, learned more about research design: determining sample size,

Workshop Helps Participants Develop, Refine How to Measure Impact

in addition to our just-released book, the Base of the pyramid (Bop) initiative, directed by dr. ted london, continues to develop new intellectual

capital and create innovative partnership models. our newly-completed uSaid report sheds light on how a partnership model based on

collaborative interdependence can enhance the development of value chain programs. our collaborations on impact assessment, including

both a cutting-edge workshop and field-based partnerships, are designed to enable organizations to increase mutual value creation.

Top: Ted London, left, makes a point during a presentation. Bottom: A workshop participant discusses an idea during a break in the workshop.

review | w i n t e r 1 1

55

developing a survey, creating a sound data collection process, implementing a survey, and analyzing data.

Each participant then applied these concepts to their venture to develop an action plan, which they presented to the group on the final day. They received feedback from the WDI team and other participants. The attendees then left the workshop with a solid action plan to present to their organizations and move their ideas forward.

In addition to understanding the framework, what hit home for Cahill was the importance of truly understanding BoP consumers and going into any assessment process with a “blank slate.”

“Often from a Western or purely private sector point of view, various solutions, or problems or challenges/opportunities aren’t recognized until you’re on the ground and truly understanding how people live, how people interact, how they purchase, how they don’t purchase,” he said. “The real focus (is) on being very open, but also being more focused on both respecting and understanding impacts through the eyes of the people.”

Stephanie Jayne, senior research officer of the Kenya-based nonprofit Nura, said understanding the broader implications of any BoP enterprise was an important message of the workshop for her.

“(A key takeaway) is really being very intentional about the pros and cons for any intervention, whether they be revenue generating or poverty alleviation programs,” she said.

All the participants said the workshop’s collaborative atmosphere was appealing. Jayne said it gave her the “ability to engage in deeper conversations with colleagues from around the world that I wouldn’t otherwise have the opportunity to discuss these issues with.”

Cahill added that the access to the WDI team was “incredible.”

“They’re obviously very knowledgeable but very supportive and very interested in not just talking but engaging and teaching and learning,” he said. “The connections you make are quite unique.”

WDI plans to offer the impact assessment workshop again in spring 2011, and is also assessing opportunities to take it on the road in the future.

T he WDI team of Senior Research Fellow Ted London and Ross School

of Business Professor Ravi Anupindi did extensive desk research, talked with a variety of field experts, and spent two weeks conducting research in Zambia and Kenya in March 2010. This was followed by two weeks in India in May 2010 visiting additional value chain programs and BoP enterprises.

Afterwards, the two presented their core findings to a group of USAID and AED officials in Washington, D.C., as well as implementing partners involved in USAID value chain projects. A second presentation was given at the offices of The QED Group, also in Washington, D.C., in order to reach as many implementing partners as possible. The project was funded by USAID.

London and Anupindi collected input from the meetings as well as from a three- day online “e-consultation” to complete their report.

In the final report, London and Anupindi said the donor- and enterprise-led value chain initiatives have overlapping objectives but different perspectives on how to serve the poor. For these initiatives to achieve their promise as sustainable and scalable

approaches, development and business efforts must become better integrated. The emerging base of the pyramid (BoP) domain offers insights into how this can occur.

Donor-led initiatives target industry sub- sectors and often entail intervention within multiple value chains. This approach, based on the donor’s design, ensures that certain goals and objectives will be met on the ground. The positive results, however, may be constrained by the limited duration of the project and the level of investment provided.

In contrast, the premise of enterprise-led initiatives is to identify business opportunities and build competitive advantage. It emphasizes minimizing risks and small-scale experimentation to test business models, and thus does not ensure that a specific investment will be made. The opportunities for scale and continued growth, however, are substantial.

London and Anupindi said the BoP perspective, which relies on a proposition of mutual value creation, can enhance the integration of these two approaches by developing a partnering model based on collaborative interdependence.

In their report, the two proposed several

strategies that donors can use to enhance this collaboration between sectors. These include:• ensuring the team has a deep understanding

of the unique opportunities and challenges of enterprise development in BoP markets

• identifying and using a set of metrics focused on assessing mutual value creation

• supporting a flexible partnership model that encourages experimentation and values learning

• maintaining a long-term commitment for co-creation

• supporting market creation efforts that enable competitive advantage

• emphasizing that key skills and capabilities are fully transferred to enterprise partners before ending the project

“These strategies offer a partnership approach that builds on the strengths of each sector and provides insight for a model that can facilitate stronger connections between profits and poverty alleviation,” London and Anupindi wrote in the report. “We hope that both the donor and enterprise communities will embrace the opportunities of interdependence and commit to jointly exploring new models that can lead to more-fruitful collaborative engagement.”

the Wdi research team that spent a year examining donor- and enterprise-led value chain initiatives

and exploring how a Bop perspective can enhance the integration of these efforts — as it relates to base

of the pyramid (Bop) producers — completed its report this past fall. the final report is available

at uSaid’s microlinKS website at: http://microlinks.org/ev_en.php?id=46504_201&id2=do_topiC.

Year-Long USAID BoP Research Project Finished

Ted London in Zambia; Ravi Anupindi in India.


6

BaSe oF the pYRamid

I n November, WDI BoP Research Associate Heather Esper traveled to Phnom Penh,

Cambodia to work with Digital Divide Data (DDD), a field-based venture in Cambodia and Laos that trains and employs economically-disadvantaged and physically-disabled young adults in IT skills. DDD asked for WDI’s help revising a survey they wanted to use to assess the impact they were having.

Before her trip, Esper and the rest of the WDI BoP team reviewed and updated DDD’s survey. When Esper arrived in Cambodia, she did some pre-testing with the survey with sub-groups of the target population. She spent a week testing the survey in and around the capital city, and each night she would revise the survey based on what she learned that day.

After a week in Phnom Penh, Esper gave DDD a final survey they can use along with a manual on how to implement the survey.

This work is a continuation of the advisory engagement between DDD and WDI. Earlier in 2010, WDI assisted DDD in their attempts to assess and enhance the impacts of their venture so they can better hear the voices of the base of the pyramid, thereby improving their economic and social performance. WDI made recommendations to DDD in the areas of: Strategic Analysis; Research Design, Sample Size and Selection; Survey Development; Data Collection; and Data Analysis.

WDI’s BoP research initiative also is working with the start-up business venture Movirtu, which provides innovative mobile technology and business models to wireless telecommunication providers servicing rural poor communities in Sub-Sahara Africa and South Asia. The company helps the rural poor realize shared access to basic mobile phone services at a much lower cost than has been achieved before.

Movirtu was interested in conducting a market survey in regions where they operate. They would allow people to use their service for five days to see how they used it, how

valuable they think it is, how much they would be willing to spend on it, would they recommend it to others, and would they use it for financial transactions.

WDI helped Movirtu prepare the right types of questions by reviewing the questionnaire and adding and removing certain questions, and updating the wording of questions. WDI also advised them on which population segments they should target, and how to train their interviewers.

In early 2011, Heather Esper will visit Movirtu’s operations in Africa to help them assess the impact they are having. She will spend a week on the ground talking to key stakeholders to identify Movirtu’s potential positive and negative impacts, and test some survey questions for cultural context.

WDI will then develop a key set of recommendations for Movirtu on how to measure their impact going forward.

Nigel Waller, founder and CEO of Movirtu, said when the venture started all they had was a financial model.

“We understood very rapidly that we needed to look at the impact assessment in terms of how we were affecting these people in the field,” he said. “Were we saving them money? And if so, how much? Are we improving their ability to earn income and, if so, how much?”

The organization built its own impact assessment document, but it was very theoretical and was comprised of several spread sheets.

“We needed something light in the field we could use,” Waller said. “ That’s when we contacted Ted London and started working with WDI. They made a really light model we could use on the ground in a regular method to be able to show the impact.

“The real benefit is understanding the value to our end consumers, the people using our service. And if we’re creating value for them we know they’ll use the service more, which in turn will increase our revenue and our profits. So it just loops around.”

WDI Lends Expertise to Ventures

Ted London, senior research fellow at WDI and director of the Institute’s Base of the Pyramid, won two awards at the 2010 Academy of Management conference in Montreal.

London won the Samsung Best Paper Award in the International Management (IM) Division for his paper, “Business Model Development for Base of the Pyramid Market Entry.” The award is presented to the best scholarly paper of the IM Division at the Academy of Management Annual meeting. The IM Division program chair selected a set of 4-5 finalists from more than 200 papers, and then the IM Division research committee

selected the winning paper through a blind review of the shortlisted papers.

London also was honored with the Douglas Nigh Award which recognizes research excellence from an emerging scholar.

“I was honored to win both of these,” London said. “It is also nice for research in the BoP domain to be recognized in this way.”

Awards

DDD operators in Cambodia.

Wdi’s Bop initiative recently completed advisory engagements

with two Bop ventures and is about to embark on a second

collaborative engagement with one of them in early 2011.


7

B o p C o n t i n u e d F R o m t h e C o v e R >

A Long JourneyLondon and Hart sent out an exploratory email to a group of peers and colleagues to gauge interest in writing a new BoP book in fall 2008 and received tremendous support for the idea.

In May 2009, the authors convened in Ann Arbor and engaged in spirited discussions about various BoP topics and developed a set of central themes for the book. They also came to a shared agreement on the mapping of the book chapters.

After a few months of writing, the authors returned to Ann Arbor in October. There, 100 leaders from the private, nonprofit, development, foundation, and academic sectors listened as the authors presented their collective thinking. The attendees provided feedback to the authors, which substantially enhanced the quality of each chapter.

In addition to London and Hart, the authors are: Allen Hammond (Ashoka); Jacqueline Novogratz (Acumen Fund); Robert Kennedy (WDI); Erik Simanis (Cornell Univ.); Madhu Viswanathan (Univ. of Illinois); and Patrick Whitney (Illinois Institute of Technology).

The book is dedicated to Prahalad, who was part of the book project but passed away before completing his chapter.

“What’s important for me around this book particularly is that in many ways it’s an homage to C.K. Prahalad, who has had such an enormous impact on so many of us, including me,” Novogratz said. “So there’s a lot of thought and a lot of him in this book.”

Co-Creating with the BoPThe book’s approaches to generating mutual value and strategies for “fortune creating” frame the discussion around not whether businesses are good or bad for the poor, but how to make them better for the poor.

“Next Generation Business Strategies for the Base of the Pyramid” shows how to build successful business ventures, create sustainable business ecosystems, design new technologies with the BoP in mind, and even transform entire sectors with collaborative entrepreneurship. These new tactics also will open doors for poverty-alleviation and green technology implementation. The book advises business leaders, entrepreneurs, and

policy-makers in creative and strategic thinking, mapped out through the three core concepts: Roadmaps for Success; Strategic Opportunities; and Effective Implementation.

The “roadmaps” section focuses on the different steps ventures need to take as they move through the design, implementation, and sustainability aspects. These include cross-sector partnerships, the capabilities needed for these partnerships, and how to

create competitive advantage. The section

also looks at what innovation at the BoP

means, and how it differs from innovation

at the top of the pyramid markets.

The second section looks at strategic

challenges and opportunities. These include

co-generating businesses effectively

with the communities ventures are looking

to serve, as opposed to “air-dropping” in

solutions. Another is how to create new

markets rather than assuming a venture

is entering an existing one, “because serving

the BoP is more an act of market creation,”

Hart said.

Another challenge is environmental.

