Linkedin & Twitter

Tuesday, December 20, 2016

CEOs in the Trump Vortex: 8 Rules of Engagement
by Dale Buss
President-elect Donald Trump has made America’s CEOs sit up and take notice with many of his pre-inauguration moves, ranging from one extreme—job-shaming—to the other, selecting corporate chiefs for some key cabinet posts.

And in the flurry, already an emergent pattern is clear. As president, Trump wants to rely heavily on the kind of accomplished leaders he knows best and is comfortable with: CEOs. And if CEOs aren’t on his team, he’s going to buttonhole them to hold them accountable for things that run counter to his view of the world.

This new era creates both opportunities and challenges for CEOs, who may have gotten used to being relatively neglected during the Obama administration, for better or worse. And surely the playbook is about to change.

In Trump’s most recent actions, including naming ExxonMobil CEO Rex Tillerson as his designate for Secretary of State, inviting Silicon Valley moguls such as Jeff Bezos and Elon Musk to a tech-CEO summit, and tweeting that Lockheed Martin’s fighter jets are too expensive—he is certainly getting CEOs’ attention.

While no game plan exists for how to handle a Trump administration, here are 8 rules for CEOs to navigate the arrival of a new cabinet in Washington which already seems to center around them.

1. Expect the obvious chiefs to get called out. Trump made clear just days after his election that he was going to reach out to CEOs who could address his strong campaign theme of restoring American manufacturing jobs—and prevent them from going to Mexico.

That’s how Gregory Hayes, CEO of Carrier parent United Technologies, and Ford’s top duo of Bill Ford and Mark Fields, ended up being early negotiators with the President-elect over their companies’ plans to send more jobs south of the border.

2. Watch him dig below the surface. Trump already has shown that he’s going to pursue not only obvious targets such as Ford, but also other CEOs who may be lurking at the second and third levels beneath.

Did he perceive Boeing as being too close to Hillary Clinton? Trump decided to make a big deal of the aircraft maker’s $4-billion price tag for a new version of Air Force One, taking CEO Dennis Muilenburg by surprise. Then he went after Lockheed Martin for “out of control” costs of its new F-35 fighter jet, whose price during Hewson’s tenure has doubled from initial estimates to nearly $400 billion.

For SoftBank founder Masayoshi Son, Trump’s play came in the form of getting him to agree to have the firm invest $50 billion in the U.S. to create 50,000 jobs, though some observers noted that SoftBank essentially already had decided to do so. Among Son’s vulnerabilities are the fact that the owner still might like to buy T-Mobile, even as Trump has announced his opposition to the big telecom deal currently on the table—the proposed AT&T/Time Warner merger.

3. Note the absence of dodging. As Trump tallies up more and more CEOs as cabinet picks, he’s unapologetically embracing some people who absolutely make his opposition howl.

Few pundits predicted that Tillerson would be Trump’s pick for Secretary of State, for example, because of complications from his existing relationships with foreign leaders. (And, for that matter, because no one enrages progressives more than oil-company chieftains.) Trump explained that Tillerson, like a good CEO of any global company, knows many of the “players” worldwide and is a great negotiator. Those are two of the things that Trump values more highly than diplomatic experience.

And Trump picked Dow CEO Andrew Liveris to head his Manufacturing Council despite the fact that Dow has moved to eliminate thousands of manufacturing jobs under Liveris, in part because of its merger with DuPont, even as it is boosting white-collar R&D jobs in the United States.

4. Try to beat him to the punch. Some CEOs are attempting to conclude certain business with President Obama before Trump takes office. For example, Volkswagen CEO Matthias Mueller reportedly is trying to get the company’s deal with the U.S. Justice Department for settling Dieselgate wrapped up ASAP, because he may suspect that a President Trump and new Attorney General Jeff Sessions will drive a harder bargain.

Similarly motivated was Alphabet CEO Eric Schmidt, a huge and open backer of Clinton’s presidential bid. His Google unit has hurried to put the finishing touches on a deal with Cuba to place computer servers there to speed the search service. Obama championed construction of a new U.S. relationship with the island dictatorship, while Trump would like to keep Cuba on ice.

And having been nicked by Trump on the Air Force One kerfuffle, Boeing’s Muilenburg tried to beat the president-elect to the punch on something that is sure to displease Trump: Boeing’s $16.6-billion deal to sell planes to Iran. It came as a result of the lifting of economic sanctions on that country because of President Obama’s security deal with the regime. Hoping to beat Trump at his own game, Boeing officially cast the deal with Iran as something that “will support tens of thousands of U.S. jobs” associated with production and delivery of the planes.

5. Don’t keep your head down. Virginia Rometty raised her hand early after Election Day by publishing an open letter to Trump outlining her recommendations on issues from healthcare to infrastructure spending. Trump responded by tapping the IBM CEO to join his Strategic and Policy Forum, one of only two women so invited.

Meanwhile, the other female he picked, General Motors CEO Mary Barra, hadn’t said peep about his election and he asked her to join anyway. And it’s already become apparent that he’s put her in a hot seat with his tough rhetoric about trade with China, where GM is the American automaker most dependent on domestic sales and integration with its design and development needs in the U.S. market.

6. Assume he may try to co-opt you. Trump already has displayed a willingness to summon enemies of his views for an in-person discussion, such as when he called climate-change activist Al Gore to Trump Tower. This week, he planned to meet with leading members of the digital-tech community who largely had cast him as the industry’s ultimate villain during the campaign.

7. Figure he’ll impact you another way. For CEOs who didn’t get picked for his cabinet, invited to a tete-a-tete, targeted for a tweet or otherwise not chosen for a spot on his chess board yet, there’s this: He’s thinking of you anyway.

President-elect Trump already has created hope that his tax-cutting, regulation-stripping, growth-oriented administration will spark 3- to 4-percent annual increases in GDP, a prospect that surely delights thousands of American CEOs.

8. Prepare to tread his path. One obvious implication of Trump’s election for CEOs is that he’s proven that a CEO can become elected president. This historic development could open the door for other CEOs to consider following his path. And while it could just be media hype, rumors are already spreading that Starbucks’ Schultz, stepping down as the firm’s CEO, may consider a 2020 presidential run.

Clearly, the ascendancy of Donald Trump even before he’s inaugurated has created a new world of possibilities for America’s CEOs, some good, some not as much. Either way, it should keep all business chiefs on their toes.
Source: Chief Executive

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
de las necesidades de su Organización:


Consultas al mail: mamc.latam@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, SMHS .·.
Especialista en Management Estratégico, Gestión del Cambio e Inversiones
Representante de The George Washington University en Foros de LatAm desde 2001
Representante de The George Washington University School of Medicine & Health Sciences para los Países de LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411-3532-0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Salud, Farma y Biotech,
b) Industria y Servicios,
c) Universidades y Centros de Capacitación,
d) Gobierno y ONGs.
Posted by at No comments:

Tuesday, December 13, 2016

As USA pulls back from Pacific Trade Deal, 
LatAm Countries look to China
by Howard LaFranchi
The decline of the TPP free trade agreement sought by Obama has given new attention to China's own trade pact. Some see a strategic shift in leadership in the region...

TPP is dead. Long live RCEP?

As the Trans-Pacific Partnership sought by President Obama has fallen on hard times – the victim of the presidential campaign and President-elect Donald Trump’s pledge to scrap the free-trade accord – new attention is being paid China’s own trade pact for Asia, the Regional Comprehensive Economic Partnership.

With TPP apparently dead, some Pacific-rim South American countries including Peru and Chile are expressing interest in joining an expanded RCEP.

At the same time, China’s President Xi Jinping, in South America for the weekend Asia-Pacific Economic Cooperation (APEC) summit in Peru, has busied himself cementing ties with Latin American countries – signing a “strategic partnership” with Ecuador, for example.
The foundering of the 12-nation, US-led TPP and the emergence of the 16-nation and China-led RCEP is widely seen in the Asia-Pacific region as an example of how the impending shift in occupancy of the White House is portending America’s withdrawal and is helping to pave the way for an expansive China.

“We’re at an inflection point,” says Eric Farnsworth, vice president of the Americas Society and Council of the Americas in Washington. “There is a strategic shift going on between the US and China for leadership in the Asia-Pacific region, and a TPP on the rocks is very much a part of that.”