“If we generate all this new economic

activity at the BoP, how do we ensure

that we leap to the inherently clean and

environmentally-sustainable technology

of tomorrow rather than taking ourselves

down the path to environmental oblivion?”

Hart said.

The final section answers “three vexing

questions” for BoP entrepreneurs, London said.

One is what strategies are needed

to gain a deep understanding of this BoP

context. Another is what is needed to design

for a marketplace that may not be understood

and doesn’t look like the markets that an

entrepreneur has served previously.

The third centers on sustainability

and scalability.

“How do we take ideas and make them

sustainable and then think about scalability

on a regional, national, and transnational

approach?” London said.

The end of the book looks at the journey

ahead, including how to equip existing

organizations to launch BoP ventures, and

how to encourage and incent this type

of venture.

Hart said he and London “fully recognize”

that the book “is an important next step

forward but it’s not the end of the road.”

“We think the base of the pyramid

domain has immense possibilities for both

the business and poverty alleviation

sectors,” London said. “We hope people

enjoy this book and join us on this journey

as we think about what the next generation

strategies are for base of the pyramid.”

The book is available at bookstores, online

at www.amazon.com and elsewhere.

Prahalad’s Presence Felt in New BoP BookWhen Ted London and Stuart Hart sent out an email to colleagues and peers in the base of the pyramid (BoP) community to see if there was interest in writing a new BoP book, C.K. Prahalad was the first to respond.

“Within minutes he wrote back and said, ‘Looks like a great idea. Count me in. Let us do something creative,’” London said. “ He thought it was a great project.”

When the book’s authors convened at the University of Michigan in May 2009, Prahalad presented the ideas for his proposed chapter. More importantly, he offered a compelling vision for the book, encouraging his fellow chapter authors to imagine a book that would be on the shelf of every manager in the corporate, non-profit, and development sectors who is thinking about BoP ventures.

Prahalad’s declining health and subsequent death in April 2010 prevented him from completing his chapter. But London, Hart, and the other authors wanted his voice to be part of the book.

The book is dedicated to Prahalad, “a brilliant and influential thinker,” co-editors London and Hart wrote at the beginning of the book. Prahalad was a “visionary, colleague, and friend. Over the years, he provided inspiration and guidance to all the co-authors of this book.”

He was “uniquely creative,” London and Hart wrote in their dedication. One of his gifts was to help people reframe how they looked at current reality.

“He taught us to look at things, whenever possible, through the ‘other end of the telescope,’” they wrote. “He also taught us to always look for the unintended consequenc-es of any action—the ‘toxic side-effects,’ as he liked to call them.

“C.K. was also brilliant at asking the right questions. Rather than debating whether globalization was good or bad for the poor, for instance, he preferred to focus on a more practical challenge: how globalization could be made to work better for the poor.”

“This book demonstrates that the

most socially useful business models to

serve the base of the pyramid are those

which are created for the market they seek

to serve, incorporating appropriate green technologies and

innovation-oriented strategies in venture

development.”

R ATA N TATA C E O, TATA I N D U S T R I E S


PROGRAMS

8

update

eduCational outReaCh

EO obtains materials by writing cases

or sourcing them from faculty who have

created them independently. Materials

are distributed on the GlobaLens (www.

globalens.com) website.

The adoption of EO business teaching

materials across the Ross curriculum and at

other schools continues to grow. More than

120 schools have used EO teaching materials.

Recent schools that have adopted GlobaLens

cases include the University of Houston,

Carnegie-Mellon University, University

of Georgia, American University in Bulgaria,

Wartburg College, University College Dublin,

and Rice University.

The GlobaLens catalogue now contains

more than 300 pieces – cases, conceptual

notes, simulations, exercises, and videos. It

also boasts a number of popular collections

on topics such as base of the pyramid,

sustainability, and entrepreneurship.

The redesign of the GlobaLens website

is nearly complete. The new site includes an

enhanced search of materials, identification

of teaching points for GlobaLens products,

streamlined download of materials, and

the ability to have community-driven

conversations across the entire site.

Simulations Grow In PopularityEO’s simulations take case discussions to a

higher, more complex level, and train

students to think critically in real-time. When

a simulation is built, variables are defined that

are important to the company being studied

as well as its competitors. Each variable

triggers another, giving students a realistic

look at how going down one path creates

different benefits and costs from choosing

other paths.

These simulations have been popular

among global business schools because

of their ability to nurture integrity, judgment,

courage, and persuasive communication

in a risk-free environment.

GlobaLens offers two types of simulation

products: the full- or multiple-day simulations

– such as the Leadership Crisis Challenge –

and computer simulations. Interactive

computer simulations can be used for a single

class session and are complemented with

the written version of the case.

EO Director Marc Robinson said an

additional 10 marketing simulations will be

in the GlobaLens catalogue by fall 2011.

“Students expect technology to be part

of their learning experience,” Robinson said.

“It lets them see results of multiple trials of

things over time. It is experiential learning.”

Here are two simulations currently in the

GlobaLens catalogue that are proving popular

with students and professors.

Leadership Crisis Challenge (LCC)The LCC, developed by EO under the direction

of Sue Ashford, the Michael and Susan

Jandernoa Professor of Management and

Organizations at the Ross School, is designed

to give MBA students the opportunity to

wrestle with some questions that businesses

face that are difficult to answer. It makes

students think on their feet and develops critical thinking that is difficult to do in a typical classroom setting.

The students, who form their own teams, are presented with a crisis. But while they are deliberating what to do, additional game-changing circumstances are introduced throughout the day that may force the student teams to rethink their strategy. The LCC lasts two days.

At the end of their allotted time, students must present their plan of action to a fictitious, confrontational board of directors made up of Ross faculty. The best teams move on to the final round, where they are given yet another game-altering email. They must then quickly prepare for a press conference to defend their decisions.

“The idea behind the LCC is to put students in situations where judgment is needed,” said Ashford. “Let’s test their judgment here before they go out in the world so any mistakes they make, any challenges they face, get played out in a lower-cost environment.”

The fourth LCC, developed by EO in cooperation with Ross and NetImpact, will be presented to Ross students in January 2011. Three earlier versions of the LCC are currently available on the GlobaLens website. In addition to the Ross full-time MBA program, the LCC has also been used in the Ross Executive MBA program, and adopted

by MBA programs at Yale University, the

University of Georgia, and the Darden School

of Business at the University of Virginia.

“It can be difficult to simulate the raw

emotions and anxiety that comes when one

experiences a crisis, but with the Leadership

Crisis Challenge from GlobaLens, students

feel what it is really like to have their

leadership tested under pressure,” said Erika

Hayes James, associate professor of Business

Administration at Darden. “This activity is as

good as they get for student engagement.

It provides a kind of learning that they will

refer back to again and again.”

Whole Foods: What Now?This case and accompanying simulation

follows the supermarket chain Whole Foods

as it struggles between two conflicting

goals. Shareholders want 20 percent sales

growth, and customers want locally-grown

organic food.

The case and simulation follows Margaret

Wittenberg, global vice president of marketing

and public affairs at Whole Foods, while she

tries to walk the line between the two goals

and deals with competition from retail giants

such as WalMart and Costco. Should Whole

Foods become a mass-market retailer of

organic foods, or focus its sourcing to include

more locally-grown goods?

This is the first year EO has worked on

this simulation.

in the past six months, educational outreach (eo) has made upgrades in its operations and marketing. the globalens e-commerce website

has been enhanced to improve functionality and our customers’ user experience, and the catalogue has reached critical mass. new content

will continue to be created, and eo’s new marketing manager will work to coordinate globalens communications, solidify current partnerships,

and reach out to potential new customers.

Improvements, Growth Continueseducational outreach (eo) develops and disseminates teaching

materials on international business topics, and works with faculty

from michigan’s Ross School of Business to help move their

research into the classroom.

Susan Ashford


9

Case Lets Students Make Pitch for FundingA new, traditional GlobaLens business case

asks for students’ help in pitching a University

of Michigan initiative to an investment firm.

The initiative – SMART (Sustainability Mobility

and Accessibility Research & Transformation)

– develops efficient and sustainable trans-

portation systems in cities around the world.

SMART’s main approach is to develop a

network of locations where users can access

several modes of transportation in one place

while being provided with real-time trans-

portation updates on mobile phones and

information kiosks.

Students are asked to assist the SMART

director as she seeks funding for the

organization’s Los Angeles project. Students

must consider the project’s advantages,

disadvantages, and ability to address global

urban mobility issues – including congestion

and environmental degradation, which are

detailed in the case.

High Schoolers Aid AdWords Campaign In fall 2010, GlobaLens was approved

for a Google AdWords grant. The grant

gave GlobaLens a daily budget to place

Cost-Per-Click bids for keywords related

to our teaching materials and website.

When someone did a Google search using

our specific keywords, GlobaLens could

display its ad on the search results page.

GlobaLens was then invited by Google to

participate in a community outreach program

that the search engine company developed.

The Google AdWords in the Curriculum

Program offers high school students a

unique opportunity to learn about online

advertising in a formalized school course.

GlobaLens’ AdWords campaign is being

handled by four students at Ann Arbor (Mich.)

Huron High School. The students created the

site’s campaign and worked during the fall

semester to maximize results. The GlobaLens

site has seen an increase in traffic since the

program started.

Case Competition Returns for 2nd YearWDI, along with Acumen Fund, Ashoka and the NextBillion website, is sponsoring the second annual NextBillion 2011 Case Writing Competition.

The academic business case competition looks to engage students and faculty at colleges around the globe in the emerging field of social enterprise by finding and publishing the best business cases on social enterprise and BoP (base of the pyramid).

Case submission guidelines, along with case writing resources, and information about the judging panel and previous winners can be found at NextBillion.net.

Deborah Mendez, an MBA student from the Bauer College of Business at the University of Houston won the inaugural 2010 NextBillion Case Writing Competition with the case study “The Sweetest Business of Nestle Venezuela: El Dulce Negocio.”

Mendez’s case and the other winners from last year were published by WDI’s Educational Outreach. This year’s winners also will have their cases published by WDI.

This year’s winner will receive $1,000. The second place winner will be awarded $500, third place $250, and fourth and fifth places each will receive $100.

Last year, more than 20 entries were received from schools such as Washington University in St. Louis, Xavier Institute of Management, Delhi Technological University, Indian Institute of Management Bangalore, Tufts University, Colorado State University, University of Houston, York University, Syracuse University, and New York University – to name a few.

To help students prepare for the competition, WDI’s Educational Outreach hosted the free webinar, “ How to Write Effective Businesses Cases.” It covered the basics of writing a business case, including structure, writing style, topic selection, easy ways to cite references, and more. Case writers from WDI also answered students’ questions during the webinar.

neW hiReS Join eduCational outReaCh

Wdi welcomed three new members of its educational

outreach staff. Susan Kennedy and John parker

are new case writers for eo. Sandra draheim is eo’s

marketing communications manager.

John Parker graduated with honors with an economics degree from the University of Chicago. While an undergrad, he earned two varsity football letters. He was named All-UAA Academic First Team for two consecutive years. Parker studied abroad in Athens, Greece where

he wrote an economic paper highlighting the unbalanced state of the Greek economy prior to the Greek Debt Crisis of 2010. After graduation, he developed key performance indicators for biotechnology company Terumo Cardiovascular Systems. He worked with top management to create greater transparency within the Product Development department.

Susan Kennedy graduated with honors from the University of Michigan, where she received a BBA from the Ross School of Business. She also minored in History of Art. While at Michigan, Kennedy founded the Wolverine Sales Club, a club devoted to enhancing

members’ communication abilities and career opportunities. She developed her interest in sales by interning for Filtrbox, a start-up internet software company based in Boulder, Colo. She was an avid volunteer for Michigan Reach Out, where she mentored Ann Arbor middle school students. She furthered her undergraduate experience through the “Michigan in Washington” (DC) program, where she spent a semester studying political science, conducting base-of-the-pyramid research, and interning for the International Franchise Association. This past summer, she studied political science and international business in Bulgaria through the Fulbright International Summer Institute.

Sandy Draheim has over 20 years of cross-functional experience as a marketing and advertising professional in a variety of industries including commercial vehicle, automotive, banking, retailing, and public sector. Her background as an advertising

agency account director includes leading account service, creative, digital, public relations and media teams in developing strategic and targeted marketing communications plans for new product launches, as well as to reinvigorate existing brands. Draheim’s international experience includes facilitating global branding summits in Europe and the U.S., conducting on-site market research interviews with client managers in Europe, and managing trade press editor briefings at international trade shows in Europe, Brazil, and the U.S. Draheim has also been advertising director at two different retail jewelry chains, as well as a large financial institution. A former ad agency copywriter, she holds a B.S. in Journalism/Public Relations from Bowling Green State University where she was a member of the women’s track team.

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


PROGRAMS update

development ConSulting SeRviCeS

Mobilizing Remittances for Enterprise Finance

// guatemala City, guatemala

partner: Academy for Educational Development (AED)/ FIELD (Financial Integration and Economic Strengthening & Broad-Based

Dissemination) — Support Leaders With Associates

funding agency: U.S. Agency for International Development — Economic Growth and Trade/DCA

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

small enterprise loans in Guatemala.

Recruiting Employable Students at the University with Management Education

(RÉSUMÉ)

// Constantine, algeria

partner: University of Mentouri Constantine (UMC)

funding agency: Higher Education for Development /U.S. Dept. of State/ Middle East Partnership Initiative

goal: Enhance the school’s English language studies and Business Management curricula to align them with the needs of the Algerian

labor market; establish a career center that will help Mentouri students make informed decisions about career paths and strengthen

the school’s relationships with private sector employers.

Expanded and Sustained Access to Financial Services (ESAF) Program

// West Bank and gaza

partner: Academy for Educational Development (AED)/

funding agency: FIELD (Financial Integration and Economic Strengthening & Broad-Based Dissemination)-Support Leaders With

Associates U.S. Agency for International Development

goal: Build a more inclusive financial sector in the West Bank Territories by increasing sustainable access to financial services for

households and micro, small, and medium-sized enterprises; enhance the enabling and regulatory environment through university training,

strengthening a training institution for microfinance bankers, and providing technical assistance to the central bank and the regulatory

body for the securities industry.

Rollout of the Economic Base of the Pyramid

// global

partner: USAID

funding agency: U.S. Agency for International Development — Economic Growth and Trade

goal: Compare the U.S. Agency for International Development’s traditional value chain approach to poverty alleviation with that of

the base of the pyramid perspective, articulating overlaps, distinctions, possible synergies, and contradictions.

PORTFOLIOPROJ

ECT

South Africa: Building Capacity for Tourism and Transportation

Management (SALETTI)

// Johannesburg, South africa

partner: University of Johannesburg (UJ)

funding agency: Higher Education for Development

goal: Build capacity within the University of Johannesburg’s Department of Transport and Supply Chain Management, including

faculty and student exchange programs, executive education workshops, experiential learning projects, and baseline assessment

of the department’s programs in order to expand and improve what is currently offered; also conceptualize, develop and launch

a master’s program in supply chain management.

10

w w w. w d i . u m i c h . e d ureview | w i n t e r 1 1

Private Sector Growth Project

// nicosia, Cyprus

partner: Deloitte (GBTI II)

funding agency: U.S. Agency for International Development/Cyprus

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

Goldman Sachs BBA Scholarship

// Kigali, Rwanda

partner: School of Finance and Banking

funding agency: Goldman Sachs

goal: Manage successful Goldman Sachs Scholarship program for underprivileged and disadvantaged undergraduate women business students in Kigali, Rwanda.

Jordanian Education for Water and Environmental Leadership (JEWEL)

// irbid, Jordan

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

funding agency: Higher Education for Development / U.S. Agency for International Development

goal: Build the capacity of Jordanian universities to train current and future leaders in natural resource management.

Kazakhstan Economic University Strategic Advisory Services

// Kazakhstan

partner: Kazakhstan Economic University

funding agency: Eurasia Foundation of Central Asia

goal: Strengthen the university’s market position, enhance its educational services, and improve its management structure.

Bill & Melinda Gates Foundation: Malaria Tariffs and Taxes

// global

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

funding agency: Gates Foundation

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

Public-Private Partnership Development Program

// Kiev, ukraine

partner: Academy for Educational Development (AED)

funding agency: U.S. Agency for International Development (USAID)

goal: Promote public-private partnerships by reforming legal and institutional issues, serving as a bridge between government and private sector interests, establishing a capacity building communications program, and creating a project development facility to build and finance a pipeline of public-private partnership projects.

Pakistan Workshop

// islamabad, pakistan

partner: U.S. Agency for International Development/Kiev

funding agency: U.S. Agency for International Development

goal: Deliver leadership training to USAID’s Mission in Islamabad.

11


12

PakistanM I S S I O N T R A I N I N G

The U.S. Agency for International Development awarded WDI a contract to carry out a management, team building, and leadership training workshop for its mission in Islamabad, Pakistan.

WDI’s Development Consulting Services (DCS) has completed the program’s design phase, which received approval from the Islamabad mission. DCS staff is coordinating with the mission on the dates of the workshop for their 50 Executive Office staff members.

Paul Richard Sullivan, a Ross School of Business Executive Education faculty member, will lead the workshop.

The workshop is designed to produce the following outcomes:• achieve the mission goals and build stronger

team relationships by improving team building and project planning activities

• develop a clearer understanding among USAID/Pakistan management and staff of the challenges and solutions to managing

teams, especially across cultures • establish a common, coordinated

vocabulary and approach for team building and project management throughout USAID/Pakistan

• energize USAID/Pakistan management and staff with key insights into how their activities and a positive work culture can harmonize and impact relationships in accomplishing their mission

“WDI will provide the USAID mission to Pakistan with the leadership principles, techniques and strategy to bring this about so that the Pakistani people will know that the U.S. is concerned with its long-term prosperity and committed to assisting its citizens reach their potential,” DCS Director Khalid Al-Naif said.

In 2009, WDI delivered a similar workshop for the USAID mission in Colombo, Sri Lanka.

At the workshop’s conclusion, the 50 participants said the program was very good, valuable to the mission, and well worth the

time. Additionally, they said it brought people together on a more equal footing than they enjoy in the office.

UkraineP P P D E V E L O P M E N T

WDI’s Development Consulting Services (DCS) has been awarded a new project in the Ukraine.

The Institute is partnering with the Academy for Educational Development (AED) on the Public-Private Partnership (PPP) Development Program in Ukraine. The USAID-funded program will promote the use of public-private partnerships through:• Undertaking necessary legal and

institutional reforms• Establishing a national public-private

partnership unit to serve as a bridge between the government of Ukraine and private sector interests

• Undertaking a capacity building and stakeholder communications program

• Creating a project development facility to build and finance a sustainable pipeline of PPP projects

The program will work toward achieving assistance objectives under a number of program areas including: Infrastructure; Good Governance; Private Sector Competitive- ness; and Economic Opportunity.

WDI will provide technical assistance to the Government of Ukraine to establish a policy framework for public-private partnership projects that is in line with international best practices.

“A partnership involves two or more parties committed to a common task, sharing risk and yielding a reward to all the partners,” said Al-Naif. “The service goals need to be achieved more efficiently together. Successful public-private partnerships enable both parties to do what they do best to achieve a common goal. In the end, it is as much about open honest communication as it is about money.”

dCS is emerging from the global economic recession with a strong financial and programmatic performance. dCS has continued to build

up its existing partnerships via expansion of existing projects but also with new awards. new strategic technical partners have also brought

with them new technical competencies to the dCS projects portfolio while support for existing partnerships has substantially strengthened

revenue sources. the period ahead, while optimistic in outlook, will also present challenges that require new perspectives and carefully

considered solutions. dCS continues to be on an aggressive growth path with a business model that has proved its resilience despite the

challenges of one of the world’s most severe economic downturns. the coming review period will see dCS build on the successes of 2010

and continue to deliver high-quality client work.

PROJECTSNEW

n e W p R o J e C t S

development ConSulting SeRviCeS > neW pRoJeCtS


13

GuatemalaR E M I T T A N C E S

The two-year project, which featured designing and testing an innovative financial facility to allow migrants in the U.S. to act as guarantors for small loans in Guatemala, was successfully completed. The sustainability of the project was addressed by WDI. The Institute forged a partnership between a Guatemalan credit union and a U.S.

microfinance institution who will continue to make the migrant-backed loans.

Romelia Pablo, a farmer in the western Guatemala village of Comitancillo was the first recipient of a loan from the program. She is supporting four children while her husband is in the U.S. working. She used some of the money to fix a leaky roof and buy some livestock. WDI, in partnership with Microfinance International Corp., disbursed the loan to Pablo, which was backed by her brother.

“I used the money to buy a cow, a pig, some chickens and feed,” Pablo said. “I will raise them [the livestock] on my farm and they will produce income for me to help feed my children, take them to the doctor when they are sick, buy them school books and pencils to write with.”

For Pablo, this small loan will give her the opportunity to generate income for her family. Remote village life in Guatemala is very difficult and poverty is widespread. There are few work opportunities for villagers like her to earn a living. Most of the villagers farm and keep livestock to support themselves,

but there is little left at the end of the day. A traditional bank loan for Pablo was not

an option. That is why the WDI program is so vital to her and others.

“I have no education, never had a job, and had no bank account and no credit history,” she said.

But Pablo heard about the new program. Her brother placed 5,000 Quetzals in an account with her local credit union. The credit union

then issued her a 12-month loan for 9,900 Quetzals ($1,200).

The livestock she bought will provide her with a sustainable livelihood for her and her children — something that would not have been possible without the loan program.

“I’m going to fatten that pig five months and take it to market,” Pablo said. “It will fetch a good price and I can use the profits to pay back the loan and buy two more pigs. The cow and chickens will provide milk, cheese, and eggs for my children and I will take the extra to market every day. It will fetch a good price because it’s fresh.”

KazakhstanK a z E U

WDI provided strategic advisory services to Kazakhstan Economic University so it can become the leading business and economics university in Central Asia. The project was successfully completed over a period of one year. WDI’s final report to the Kazakhstan Economic University (KazEU) and the Eurasia Foundation of Central Asia, which funded the project, included more than 120 recommend-

ations covering the university’s management structure and staff qualifications, the quality of educational services and management procedures, and market positioning.

Africa/India B o P

A WDI research team successfully closed out its report comparing the donor-driven value chain approach to poverty alleviation with

that of venture-led, base of the pyramid approach (please turn to page 5 to read more about this project).

Algeria R E S U M E

WDI’s three-year engagement in Algeria, funded by Higher Education for Development, the U.S. State Department, and the Middle East Partnership Initiative, is progressing well. The project, called RESUME (Recruiting Employable Students at the University with Management Education), is designed to enhance the University of Mentouri’s English Language studies and Business Management curricula to align them with the needs of the Algerian labor market. WDI also established a Career Center that will help Mentouri students make informed decisions about career paths and strengthen the school’s relationships with private sector employers.