In a bilateral meeting with Mr. Obama in Lima, Mr. Xi spoke tantalizingly (and uncharacteristically frankly, some China experts say) of a “hinge moment” in US-China relations. Some leaders in the Asia-Pacific region heard the Chinese leader’s words as applying to the region, as well.

Most countries in Latin America and even in the larger Asia-Pacific region would prefer to hitch their economic and strategic wagons to the US. For many, shared values like democracy and transparency are a significant motivation, some regional analysts say. But they add that few of those countries will opt to “sit back and wait” to see if the US pullback from trade pacts hardens into a broader regional withdrawal.

Countries across the region are taking stock of which of the US and China is ready to move forward, Mr. Farnsworth says, noting that the traditional US hold on regional leadership is over.

“In the past, the approach more often than not was, ‘We’ll wait to work out a way forward with the US,’ but that is changing with more eyes turning towards China. Now,” he adds, “we hear regional leaders like the president of Mexico and others saying, ‘We want and need the US engaged in the region, but if the US withdraws, we’re going forward without them.’”

Region reacts to Trump

Mr. Trump confirmed in a video message Tuesday that pulling the US out of TPP would be one of his first acts in office.

Response from the region was swift: Japanese Prime Minister Shinzo Abe, the first world leader to meet with the president-elect last week, called TPP “meaningless” without the US and cast doubt on any possibility of renegotiating the deal with the US. Australian Prime Minister Malcom Turnbull predicted the other 11 countries would proceed with TPP without the US, while New Zealand took an “It’s their loss” approach to Trump’s announcement.

“The United States isn’t an island. It can’t just sit there and say it’s not going to trade with the rest of the world,” a “disappointed” prime minister, John Key, told reporters Tuesday. “At some point they’re going to have to give some consideration to that.”

Obama envisioned TPP as a way to anchor fast-growing Asian economies to the US – and to the US-led internationalist economic model – as a counter to China’s economic rise. Leaders like New Zealand’s Mr. Key and Mexican President Enrique Peña Nieto have been suggesting in recent days that they believe Trump will eventually embrace international trade.

Trump also called for a 45 percent tariff on Chinese imports during the campaign and blasted NAFTA as a “disaster,” pledging to either scupper the three-nation free-trade deal or to renegotiate it. But North American trade officials note that 48 of the 50 states count either Mexico or Canada as their top trading (and job-creating) partner, so they believe a dose of economic realism will result in calmer heads on NAFTA.

Long-term Chinese plans

But in the meantime, China, which has been planting economic stakes in Latin America for at least a decade, is going further.

“Xi Jinping’s visit [to South America] this week is another step forward in a longer process of China imbedding itself in the region,” says David Shambaugh, a China expert at George Washington University.

The author of “China goes Global: The Partial Power” says the flurry of speculation about China suddenly rushing in to “fill an economic institutional vacuum left by the death of TPP” is off the mark.

“The death of TPP is damaging for the US, no doubt about it,” Dr. Shambaugh says. “But I don’t think it leaves a vacuum for China to fill.”

RCEP will remain an East Asian trade pact, he suspects, while Asian-Pacific countries with strong economic links to the US will maintain those ties.

What he does expect are continuing efforts by Latin American countries in particular to diversify their economic partnerships. “Instead of just looking north, these countries have started looking east and west over the last eight to 10 years,” he says, “and that’s going to continue.”

China was not part of TPP, just as the US is not included in RCEP, which so far brings together 10 Southeast Asian countries, plus India, Australia, Japan, South Korea, and New Zealand, with China in the lead role.

For some regional experts, the same economic realism they predict will ultimately bring Trump back to the regional trade arena was already on full display at the weekend’s APEC forum. 

“For the first time, the US was not in a position to say, ‘Here’s our vision, and here’s why it’s better,’ ” says Farnsworth, who attended the summit. “Instead, the buzz in the hallways was, ‘China’s not just here, but here to stay, so let’s figure out how to work with that”.