A team of Development Consulting experts and two UM faculty members traveled to Algeria in mid-October to assess the progress of the project. They reviewed the different

activities that have been implemented, met with local employers, and strengthened the links between the three different parts of the project – the English language component, the business curriculum component, and the Career Center.

The English language component supported the creation of English for Specific Purposes classes for business students. University of Michigan and University of Mentouri faculty

jointly developed new courses that were first offered in the fall of 2010.

The business curriculum component is comprised of the development of two new masters’ degree programs. The masters in General Business Administration and the masters in Tourism Management are both planned to launch in the fall term of 2011.

At the Career Center, workshops are held to assist the students in many areas associated with employability including resume-writing and interview skills. The center has been promoted on nine different campuses, resulting in thousands of students registering in the Career Center database.

As part of the Career Center component, five UMC staff members spent two weeks in intensive training in the United States during August. The Mentouri staff learned about career planning, job search coaching, career assessment tools, experiential learning programs, career educational programs, career resources, recruitment services used to connect students with employers, recruitment technology, and general overall operations of a career center.

13

PAGE 12:Left: Paul Richard Sullivan.

Right: City of Kiev.

PAGE 13:Left: Romelia Pablo.

Right: Ted London and Ravi Anupindi in Zambia.

o n g o i n g p R o J e C t S

Wdi’s

development

Consulting Services

is currently implementing

14 ongoing projects around the

world. here are some of the

project highlights from the

past six months.


14

West Bank/Gaza E S A F

Five projects in the West Bank and Gaza

fall under the ESAF (Expanded and Sustained

Access to Financial Services) heading. Here

are some highlights from some of these

five subprograms.

As part of the University Strengthening

Subprogram, WDI has worked with Bethlehem

University to strengthen their curriculum

and teaching methods in its College of

Business Administration.

WDI helped the university prepare an

application requesting the college be allowed

to start an accredited Minor in Finance

program. Recently, the Palestinian Ministry

of Higher Education approved and delivered

a provisional accreditation to Bethlehem

University for that program.

“The university’s ability to offer a Minor

in Finance program to business students

not only allows students to enhance their

educational opportunities, but also creates

more versatile students with degrees in a

major and minor study,” said DCS Director

Khalid Al-Naif. “With a more comprehensive

background in education, students will

enter the business world with additional

knowledge and tools to succeed in their areas

of specialization. WDI looks forward to seeing

and helping more universities in Palestine

build upon this successful example.”

Also as part of the University Strengthening

Subprogram, Elias Mukarker, a professor of

finance at the Bethlehem University in the West

Bank, spent the fall semester at the University

of Michigan’s Ross School of Business.

The purpose of the faculty exchange

program is to have the Palestinian faculty

attend a semester at the Ross School, receive

mentoring on research techniques and

pedagogy, and return with a new set of tools

and knowledge base to adopt at home.

Mukarker audited seven Ross Finance courses.

He said the professors and the university

setting have been great.

“It’s been a good experience,” he

said. “ My impression has to be that it’s

been perfect.”

He said the one semester at Ross will help

him in course development and teaching

techniques when he returns to Bethlehem

University in January. “This has really enhanced

my knowledge,” he said.

WDI has been helping its partner

universities – Bethlehem University and

Al Quds University – by training the future

leaders in finance, improving the existing

finance curricula, and establishing a new

degree program as part of the university

strengthening component of the ESAF

project. Mukarker’s visit is the second

faculty exchange. Dr. Mohammed Bader,

an assistant professor in the Department

of Banking and Finance at Al-Quds University

in Jerusalem, spent winter 2010 at WDI

and the Ross School of Business (RSB) as

part of the faculty exchange program.

Under the Strengthening the Palestine

Institute for Financial and Banking Studies

(PIFBS) Subprogram, 16 loan and credit officers

and 12 human resource managers from

Palestinian banks and microfinance institutions

graduated from two international certificate-

level diploma courses that were developed

with ESAF support.

The courses, in cooperation with the

Jordan-based Arab Academy for Banking

and Financial Sciences, helped students

return to their employers with expanded

knowledge and techniques based on

international best practices.

“The critical knowledge and tools that

I have gained have drastically improved my

skills in evaluating SME credit risk,” said Ashraf

Bader Nofel, a loan officer with the Bank

of Palestine, who received a diploma in SME

Credit Risk Lending.

In the project’s final year, WDI will focus

on a rigorous Training of Trainers program

to enable the PIFBS to deliver their own

program of internationally-recognized

certificate diplomas and other short-term

courses in 2011.

“The quality of the trainers combined

with advanced training materials has

enabled PIFBS to achieve a fundamental

shift in the training programs offered to

Palestinian banks and other financial

institutions,” said PIFBS General Manager

Basil Taha. “ This shift has widely been

recognized by the Palestinian banks and

other financial institutions.”

For the Technical Assistance to the

Palestine Capital Market Authority (PCMA)

Subprogram, 14 managers representing eight

Palestinian insurance companies, along with the

PCMA Insurance Directorate General Manager,

attended a two-day actuarial assessment

workshop held in Amman, Jordan.

The workshop, led by WDI actuarial

specialist Samih Geha, marked the end

of the second phase of the five-phase

technical assistance program in the area

of actuarial management capacity building

for the PCMA.

South AfricaS A L E T T I

The South Africa Logistics Excellence and

Transportation Training Initiative (SALETTI)

project aims to build capacity within the

University of Johannesburg’s (UJ) Department

of Transport and Supply Chain Management

by utilizing faculty and student exchange

programs, executive education workshops,

experiential learning projects, and baseline

assessment of the department’s programs

in order to expand and improve what is

currently offered. The project also calls

for the conceptualization, development,

and launch in 2011 of a Master’s Program

in Supply Chain Management.

In September, UJ faculty members

Beverley Jane Kujawa, Peter John Kilbourn,

and Rose Luke visited WDI and the University

of Michigan as part of the SALETTI project.

The three gave talks while on campus and

attended events and meetings at the Ross

School of Business.

Kujawa gave a talk at WDI about logistics

outsourcing issues in the South African manu-

facturing sector. Kilbourn and Luke gave talks

at the Ross School on the macroeconomic

perspective of business logistics in South

Africa, and the status of green supply chain

practices in that country.

The three also traveled to San Diego for

the annual global conference of the Council

of Supply Chain Management Professionals.

In the late summer of 2010, Ross School

of Business Professor Ravi Anupindi, a WDI

consultant on the SALETTI project, led an

executive education workshop for University

of Johannesburg (UJ) faculty members as well

as faculty from other institutions. He also

gave a workshop on Logistics Management

for representatives from government, business,

academia, and research institutions. And

finally, Anupindi offered a pilot program on

the first UJ master’s course in Supply Chain

Management. Participants will receive

credit for the course once the new master’s

program begins in 2011.

development ConSulting SeRviCeS > ongoing pRoJeCtS


15

New Project Administrator Joins DCS Team

Natalia Gero is an experienced

project manager with a particular

focus on logistics and operations

management. She has more than

eight years of work experience in

the u.S., Russia, eastern europe, the

Baltic States, and latin america. prior to joining Wdi,

natalia was an account executive at Boersma, inc. and

previously a senior manager with Slavtur in Russia,

where she executed numerous business services

contracts with corporate clients, including the country’s

third-largest oil company. in this capacity, natalia

developed and delivered a corporate marketing

strategy aiming to build long-term partnerships with

clients and suppliers, which resulted in expanding the

client portfolio by 300%. natalia is currently pursuing

an mBa degree with concentration in operations

management and organizational Behavior. She holds

a Ba with a special focus on Small Business and

entrepreneurship and an ma in english and French

linguistics. She is fluent in Russian.

Ariga promoted to Manager of Projects Implementation

ayako ariga, a projects

administrator with dCS since

march 2007, has been promoted

to manager of projects implement-

ation. She will oversee the work

of all of the project administrators

to ensure that Wdi successfully fulfills its contractual

obligations. dCS director Khalid al-naif said that this

is the first of two phases to restructure development

Consulting Services and that ariga is very qualified

to take on this important position. last year, her

portfolio of projects exceeded $1mm in revenue.

ariga joined Wdi in march 2007. She formerly held a

post with the Japan Bank for international Cooperation,

now the Japan international Cooperation agency

(JiCa), the financial institution of the Japanese govern-

ment that is equivalent of uSaid in the united States.

ariga led numerous program evaluation teams,

organized institutional capacity building seminars

for the counterpart government officials, and managed

a loan appraisal team to China, india, vietnam, Kenya

and turkey. ariga earned a master’s degree in public

policy from the university of michigan’s gerald R.

Ford School of public policy, and served as policy

Fellow at the executive office of the governor

of michigan in lansing.

dCS StaFF announCementS

Anupindi’s course received rave reviews from the participants. They liked the content, with one calling it “relevant and educational.” Another said they would take what they learned and “be able to apply it to my work life right away.”

The use of business case studies in the course also was given enthusiastic approval. “Fantastic” wrote one participant in the post-course survey. “ I learned so much more through this method than the traditional

textbook method. Keep it!” Another wrote that the case studies helped “in visualizing and understanding concepts a lot quicker.”

RwandaG O L D M A N S A C H S

The Goldman Sachs Scholarship Program, which is under the 10,000 Women initiative umbrella, gives free tuition to disadvantaged undergraduate women to attend the School of Finance and Banking (SFB) in Kigali.

Scholarship recipients receive counseling and mentoring by the program manager and

SFB faculty to ensure academic success. The mentoring project, instituted in March 2010, has received rave reviews from the women.

Dr. Bideri Ishuheri, a faculty member at SFB and a mentor himself, said he tries to make his mentee feel confident, “to make her feel that she made the right choice and that there is always a room for improvement. The beauty of mentoring is realized when you see a mentee become more focused and hopeful for a better future.”

Petience Muyenzi, a Goldman Sachs scholar, said her mentor has helped her with her studies as well as assistance in overcoming everyday obstacles. “ My mentor advised me on how to perform better, irrespective of life challenges that I come across in every day life,” she said. “ This mentor has become like my parents in that he is so kind, and I feel fine when I am talking to him.”

PAGE 14 – Left to Right: ESAF workshop graduation ceremony; Elias Mukarker, professor of finance at the Bethlehem University; Ravi Anupindi leading a workshop for the University of Johannesburg.

PAGE 15:Beverly Kujawa giving a talk about logistics outsourcing.

Two actuarial workshop participants listen to a presentation.

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


16

New Products and Services Development | april 11-12the program is a two-day workshop designed to give participants a hands-on understanding of the key challenges, concepts, tools and methodologies for planning and executing new product and service innovation. the workshop will be led by oscar hauptman, who holds a phd in management of technological innovation from the Sloan School of management at mit.

Operations and Supply Chain Management | april 14-15 this program introduces participants to cutting-edge models and practical tools for effective supply chain design and management. attendees will learn how to design and implement effective supply chain practices. the focus will be on: effective inventory control, distribution and logistics management, and partnering with suppliers and customers to reduce costs and increase service levels. damian R. Beil, an associate professor at michigan’s Ross School of Business, will lead the workshop.

Negotiations | april 28-29this intensive and highly interactive program will develop participants’ ability to overcome obstacles and learn methods to create and claim value in their negotiations. the workshop will be led by Jeffrey Sanchez-Burks, an associate professor of management and organizations at the Ross School.

Strategic Management Program | may 23–June 3 the Strategic management program enables participants to acquire a broad, cross-functional approach to general management. participants leave the program with an improved skill set and fresh ideas for approaching critical business issues. upon completion of the program, participants receive Strategic management program certificates issued by the William davidson institute and the

Stockholm School of economics in Riga. the quality of the Strategic

management program is unmatched in the region. the program

features: Yusaf h. akbar (Strategy), associate professor in management

at Central european Business university Business School in Budapest;

gerard Seijts (Change management), an associate professor at the

Richard ivey School of Business at the university of Western ontario;

neil g. Cohen (Finance), an associate professor of Finance at george

Washington university in Washington, d.C.; and John Branch

(marketing), an associate professor at the Ross School.

HR Professionals Program | June 2-3

the two-day program gives managers a practical set of tools

for enhancing their hR department and making a greater strategic

impact in their company. Best practices in human resources will be

shared, and discussions will be held on how to effectively implement

these practices. program participants can present an hR issue they

are facing, and solutions and suggestions will be given by peers

across industries and by professor gerard Seijts, who will be

leading the workshop.

Wdi and the Stockholm School of economics in

Riga, latvia (SSe Riga) partner on an annual

Strategic management program and

a human Resources professionals

program. during a recent visit, Stockholm

School Rector anders paalzow and Wdi

executive education director amy

gillett discussed adding additional

programs and marketing them to

managers in countries near latvia, such

as the ukraine, Russia, moldova, and Belarus.

that strategy has worked. Wdi and SSe

Riga will partner on five programs this

spring. Four are intensive, two-day

certificate programs.

“SSe Riga is the leading business school

in the Baltics, and Riga is a beautiful city,”

said Wdi executive education director

amy gillett. “ it’s a very attractive place

for executives from across the region

to come and hone their managerial skills.”

Program Offerings Grow in Riga

t h e F i v e p R o g R a m S i n R i g a a R e :

Left to Right: Amy Gillett, John Branch, Anders Alexanderson (VP of Public Affairs), and Anders Paalzow (Rector).

PROGRAMS update

eXeCutive eduCation


17

Jeffrey-Sanchez Burks talks with three participants at the SHRNE workshop.

A dozen HR executives from across Europe gathered in Vienna

in early October for the first workshop of the newly re-launched Strategic HR Network Europe (SHRNE).

The 11-year-old network, part of WDI’s Executive Education department, has been the premier networking and educational forum for HR executives responsible for operations in Central and Eastern Europe. In June, it was re-launched as a forum for HR executives from across all of Europe.

The SHRNE serves HR executives as they deal with the most pressing HR problems in their organizations. At the Vienna workshop, Jeffrey Sanchez-Burks, an associate professor of Management and Organizations at Michigan’s Ross School of Business, focused on his model of recombining ideas, practices, and products that already exist to create new and useful ideas. Sanchez-Burks explored the barriers that inhibit individuals from recombining knowledge they already possess, and the strategies managers use to foster a recombinant mindset. Human resource management play a critical part in building an organization able to unlock creativity and innovation in its members, Sanchez-Burks said.

“In our session we were able to take a collective deep dive into HR strategies that can remove common barriers to creativity

and unlock the organization’s potential for continuous innovation,” Sanchez-Burks said. “Everyone was highly engaged at the workshop. Important and interesting ideas were shared by all participants.”

Sanchez-Burks said the workshop unfolded through a combination of focused discussion, presentation of core concepts and tools, and group work to develop ‘proof of concept’ HR strategies that could be put into practice immediately.

“Intense, insightful, fun, practical and interactive are words that may well capture our time working together,” he said. “It was one of the finest groups of HR executives that I’ve had the privilege of teaching.”

At WDI’s Strategic HR Network Europe forums, HR directors and vice presidents convene in Central and Eastern European capitals to learn from top HR professors and to share ideas and best practices. Work- shop leaders have included management gurus Noel Tichy, Wayne Brockbank, and Henry Mintzberg.

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

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

The next workshop will be April 14-15 in Prague, Czech Republic. William Joyce, professor at the Tuck School of Business at Dartmouth and former director of the Wharton School Doctoral Program in Organization and Management, will lead the workshop “What Really Works: The 4 + 2 Formula for Sustained Business Success.”

This workshop is based on the study of 160 companies and more than 200 management practices over 10 years that Joyce and his co-authors conducted. They discovered that all successful companies simultaneously mastered six specific management practices – four of them have to be followed in areas of strategy, execution, culture, and organization. Two others have been added from areas of leadership and governance, innovation, talent management, and partnerships and mergers.

Joyce will help participants identify the areas that are truly important for management to focus on to achieve success. He will also focus on the impact of the financial crisis on the companies and the ways to handle the new situation.

SHRNE Welcomes Two New MembersThe world’s largest luxury goods conglomerate

and a leading beer distributor in Central and

Eastern Europe have joined WDI’s Strategic HR

Network Europe (SHRNE).

Moet Hennessy Louis Vuitton of Paris,

referred to as LVMH for short, is parent company

of about 60 luxury subsidiaries that sell clothing

and accessories, wines and spirits, cosmetics,

jewelry and watches. And StarBev brews and

markets leading beers in Bosnia, Bulgaria,

Croatia, Czech Republic, Hungary, Montenegro,

Romania, Serbia and Slovakia, and distributes

Stella Artois, Beck’s, and Löwenbräu, among

others, in more than 30 countries.

WDI Executive Education Director Amy

Gillett said she is pleased to welcome the two

to the Institute’s Strategic HR Network Europe.

“They both have a great deal to offer in

terms of managing global workforces for

optimal growth,” she said. “ I know they will

contribute some great best practices during

our highly interactive sessions. They will learn

cutting-edge HR research from our renowned

faculty and how to put these concepts into

practice in their organization.”

The first SHRNE workshop that LVMH

and StarBev HR executives will attend is

April 14-15 in Prague.

SHRNE Vienna Workshop “Intense, Insightful, Fun”


1818

eXeCutive eduCation

GOLDMAN SACHS CERTIFICATE PROGRAM

The fifth group of women in the Goldman Sachs Entrepreneurship Certificate Program, organized and designed by WDI in cooperation with the School of Finance and Banking in Kigali, Rwanda, will graduate in mid-January.

And while these women now possess the knowledge to grow their businesses, help from WDI does not stop when the six-month program ends.

“We are constantly enhancing and upgrading the curriculum so the women are learning the latest and best practices,” said WDI’s Sharolyn Arnett, who is the entrepreneurship program manager. “But we’ve learned that these women continue to need our help afterwards, so we have really built up our post-program offerings to give them additional training, consulting, and support in accessing capital.”

WDI organizes reunions for each class 6 months, 18 months, and 30 months after graduation so the women can discuss challenges they are facing and attend timely seminars. WDI also gives them assistance in accessing capital, organizes industry-specific networking events, and offers post-graduation training.

“Based on surveys and feedback from the

women, we see what follow-up topics they are interested in,” Arnett said. “ We use this information to tweak both our six-month program and our follow-up programs.”

For example, many graduates were asking for training on customer care. So Arnett worked with her counterparts in Rwanda at the School of Finance and Banking to put together a customer care program for the graduates. That program was so well received that the original six-month curriculum was modified to include a session on customer care.

New to WDI’s post-graduation offerings is assistance for any of the women to enter business plan competitions, and training on how to best market their goods at expos around Rwanda.

Also new is a mentoring program that pairs recent graduates with high-performing past graduates. The recent graduates are given training on how to maximize the benefits of the mentoring relationship.

“The idea is to equip them with a toolset to expand their businesses, give them access to markets, give them access to capital, and help them address any problems they are having,” Arnett said.

Lessons and Assistance Don’t Stop When Training Program Ends

Faculty to Get Classroom Tips in Innovative Train-the-Trainer ProgramWDI Faculty Affiliate Matt Brown will lead a new, two-day training session in January for Goldman Sachs Entrepreneurship Certificate Program faculty.

Brown will provide training so the faculty can: create an engaging learning context; design an experiential training session for high impact; develop clear and reasonable learning outcomes; facilitate through collaboration and involvement; and know the similarities and differences between training and conventional education.

Brown also will teach the faculty on how

to use the business plan as a tool for teaching business management. On his previous assignment in Rwanda with the program, Brown created a new business plan template customized for small and medium-sized enterprises (SMEs) in Rwanda. That business plan template is now being used in the entrepreneurship program.

Each training session of the program coincides with an area on the business plan. Brown’s train-the-trainer program will equip faculty members to guide the participants through completion of the business plan.

Living in Kigali and raising two children, Emelienne Nyiramana decided to start a business to help support her family in 2000. She tried several businesses, but none of them were successful. In 2005, with encouragement from her husband, she went through technical training in tailoring.

Emelienne said her tailoring business association struggled until 2007 when it was formed into a cooperative with the support of Indego Africa. The social enterprise provides accounting, computer training, and English lessons to handicraft cooperatives in Rwanda. It also works with cooperatives to create sustainable access to Western markets.

Emelienne, who raises four boys and an orphan and supports her mother and sister, serves as treasurer of the cooperative.

“As a child, I thought I would one day be a banker, processing and handling other people’s money,” she said. “ Instead, I get to make my own money through the success of this business.”

In July 2010, Emelienne was accepted to the Goldman Sachs Entrepreneur Certificate Program, held in partnership with WDI and the School of Finance and Banking in Rwanda.

She relates lessons learned to her fellow cooperative members, and said her favorite part of the program is learning from other participants and guest speakers.

The program has helped Emelienne address the unique challenge of managing the cooperative. For example, using what she learned in HR and Organizational Management session, Emelienne instituted a sign-in book for all co-op members.

Previously, the cooperative worked solely on an honor basis for individual hours worked. However, some were suspicious of the other women’s work ethic, which led to accusations and infighting. With the sign-in book, the cooperative can track the number of hours each member works.

Also, the co-op was setting aside 10 percent of the revenue for expenses and distributing the remaining amount to members. However, business expenses began exceeding 10 percent. Using what she learned in the financial accounting session, Emelienne now tracks the business revenue alongside the expenses. Any remaining balance is then distributed to the cooperative members.

Program Helps Kigali Woman in Her Role at Cooperative

Emelienne Nyiramana poses with some of her things at the Nziza cooperative.


19

WdI’s Executive Education department has formed a partnership with a top university in Turkey to provide programs to Turkish businesspeople.

The partnership with the business school at Ozyegin University in Istanbul will feature executive education programs taught by WDI and Ozyegin faculty on topics such as HR, Organizational Behavior, and the popular mini-MBA certificate program.

WDI and Ozyegin will also explore delivering training programs for Turkish entrepreneurs.

Celal Aksu, the dean of Ozyegin’s business school, visited WDI and Executive Education Director Amy Gillett in September.

“We believe that the orientation and activities of WDI will lead to an excellent partnership,” Aksu said. “OzU’s interests and expertise coincide with WDI’s focus on entrepreneurship training and executive education, and we are looking forward to working and cooperating in these areas.

“The impact of WDI around the world continues to grow, and we are excited to be partners with such a dynamic institution. The partnership with WDI will help OzU to realize its aspirations in playing a leadership role not just in Turkey, but also in southern Europe, Eastern Europe, and the Middle East.”

Gillett echoes Aksu’s enthusiasm for the partnership.

“Ozyegin is a young, nimble university, having been founded three years ago,” she said. “They’re entrepreneurial, and very plugged into the business community of Turkey. Executive education is a priority for them, so this is an ideal partnership for us.”