Source: The George Washington University Elliot School of International Affairs

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
de las necesidades de su Organización:


Consultas al mail: mamc.latam@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, SMHS .·.
Especialista en Management Estratégico, Gestión del Cambio e Inversiones
Representante de The George Washington University en Foros de LatAm desde 2001
Representante de The George Washington University School of Medicine & Health Sciences para los Países de LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411-3532-0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Salud, Farma y Biotech,
b) Industria y Servicios,
c) Universidades y Centros de Capacitación,
d) Gobierno y ONGs.
Posted by at No comments:

Tuesday, December 6, 2016

How to embrace complex Change
by Linda Brimm
Denise Wang felt settled in her life in London. She had a great job as the divisional marketing chief at a UK-based consumer goods company; a supportive husband, Phil, who was a partner in an international consultancy; and two daughters, eight and 10, who had for the previous three years attended the same school in their neighborhood. The family had good friends and an excellent au pair, and Phil’s Belgian parents were able to visit, and host them, frequently.

But then Denise (whose name was changed to protect her privacy) heard some news that disrupted that idyll. Her company was looking for someone to lead its expanding Singapore office. It was the type of role she had always wanted. She’d worked in the Asian city-state for 12 years—that’s where she and Phil had met—and still had a strong network there. The couple had always talked about going back someday. Had the time come? Could she and her family effectively manage such a significant change?

For ambitious, talented executives working in dynamic global businesses, big career transitions—to new roles, organizations, industries, or geographic locations—are a fact of life. So is the need to constantly adapt to new technologies, work groups, strategies, and ways of thinking and behaving.

And yet even seasoned professionals like Denise find personal change difficult. Often the problem is internal—they worry they’re not up to the new tasks. Sometimes loved ones are the stumbling block—a spouse or a child doesn’t like the idea of a different work schedule or a relocation. Or the issue could be colleagues—for example, when a new arrival isn’t welcomed by the team.

Although some people can overcome such challenges with relative ease, I’ve learned in decades of teaching MBA students and coaching executives that most of us can’t. Management researchers have a lot to say about the best way to approach organizational change, and companies have put their advice to good use. But when it comes to personal transitions, there is no blueprint for success, and many leaders still struggle. So I’ve developed a framework for thinking about change. It involves navigating through what I call the Seven C’s:
  1. Complexity—considering all the issues at play in a change effort
  2. Clarity—understanding and prioritizing those issues
  3. Confidence—believing that the change can be made successfully
  4. Creativity—brainstorming innovative solutions to problems that arise
  5. Commitment—taking the first steps to implement the change
  6. Consolidation—leaving the previous identity to adopt the new one
  7. Change—living into the change and its consequences
I’ve seen this approach work for Denise and others in similar circumstances: Joe, who left an Australian consultancy to start an NGO in China and later moved to Hong Kong; Caroline, a well-traveled manager who learned to embrace public speaking so that she could continue to rise through the ranks in her industry; Melissa, a married mother of two-year-old twins who decided she wanted to move from Spain to the United States to continue her career; and Dave, an executive who gave up a nomadic lifestyle to settle down and start a family at age 35.

The process is set in motion by an event that demands change. That event could be positive or negative, spurred by external factors or self-initiated—an unsolicited job offer or an illness, a new interest or boredom with a current position. The process is complete when a different direction has been established and the change is fully realized.

Complexity

When Denise heard about the Singapore job, it sparked multiple questions in her mind. Did she want it? Could she get it? Would she succeed in it? How would it affect her career? Were there other opportunities within or outside her company that she should also consider? What would Phil and the girls think? How would a move and a new role change her relationship with them? Would she and they enjoy living in Asia?

She felt overwhelmed by the number of variables to consider. Most executives in her situation feel the same way. Some respond by seeking simplicity and, as a result, either revert to the stable status quo (which stunts growth) or ignore problematic aspects of the change to make the decision easier (but not necessarily wiser). Both coping mechanisms are counterproductive. To kick off a successful change effort, you must embrace its complex dynamics. Take careful inventory of all the factors at play by thinking about them on your own, talking to affected parties, and seeking third-party counsel.