OzU is a private, non-profit university in Istanbul — the largest, wealthiest, and most vibrant metropolitan area in Turkey and the region. The university strives to produce creative, original, useful and applicable knowledge relevant not only within the context of Turkey, but also on a regional and international scale. The university’s business school features international

faculty and students, diverse graduate programs, dual degree

and exchange programs with other leading business schools worldwide, and close working relationships with global business enterprises.

OzU’s business school is a research institution with a publication record rivaling all other Turkish business schools. Its MBA, Executive MBA, and Executive Education programs are designed to educate and train the influential leaders and entrepreneurs of tomorrow via its broad and diverse spectrum of integrative and focused course offerings, experiential learning, and its Centers for Entrepreneurship, Computational Finance, and Energy- Environment-Economy.

WDI, Turkish Business School to Partner

WDI Looks to Expand Entrepreurship TrainingWDI’s Executive Education initiative is in discussions to join the U.S. Department of State’s Global Entrepreneurship Program (GEP). The program aims to promote and spur entrepreneurship around the world, and highlights the United States’ commitment to use its entrepreneurial

culture to advance entrepreneurship in emerging markets and developing countries. In the coming two years, WDI expects to participate in entrepreneurship training in Rwanda, Morocco, Turkey, and other countries targeted by the State Department program.

preparing and delivering a quality program,”

Gillett said. “There are many organizations

around the world working to promote

entrepreneurship, but there has not been

much benchmarking or sharing of best

practices. There’s a need for a forum for

sharing information and knowledge.

“This conference is unique in that it

is focused on creating the best practical,

professional entrepreneurship training

program for SME managers.”

WDI Executive Director Robert Kennedy

said there has not been a summit like this.

“All of these development agencies are

aware of each other’s activities, but there

has been little coordination,” he said. “The

conference is a great opportunity to bring

in development organizations, NGOs, and

others to see how we can build a whole

ecosystem of organizations and get them

to work together.”

The conference will feature keynote

presentations and several breakout sessions.

There also will be opportunities for confer-

ence attendees to build networks with other

organizations, and establish partnerships

that advance entrepreneurship.

Those interested in curriculum

development will learn from leading

entrepreneurship thinkers from around

the world, with a focus on the Middle

East and Africa.

They will learn about: recruitment and

selection; curriculum planning; what business

plan template to use; what modules/topics to

teach; how to ensure participants leave with

the most effective business plan possible;

and what follow-up support to offer.

Participants will leave the conference

knowing what to look for in an entrepren-

eurship training program, and how to go

about building, funding, and assessing such

programs. They will leave with practical tools

to run more effective programs. For example,

conference speaker Jim Price will discuss

his Venture Value Chain, a powerful tool

that offers entrepreneurs, service providers,

and venture investors a conceptual frame-

work and a shared language of commonly

understood terminology.

Conference speakers will come from

the U.S. government, faculty from the

top-ranked Ross School of Business at the

University of Michigan and other leading

academic institutions, and directors of

global entrepreneurship centers.

Confirmed speakers include:◗ Steven Koltai

Senior Advisor at the State

Department’s Global

Entrepreneurship Program

◗ David Barth

Director of the Office of Education at the

U.S. Agency for International

Development

◗ Bailey Klinger

Director of the Entrepreneurial Finance

Lab at Harvard

◗ Heidi Neck Professor of Entrepreneurial Studies

Faculty Director, Symposia for

Entrepreneurship Educators

◗ Maha ElShinnawy

Director of the Goldman Sachs Women’s

Entrepreneurship and Leadership Center

at the American University of Cairo

◗ Peter Bamkole

General Manager of Enterprise

Development Services at Pan-African

University

“We look forward to a lively exchange

of ideas for creating next-generation

entrepreneurship programs in the Middle

East and Africa,” Gillett said.

For more information, visit www.wdientrepreneurship.com or email us

at [email protected]

C o n t i n u e d F R o m t h e C o v e R >

“We look forward to a lively exchange of ideas for creating

next-generation entrepreneurship

programs in the Middle East

and Africa.”

A M Y G I L L ET T


20

SuppoRting inteRnationalaCtivitieS at miChiganINTERNSHIPS

While spending this past summer working all over the world, Wdi’s 22 interns

contributed regularly to a blog to keep their fellow interns updated on their work and

experiences. here are some posts from the blog: www.wdi2010.blogspot.com

What can a company manufacturing turbojet engines do for rural Bangladesh health? How can machines costing $15,000 and above be made suitable for a country with per capita GDP of $331? Questions are many and answers are yet to be found. What is exciting however that somehow I am now part of the quest to find answers to the questions mentioned above.

Kallol MuKherji, Ge healthcare - MilwauKee

For the past 5 weeks I quantified and analyzed previously collected data, wrote a report, and presented the findings to the board of directors. Last week I finally collect more data, and meet past College for Ama participants. Its always nice to put a face with data.

Natalie De Sole, College of ama - ghaNa

I arrived last Saturday to Santa Ana, one of the “biggest” cities in El Salvador. I like this place because it is so authentic, here you won’t find tourists of any kind. People here are calm and nobody annoy me in any way, they allow me to walk freely, and I like to walk freely. I believe this is because I look like a local, or at least I don’t look like a tourist.

Borja Inchaurraga, VIsIonsprIng - El salVador

Last week I was in Cusco, the city that was the capital of the Incan Empire, to see how a local microfinance institution is providing loans for improving population’s sani- tation conditions. That financial institution is a savings and loans fund owned by the local government. They are reaching customers with higher income but with similar needs in home and sanitary improvements.

Galo Perich, academy for educational develoPment – Peru

20


21

In China, there are over 30 provinces. It’s interesting to know that there’s a government body called ‘Bureau of Coop-eration and Exchange.’ Each province, city, county, even some town/village in China has its own bureau. The organization is responsible for promoting cooperation and exchange of information, attract investment from public and private sectors. In short, they serve as embassies of their homeland, to know people and get known by people from outside.

Yuan Yuan Fang, PaTH - CHina

I wrapped up my patient flow efforts early in the week after writing for what seemed like years. The main idea behind such extensive documentation was that I wanted to leave something that contained as much of my thinking as possible so that, weeks (or months) from now, the hospital leadership would have a clear reference to remind them of what I’d come up with.

GreG Thorne, Thuli hospiTal - rwanda

What I miss most though, is the energy of the headquarters — and being surrounded by so many people who have dedicated their lives to helping others. Walking past the desks, I’d hear staff preparing for missions to various corners of the world, or for strategic planning meetings with other NGOs; I could join a brown bag lunch for a briefing about lessons learned from Haiti, or have a conversation about how to increase donor revenue from the Middle East over a cup of tea!

Sofia Latif, iSLamic ReLief WoRLdWide - United Kingdom

I only spent 12 weeks, but it’s been such a priceless experience that it is hard to describe the feeling I associate with it. I hope to return in the shortest possible time to explore other opportunities in the place I like to call the NGO capital of the world.

John AsAnte-Antwi, the Access ProJect - rwAndA

Being in Rangpur was a moving experience. The people we met were the poorest of the rural poor. Oddly enough, I didn’t register their poverty at all. The whole experience was in stark contrast to Dhaka, where you can’t help but be perpetually aware of poverty and malnutrition. In Rangpur people were poor, but they were incredibly vibrant and strong. They glowed. It was like they knew something, a secret — not a secret to happiness, but to completeness.

Eshanthi RanasinghE, CaRE - BangladEsh

One of the things that I am enjoying about my internship with IPA is the rigorous approach that we take in determining the impact of our interventions. IPA conducts randomized field experiments on a large scale that enables them to determine causation, not just correlation.

Cree Jones, InnovatIons for Poverty aCtIon – PhIlIPPInes

21

True or false? in Bhutan, there is a hairpin turn every 8 seconds. False. To pass the time during my recent 30+ hours of car travel, I came up with a road trip game — count the number of seconds between turns. It went something like this: “One Mississippi, two Mississippi, three Mississippi, four Missip… aaaawww.” This went on for HOURS. Our very scientific study revealed that the maximum number of seconds between turns is 6.

CynThia Koenig, assoC. of BhuTanese Tour operaTors - BhuTan

Background photo of vista in Bumdra, Bhutan by

Cynthia Koenig


22

eva luo // GhanaKwame nkrumah university of Science and technologyFor my very last summer as a medical student, I conducted clinical quality and management research. The information will go into the Ghana-Michigan Collaborative Health Alliance Reshaping Training Education & Research (CHARTER) Program to address maternal mortality.

This unique university-government collaboration began over 30 years ago with the creation of a post-graduate residency program in obstetrics and gynecology to train obstetricians in country, increasing their likelihood to practice in Ghana.

My work this summer focused on determining the clinical and operational changes that obstetricians have introduced when posted in rural district hospitals. Through a comprehensive facility assessment and structured interviews with the management teams of each hospital, I was able to capture the first snapshots of improvements made at district hospitals with an obstetrician.

Some of these changes include increased patient volume due to increased referrals into

the rural district hospitals and decreased referrals out of the district hospitals. The obstetricians have also updated obstetric emergency protocols and have introduced new gynecological services, such as infertility treatments. New equipment and new drugs have also been introduced to the rural district hospitals. Midwives have reported greater satisfaction and confidence with their work, and the hospitals with an obstetrician demonstrated better documentation and more robust prenatal and postnatal care services.

I thoroughly enjoyed my stay in Ghana and getting to know the people and culture. From cheering on every Ghana Black Stars triumph in the 2010 World Cup with the local medical students, to listening to physicians and midwives for their suggestions on ways to improve maternal mortality, I was truly embraced as an adopted Ghanaian. I also had the unique opportunity to see the Ghanaian health care system from individual physician-patient interactions all the way up the chain of command to how regional health directors discuss policy to improve health care in Ghana. I can’t imagine a better summer.

colm fay // Seattle, WA & IndiapatHI spent the summer working on PATH’s Commercialization Team to develop a market entry strategy and a demand model for a medical device targeted to rural healthcare facilities in India. The device prevents post partum hemorrhage, which is the leading cause of maternal mortality worldwide and results in 70,000 deaths in India annually.

There were many takeaways from the summer, not least of which was understanding the need to balance MBA skills with cultural and contextual sensitivity when working in a field such as global health. Like any market entry strategy, you need to understand your customer, the marketplace, and the barriers to success. However, in a global health context, these factors are compounded by cultural differences.

I also learned the value of being able to think critically about the way in which your host organization operates and to look for opportunities to add value beyond the scope of your specific project. I had the opportunity to get involved in multiple projects in addition to the one for which I had core responsibility. This was a great way to experience a wider

scope of what the organization does and to have the opportunity to contribute, if just in a small way.

Despite taking some amazing classes at Ross during my first year, there is no substitute for having an ‘on the ground’ experience and having the opportunity to form my thoughts based on direct observations and experience. It provides a level of satisfaction that you don’t get from even the best-written case study or the most engaging of classes. But it was also a very powerful experience in demonstrating the skills that I am learning as part of my graduate education. Sometimes the hardest person that you need to convince of what you have really learned is yourself.

lauren Miller // Indiagrassroots Business fundThe first day I walked into the SKEPL (Shree Kamdhenu Electronics Private Limited) workshop, dripping with sweat and cursing the woolen weave of my slacks, I felt a mixture of exhilaration and fear. Exhilaration because what I was about to begin was going to be interesting and hard. And fear of being isolated in a job I had never done

inteRnShipS

S u m m e R i n t e R n S h i p S


23

in a place 10,000 miles from my home. What I didn’t know at the time was the generous hospitality of the team and of many people I would meet, the gratification of working with a growing company with an astounding social impact, and the bonds I would develop with the management team, their families, farmers, and cooperative employees. Standing in the office on the first day feeling painfully like an outsider, I didn’t realize that I would be able to become part of the Anand and SKEPL communities and that my personal connection to those communities would be what ultimately sustained me.

I was there to assist the Grassroots Business Fund, a not-for-profit organization that uses a venture capital approach to support businesses in developing countries that provide sustainable economic opportunities to people at the base of the economic pyramid. The goal was to implement an Impact Planning, Assessment & Learning (iPAL) framework and develop a custom- tailored Progress Out Of Poverty/Client Feedback survey. I also created a “how-to guide” to implement and refresh the survey, including training local staff on survey implementation, and prepared a “lessons learned” note on experience.

Ten weeks later, the SKEPL office was transformed from construction site to professional suite. The customer feedback

and beneficiary survey was implemented in all service centers. Internal goal setting and tracking was started. Research into the Kenya market and initial expansion planning was completed. And perhaps most importantly, the foundation for a productive partnership between GBF and SKEPL was established.

On the morning of my departure, the sun was just coming up as the taxi driver barreled down the expressway towards the Delhi airport. A new day was beginning as my 10 weeks in India was coming to a close. I have to say I like the symbolism and think it’s fairly apt. Though my time for now had ended, my commitment to India was only just beginning.

rob liou // Chinaguizhou School of Management and the asia foundationThis summer, I worked in rural China, helping organic tea farmers market and brand their tea for export to the United States. My internship consisted of doing a series of investigations within China’s countryside to learn more about the organic tea process and find a story about the farmers’ lives that would appeal to Western consumers. I talked to a wide range of business people, farmers, and government officials.

I learned that people in rural China are much the same as anywhere else, but their hopes are much more modest than those of many residents in the United States. The difficulties rural peasants have include making enough money to make ends meet and eventually starting a family. Unfortunately, life in a closed, albeit growing, society offers limited possibilities, and therefore constrains the farmers’ hopes and dreams.

During my time there, I saw firsthand the constant interruptions from authorities and experienced the pervasive reach the government into the daily lives of Chinese people.

I also was exposed to the xenophobia the government holds against foreigners. In one case, an American friend, who was on a Fulbright scholarship at Beijing University, visited me in the countryside in order to perform an investigation on energy use by rural peasants. After arriving, the government denied us permission to do an investigation, claiming that we hadn’t requested permission appropriately.

In order to build goodwill with the authorities, we sang a Chinese song in front of 1,000 locals at a cultural festival. Afterward, we were allowed to continue our research. Such are the intricacies of getting things done in China.

I plan to continue the organic tea project at the University of Michigan.

gaurav parnami // IndiapharmaSecureI had an opportunity to consult with PharmaSecure (PS) in New Delhi, India. PS is a small start-up using simple mobile technology to fight the perils of counterfeit drugs. PS partners with pharmaceutical manu- facturers to print unique codes and phone numbers on each of its products so customers can verify that the product came directly from the manufacturer and is authentic.

PS initially wanted to conduct an impact study of their efforts, but given the extensive time required, I was only able to do a preliminary analysis. I adapted my role a bit and spent time with PharmaSecure’s pilot client to help turn the relationship into a long-term business partnership. In addition, I spent time in the field with physicians, pharmacists, patients, and medical sales reps to get a greater understanding of the pharmaceutical supply chain in India. Ideally, this will allow PS to tailor its offerings to future potential clients.

The experience was unique when compared to my Ross classroom experience, as most of the founders and employees were much younger than my classmates. The enthusiasm of the people I worked with, and their desire to provide a valuable social service, continually motivated me.

Far left: Eva Luo in Ghana.

Top middle: Colm Fay (4th from left) with his colleagues in India.

Bottom middle: WDI Intern Lauren Miller (center) with her SKEPL associates in India.

Right: WDI Intern Rob Liou (left) after swimming in a nearby river.

Above: A typical pharmacy in India.


24

The Plea for Africa SME DevelopmentSimon Winter, senior vice president of development for TechnoServe, talked about improving local small and medium-sized enterprises (SMEs) in Africa as part of the WDI Global Impact Speaker Series event on Sept. 28.

Winter is responsible for leading and managing strategy, knowledge management/thought leadership, strategic planning, program development, and fundraising and partnerships at TechnoServe. The social enterprise helps entrepreneurial men and women in poor areas of the developing world build businesses that create income, opportunity, and economic growth for their families, their communities, and their countries.

Winter’s talk covered three areas: where the entrepreneurs are; where the money is for entrepreneurs; and what is needed to get SMEs financed.

He started by profiling a cocoa farmer in Tanzania who was exporting 5-10 tons of cocoa annually. “He needs markets. He needs clients,” Winter said. “There are many

thousand entrepreneurs in Africa struggling to set up a business and find markets.”

There are not enough SMEs in poor countries, Winter said. They face consid-erable barriers, including governance, access to capital, and a lack of skills. “The challenges are most severe in agriculture and other high-risk sectors,” he said.

Funding for entrepreneurs in Africa was hit hard by the global financial crisis, which “gave everybody cold feet.” But things are picking up with commercial banks and organizations such as the U.S. Agency for International Development and the IFC funding more projects.

For example, private equity investment in emerging markets in 2009 was 6 percent. In the first half of 2010, that investment had increased to 11 percent with $3.5 billion being invested in 34 SME funds, Winter said.

To get more SMEs financed, Winter said the pipeline of high-quality businesses run by entrepreneurs needs to be enlarged. “Then we need to get more money to work, and then we need to get these businesses to be successful.”

Winter said enlarging the pipeline can be achieved through business plan competitions and value chain programs, for instance. To increase the frequency of funding for entrepreneurs, helpful measures include improved debt/equity products and more incubators. Finally, increasing the likelihood of success can be increased with more mentors, more dedicated technical assistance funds, and large enterprise supply chain commitments, Winter said.

He concluded his remarks by returning to the cocoa farmer he spoke about at the beginning of his presentation. TechnoServe supported marketing materials and a website for the farmer’s business, taught him about supply chain and cash manage-ment, and developed a taste profile for the beans from international expert purchasers.

TechnoServe also brokered relationships with potential export customers for the

farmer, resulting in an order of 350 tons in fall 2009 and in fall 2010 had an order for 1,000 tons.

Pfizer Travels Down the BoP PathSebastian Fries, director of Global Access-Emerging Markets for drug maker Pfizer, talked about how the company’s foray into base of the pyramid (BoP) markets has gone so far at his Nov. 11 talk.

Fries is director of Pfizer’s Global Access in the Emerging Markets business unit, which works across more than 70 countries in emerging markets on a strategic platform that emphasizes incremental organic growth while pursuing strategic acquisitions and partnerships.

When Pfizer first discussed entering the BoP, they were asked what the customers there were like. “And we didn’t know,” Fries said.

Typically, Pfizer would outsource some data collection but for the BoP “we went out and did a lot of work ourselves.”

After getting familiar with the space, Pfizer noticed that little importance was given to maternal health, doctors and nurses were not trained well in ante-natal care, and clinics experienced drug shortages. So Pfizer partnered with Grameen Health in Bangladesh, which runs 51 rural health centers in villages with 25,000-30,000 residents each.

Pfizer discovered that there was very limited demand for ante-natal services and products. This was due to several factors, including that there was a low perceived value for ante-natal care, giving birth was viewed as a natural event that should occur in the home, community leaders didn’t believe in ante-natal care, and the fact that women were not the decision-makers in their home.

Pfizer selected two clinics for a pilot

Wdi hosted 4 guest speakers in fall 2010 as part of its global impact Speaker Series. the

series features leading thinkers who work in emerging markets. the goal of the series is to

spur discussion around development and developing country issues.

Simon Winter

24

SuppoRting inteRnationalaCtivitieS at miChiganSPEAKER SERIES


25

project. The company upgraded the clinic infrastructure, trained the clinic staff in ante-natal care, developed educational materials and communication tactics, identified community stakeholders and developed an outreach strategy, and introduced an incentive system for the staff.

Fries said the company is anxious to see the results. But he cautioned that the pilot work has limitations. It will help test feasibility and attitudes. But it will not produce commercially-viable products and services.

P&G Looking to EMs for GrowthRobert Fregolle, global customer business development officer for Procter & Gamble, talked about growth opportunities for the company in emerging markets on Nov. 15. Fregolle said his job focus for P&G is to build the company’s business with unserved and underserved consumers. “We want to be more relevant to more people,” he said.

The company’s growth focus is Central and Eastern Europe, the Middle East, and Africa. Fregolle said more than two-thirds of the company’s growth will come from these markets. Less scientifically, Fregolle said P&G “goes where the babies are, and 90 percent of the babies are in these regions.”

The one caveat Fregolle had about emerging markets is that P&G considers the whole world emerging. He said in the company’s hometown of Cincinnati P&G doesn’t have 100 percent of the market share. “So that’s emerging,” he said with a smile.

How the company moves forward in developing markets can be summed up in three words — accessibility, awareness, and affordability.

As for accessibility, Fregolle said that

means “ensuring wherever people need our products, we are there with guaranteed availability.”

For awareness, the company must utilize both conventional and cutting-edge media. There must be outreach in villages to create awareness with educational programs.

When it comes to affordability, Fregolle said sometimes peoples’ buying decisions may come down to eating versus the laundry. “For our seven billion consumers we must have a well-tiered portfolio designed to delight every target customer,” he said.

“If we do it right, we believe we will be rewarded.”

Cloud Phone Service Makes StridesNigel Waller, founder and CEO of Movirtu, talked Dec. 3 about how he came up with the idea for his for-profit business with a social mission. Movirtu is a supplier of innovative network infrastructure solutions for mobile operators located in emerging markets. Movirtu helps the operators create access to basic phone services for those people earning less than $2 a day.

Waller had worked in the mobile phone industry for years and knew there were 1 billion people at the top of the pyramid who used phones. But he was surprised to learn that there was an enormous market of 2.7 billion people at the base of the pyramid who can’t afford a mobile phone. “That’s the problem we’re trying to help solve,” Waller said.

Waller said having a mobile phone can be powerful for people. Instead of spending a day riding a bus back and forth to a neighboring village to check on a relative, for example, someone could make a cheap,

quick phone call.The barrier for most people at the BoP

who want to buy a phone is cost. A $25 handset would mean someone would have to save 6-9 months income to afford one. Some people buy a removable SIM (subscriber identification module) card, used to identify a subscriber on mobile phones. The card allows users to change phones by simply removing it from one mobile phone and inserting it into another mobile phone.

The problem with those cards, Waller said, is people have to find a friend with a phone. Also, personal information gets left behind in the phone when the card is removed.

Movirtu sells phone numbers to custom-ers at the BoP for a small fee. Then these customers can borrow a phone or go to a phone operator in the village to make calls. Movirtu provides the needed software for their cloud phone services to the phone operators. Customers log in and log out with their phone number, similar to email.

Because they have their own phone number, customers can retrieve voicemails and text messages and do over-the-phone banking.

Phone operators typically charge 10 cents for a phone call, of which they keep 7 cents. Movirtu customers also could use a friend’s phone. That friend, in turn, would be rewarded by Movirtu with air time credit for allowing someone to use their phone.

Waller mortgaged his house and received some funding from friends to start Movirtu. He also has received a couple small grants. Recently, he was awarded a $5.5 million grant to replicate the venture in more countries.

“There are lots of competitors so we’re doing a lot of market study,” Waller said. The venture capital fund “understands the potential, and wants us to accelerate.”