Denise discussed the job opportunity with her boss and a professional coach and explored the family implications with Phil and her parents (who had moved from New York to Hong Kong when she was 10). They talked about how the move would affect not only him and the girls but also Denise’s in-laws, who’d grown accustomed to seeing their grandchildren. Denise called her contacts in Singapore for advice about housing and schools. Taken together, colleagues, family, and friends all helped her grasp what the change might mean for her and those around her, personally and professionally.

Clarity

You have to fully understand, organize, and prioritize all the factors to reduce your anxiety about them. The clearer you are about what’s most important to you, the less anxious you feel, and the easier it is to find even greater clarity. This task requires deep reflection along with conversations with the right external resources. You should rely on people in your network who will listen without judgment and will set aside their own preferences and biases to help you weigh the pros and cons of the change.

Through conversations with her coach and trusted friends and colleagues, Denise realized that this job was her chance to make a real difference in her career—something that she valued more than the ease of family life in London. The position sounded fabulous. She would need to learn more about it and certainly to negotiate with Phil to ensure that a move would work for the family, but she knew she wanted to take the plunge. Clarity about her own desire enabled her to shift her focus to them.

Confidence

An executive must feel capable of managing the change while realizing that many challenges can’t be predicted or controlled. You want just the right amount of confidence. Too much, and you risk missing key or newly emerging information. Too little, and you’ll be paralyzed in the face of the difficulties inherent in any change process. Belief in oneself is mostly conditioned by life history, but it can be facilitated by small actions, such as connecting with someone who offers personal support, resolving even minor problems associated with the change, or envisioning a successful outcome. I’ve found that this positive outlook is critical to maintaining the energy required for the remaining C’s in the cycle.

Denise bolstered her confidence by thinking about past conversations she’d had with her boss and her husband. Both thought she was ready for something bigger. She had strong Chinese-language skills and good relationships in Asia and in the home office. When she touched base with a few people in her network to ask if they thought she’d do well in Singapore after many years in Europe, and as a country head instead of a marketer, the feedback was positive. She felt qualified for the job. After the move to London, Phil had agreed that the next big work/life decision would be hers. And although he would need time to seek a transfer to his firm’s Singapore office or to find a new job, and the girls would have to stay in London for the rest of the school year, she was sure everyone could handle a geographic separation for a short period. She and Phil already traveled for work, so their au pair was accustomed to managing in their absence.

Creativity

Innovation is key to any successful change effort. When confronted with problems—early or late, large or small, expected or unexpected—you must find creative but realistic solutions, adapting strategies used in the past and developing new ones. Again, look to trusted members of your network and seek out new contacts with relevant experience to test your ideas and help you generate solutions.

Denise put her hand up for the job and was given a warm reception; her company needed the new country manager to start right away. Still, her action prompted a host of concerns. Her boss was worried about who would replace her in the London office. But Denise remembered a colleague in her company’s Brazilian office who might be a good fit and wanted to move back to London anyway, so she put the two in touch. Her husband couldn’t imagine how he would do his current job, search for a new one, and handle more household and child care responsibilities. Denise decided to turn to her mother for help—something she’d never done before. Her girls were unsure about moving to a new country, so she asked the company to send the whole family to Singapore with a relocation expert who could help them look at apartments and schools. She even organized a weekend trip to Bali, where everyone could relax and envision the possibilities together.

Commitment

Once you’re ready to commit to a good, realistic course of action and implement it to the best of your ability, you need to close off other options—including escape—and move forward. This is often the hardest step, but there can be no change without it. Executives tell me it’s helpful to think about their decision not as right or wrong but as a different path. You’re no longer weighing the pros and cons of the decision or second-guessing it; you’re working to make it successful.

Denise accepted the position and started work in Singapore. Phil began to talk to contacts about jobs there. Both tried to get the children excited about the apartment complex (with a swimming pool!) they would soon move to and the international French-language school they would attend the following year. With her family now also committed to the change, Denise could focus on performing well in her new role. Since Phil and the girls were still in London, she arranged an intense, weeks-long tour of the region to introduce herself to key colleagues.

Consolidation

This phase involves letting go of the previous situation so that new possibilities can arise. Some aspects of your old identity must be set aside or abandoned as you adapt. People at a new company who use “we” to refer to their former employer have not yet consolidated the change; “we” should mean the current team.