The venture hopes to have 4 million subscribers in 10 countries by 2013.

Robert Fregolle Sebastian Fries Nigel Waller


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IN BRIEFGene Anderson, Senior Associate Dean for Academic Affairs and the D. Maynard Phelps Collegiate Professor of Business Administration at the Ross School of Business, has joined the WDI board. He replaces Izak Duenyas, the John Psarouthakis Professor of Manufacturing Management at the Ross School of Business, who stepped down as a WDI board member after six years.

Health Care Delivery Topic of Travel-Study Course

NEWStRavel-StudY

For the third consecutive year, WDI will provide financial and administrative support for a travel-study course at the Ross School of Business.

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

This winter, students will investigate health care delivery in Rwanda, China, Honduras, and India. Taught by Paul Clyde, the Andy Andrews Distinguished Adjunct Professor of Business Economics and Public Policy at Ross, students will learn about the topic – Provision of Healthcare in Emerging Markets – via lectures, guest speakers, and case discussions during the first part of the term.

“But at the end of the day, there is no substitute for being there,” Clyde said.

Teams of six students will travel to their selected country over spring break to interview hospital employees and other stakeholders in order to gather information about selected topics.

“They’re broken into small teams so they’ll be completely immersed,” Clyde said. “As a result, they’ll get detailed information about the hospitals. It won’t be, ‘Tell me what you’re doing.’ It will be, ‘Let us work with you so we can see what you’re doing.’”

Students complete the work on their team projects during the second half of the term, which culminates with a final report and presentation.

The course – which is open to MBA2 and Evening MBA students – is designed to enhance participants’ global leadership capabilities, increase awareness of diverse business issues on the current international landscape, and provide on-the-ground experience in a foreign country. The course responds to the increasing need for managers to have an international business perspective that enhances their business and management knowledge.

Clyde has led a number of WDI-sponsored Ross School MAP teams to Aravind Eye Hospital in India to create new business models, research new directions, and strategize for Aravind’s future. He also participated in a WDI-funded project between the Ross School and the University of Michigan Medical School to work with two hospitals in Uganda.

“I’ve wanted to do a travel-study course like this for years,” Clyde said. “ It fits perfectly with what I’m doing with WDI.”

26

WDI Takes Active Role in NextBillion Website

I n early 2010, WDI signed on as a managing partner of the NextBillion website and blog that brings

together business leaders, social entrepreneurs, NGOs, policy makers and academics to explore the connection between development and enterprise.

Founded in 1995 by the World Resources Institute (WRI), NextBillion.net was one of the first online voices dedicated to the growing base of the pyramid (BoP) movement and remains one of the most respected. WRI and WDI serve as co-managing partners, and Acumen Fund, Ashoka, Avina, and TechnoServe are associate partners.

Recently, due to a combination of job shifts and other changes, the site was left without staff members to run it. WRI and WDI decided to hire a full-time managing editor. WDI looked for candidates and hired Scott Anderson, who started in late September. Anderson will team with co-Managing Editor Francisco Noguera of WRI on the day-to-day operations

of the blog, discussion forum, and networking space. Anderson has established a list of short, medium,

and long-term objectives for the site. These include: • Developing a revenue stream for NextBillion by accepting

job and other advertisements, and reaching out to potential funders

• Recommending enhancements to the website that will improve usability and utility

• Creating a “Sandbox” to host month-long discussions/debates around particular topics for writers and academics

• Developing a Google Adwords campaign• Gathering better intelligence on user habits using

Google Analytics“Scott will be working closely with Francisco to move

the site forward – with more users, more compelling content, and more useful features relating to jobs and research in the development sector,” said WDI’s Robert Kennedy.

Kennedy Appointed to UM Athletic Board

WdI Executive Director Robert Kennedy has been appointed to the University of Michigan’s Advisory Board on Intercollegiate Athletics. The board, comprised of students, faculty, and alumni, advises the Athletic Director

on all major financial and policy decisions regarding Intercollegiate Athletics.

As a faculty representative of the board, Kennedy also serves on the university’s Academic Performance Committee (APC). The APC oversees the academic performance of UM athletes, provides guidance and advice on the Academic Support Program, and determines the eligibility of student athletes.

“Every University faces the challenge of striking the right balance between academic excellence and fielding competitive athletic teams,” Kennedy said.“ The University of Michigan takes this task seriously and does as good a job of managing this balance as any University I know. I am honored to be asked to serve, and look forward to participating in this important task.”

SuppoRting inteRnationalaCtivitieS at miChiganINTERNSHIPS


27

Q D A V I D S O N R E V I E W : What interested you in the NextBillion

managing editor position?

S C O t t A N D E R S O N : I’ve been a business reporter, editor, and blogger for the last 10 years. One of the most interesting discussions I had as a business writer was when I interviewed C.K. Prahalad in 2005. At the time, his groundbreaking book, “The Fortune at the Bottom of the Pyramid” had just been published. I remember being struck by the elegance of his argument and the convincing examples he presented in building a bridge between multinational corporations, independent entrepreneurs, and the underserved poor.

I went on to cover sectors ranging from information technology to pharmaceuticals to autos, among others. Yet one inescapable theme was the fits and starts each of these industries encountered when entering emerging markets. At the same time, the proliferation of technology, especially the Internet, was helping more people gain awareness of market-based solutions to poverty and fostering a new spirit of entrepreneurship in countries that had never experienced it before. I found myself revisiting my interview with Dr. Prahalad and I

continued to follow BoP-related issues, personally, if not professionally.

So when I heard of the opportunity to edit and contribute to a site that was at the apex of these worlds, I jumped at the chance.

Q What do you see as NextBillion’s role in the BoP conversation?

A N D E R S O N : I think the value that NextBillion provides is examining BoP issues from both the 10,000- foot and microscopic levels. By that I mean following new trends within and across sectors impacting the BoP, but also digging deep into the trials both large companies and new startups have when engaging the BoP. By sharing these first-hand accounts, our readers learn from these respective innovations, successes, and failures.

Regardless of geography, the challenges of entrepreneurs and startups are pretty universal. Each faces the tests of landing financing, securing talent, refining a business model, building a customer base, marketing a product, dealing with government regulation and sometimes, corruption. At the same time, multinational corporations must constantly rethink how they partner with and sell to the BoP.

NextBillion is, and must continue to be, the location where many of these issues are first introduced, the debates are joined and solutions, hopefully, are discovered.

Q What is your long-term vision for NextBillion?

A N D E R S O N : NextBillion offers readers much more than a blog. It provides in-depth analysis, quick insights from thought leaders, news from around the world related to BoP topics, and first-hand experiences of entrepreneurs. So, I think the site’s physical design needs to catch up with its already strong diversity content. Our first challenge is to redesign the site to help our readers easily find exactly what they’re looking for, while being exposed to important content they might not have otherwise sought out.

Beyond design, we are on the way to improving the quantity of content without reducing quality. We’re expanding our network of writers to include experts in microfinance, sustainable business, information technology, and resource management — from water to agriculture — all with the aim of sharing best practices and tangible outcomes for poverty alleviation.

Finally, we’re exploring new ways to make NextBillion self-sustaining. That is, we’re looking at how to leverage our status as one of the premiere sites in the space to monetize NextBillion in small ways, which taken together, will add up to a strong business model going forward.

These tactics are interlinked. And as we execute them over the course of 2011, I’m confident we’re going to see strong gains in readership and be on a stable path for the future.

aQ an

d

nextBillion co-managing editor

Scott anderson is a writer, editor, blogger, and social media

practitioner with more than 15 years experience in media. his

first foray into business journalism came soon after graduating

from Central michigan university, covering dow Chemical Co.

and dow Corning’s bankruptcy process as a reporter for

The Midland Daily News.

anderson went on to report on biotechnology, pharmaceutical

and information technology business, from dotcom boom to

bust, for the Ann Arbor News. he later covered the automotive

industry for Ward’s Automotive, as well as Automotive Design

and Production Magazine.

more recently, anderson was the

director of online media at ann

arbor-based iCon interactive, where he managed blogs

and other social media initiatives for accenture, Compuware, and

Chrysler group. he also edited and wrote for a trio of independent

alternative energy and green transportation websites.

“i’ve reported on top of the pyramid issues for many years, but by

far the most expansive societal and financial opportunities rest

with market-based approaches in the Bop space,” anderson said.

“i’m thrilled to be a part of nextBillion and to advance its mission

as the Web’s focal point for sharing innovative ideas, impact-based

results and vibrant discussion in pursuit of alleviating poverty.”

me

et Scott anderson

Follow NextBillion on Twitter at www.twitter.com/nextbillion and Facebook (search Nextbillion.net).

William Davidson Institute 724 east university avenueann arbor, michigan 48109 uSa

www.wdi.umich.edu

1 Whole Foods

2 Friction and Frustration at tmg, inc.

3 inventory gremlins

4 hindustan lever at the Base of the pyramid

5 Branding israel: (a)

6 Branding israel: (B)

7 Zingerman’s Community of Businesses

8 B. Joseph White (a)

9 B. Joseph White (B)

10 B. Joseph White (C)

www.globalens.com

globalens top sellers [ p a s t 6 m o n t h s ]

Goldman Sachs 10K Women: Group 6, Session 1: Introduction to Business Management Jan 18-20 | Kigali, Rwanda

Goldman Sachs 10K Women: Reunion for Groups 2 & 4 Jan 25-27 | Kigali, Rwanda

Goldman Sachs 10K Women: Group 6, Session 2: Operating a Business in Rwanda & Customer Care Feb 1-3 | Kigali, Rwanda

Goldman Sachs 10K Women: Group 6, Session 3: Marketing & Public Relations Feb 14-17 | Kigali, Rwanda

HR Strategy Feb 23-24 | Bogota, Colombia

Goldman Sachs 10K Women: Group 6, Session 4: Budgeting & Management Accounting Mar 1-4 | Kigali, Rwanda

Strategic Project Management Mar 3-4 | Bogota, Colombia

Goldman Sachs 10K Women: Group 6, Session 5: Financial Accounting & Loans Mar 15-18 | Kigali, Rwanda

HR Strategy Mar 28-29 | Santiago, Chile

Goldman Sachs 10K Women: Group 6, Session 6: HR and Organizational Management Mar 29-31 | Kigali, Rwanda

New Products and Services Development Apr 11-12 | Riga, Latvia

Strategic HR Network – Europe Workshop Apr 14-15 | Prague, Czech Republic

Operations and Supply Chain Management Apr 14-15 | Riga, Latvia

Negotiations Apr 28-29 | Riga, Latvia

Goldman Sachs 10K Women: Group 6, Session 7: Developing a Successful Business Plan May 16-17 | Kigali, Rwanda

Strategic Management Program May 23-June 3 | Riga, Latvia

IT Management May 25-27 | Santiago, Chile

Goldman Sachs 10K Women: Group 6, Session 8: Cohort Consulting May 30-June 3 | Kigali, Rwanda

HR Professionals Program June 2-3 | Riga, Latvia

Leadership June 21-22 | Panama City, Panama

Goldman Sachs 10K Women: Group 6 Business Plan Presentations & Graduation June 22-24 | Kigali, Rwanda

HR Strategy July 7-8 | San Jose, Costa Rica

Strategic Sales Leadership July 18-19 | Santiago, Chile

CONFERENCEGlobal Summit on Educating Entrepreneurs June 16-17 | Ann Arbor, Michigan

calendar

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WDI Davidson Review Winter 2011

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Transcript of WDI Davidson Review Winter 2011