Some individuals get through this stage by focusing not on what they’ve lost but on what they’ve gained. They regard change as developmental—something that brings them closer to a “true self” or to possibilities they might now achieve. Surprisingly, anchors in your past daily life—even as minor as familiar foods—may help provide a stable basis for safe experimentation with your new identity.

Denise was exhausted during her first few months on the new job. Flying around Asia and back and forth to London, she felt torn between two lives. The colleague she’d recommended for her old job hadn’t worked out. Phil and the girls missed her, and she missed them. Her mother had been very helpful but was eager to get back to her own home. Denise countered these negative aspects by focusing on everything that was going right. She felt exhilarated by her leadership position. Her transition had gone smoothly, she was excited to be taking the team forward, and she was proud of herself. The rest of the family would move soon. She’d been looking into summer activities for the girls.

Change

The final step in the process is living into the change, savoring its positive outcomes while dealing with any unintended consequences or new challenges that arise. This isn’t a static state, of course. You must also be on the lookout for new opportunities that may lead to your next change effort.

Denise was thrilled when Phil and the girls finally arrived in Singapore. But further adjustments were needed: She was working longer hours and traveling more than she had in London, which was difficult for everyone to get used to. Her solution was to book extended time off for family vacations during quiet periods at work. Those breaks, combined with the great work her team was doing, helped her feel both energized by and more comfortable in her new life.

Change is difficult, but for leaders who want to succeed in today’s business environment, it’s inevitable. The Seven C’s are a way to think through potential transitions and effectively execute on new courses of action. They can be used to communicate your change story to others and to learn from the experience. How much time it takes to navigate the process varies dramatically according to the individual and the circumstances. Some people linger in one stage, unable to complete the tasks required to move on. Some take extra time for personal reflection or to allow significant others to catch up with their thinking. Some move too quickly through a stage and must return to confront unresolved issues. For those wondering how to progress through the Seven C’s, the best (if somewhat unsatisfying) advice is: Move as fast as you can. Take as long as you must. But stick to the process. Executives who have mastered it find that it becomes the cornerstone of their resilience and success.

Masters of Change

Change is threaded through the lives of people I refer to as global cosmopolitans—executives who are highly educated and multilingual and who have lived, worked, and studied for long periods in other cultures. They tend to:
  • see change as normal
  • understand its subtle and emotional aspects
  • experiment with new identities
  • easily learn and employ new ways of thinking
  • use their outsider status to solve problems
The trick is to balance all this with some degree of stability in identity, relationships, and career.
Source: Harvard Business Review

Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
de las necesidades de su Organización:


Consultas al mail: mamc.latam@gmail.com
ó al TE: +5411.3532.0510


.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, SMHS .·.
Especialista en Management Estratégico, Gestión del Cambio e Inversiones
Representante de The George Washington University en Foros de LatAm desde 2001
Representante de The George Washington University School of Medicine & Health Sciences para los Países de LatAm desde 1996
Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en GWU School of Medicine & Health Sciences (Washington DC)
CEO, MANAGEMENT SOLUTIONS GROUP LatAm
TE Oficina: ( 0054) 11 - 3532 - 0510
TE Móvil (Local): ( 011 ) 15 - 4420 - 5103
TE Móvil (Int´l): ( 0054) 911 - 4420 - 5103
Skype: medinacasabella


MANAGEMENT SOLUTIONS GROUP LatAm ©
(mamc.latam@gmail.com; +5411-3532-0510)
es una Consultora Interdisciplinaria cuya Misión es proveer
soluciones integrales, eficientes y operativas en todas las áreas vinculadas a:

Estrategias Multiculturales y Transculturales, Organizacionales y Competitivas,
Management Estratégico,
Gestión del Cambio,
Marketing Estratégico,
Inversiones,
Gestión Educativa,
Capacitación

de Latino América (LatAm), para los Sectores:

a) Salud, Farma y Biotech,
b) Industria y Servicios,
c) Universidades y Centros de Capacitación,
d) Gobierno y ONGs.
Posted by at No comments:
Subscribe to: Posts (Atom)