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Thursday, June 30, 2016

Las diferencias entre ricos y pobres de LatAm 
no son sólo de dinero

 Menos de 100 personas acumulan la riqueza de 3.500 millones. La falta de acceso a servicios básicos agranda la brecha

La aritmética es brutalmente simple. Si menos de 100 personas controlan la misma cantidad de riqueza que los 3.500 millones más pobres del planeta, el resultado puede expresarse con una sola palabra: Desigualdad.
Y no se define únicamente por la brecha entre los que tienen más y los que tienen menos. También se evidencia en el acceso a agua potable, electricidad, saneamiento, educación, salud y otros servicios básicos.

 La expansión de la economía a comienzos de este siglo ayudó a millones de personas a salir de la pobreza extrema. Y si bien América Latina registró las tasas más altas de crecimiento en su historia, la región sigue siendo la más desigual del mundo, según la Cepal.

 La ONU y otras organizaciones internacionales se han propuesto el objetivo de acabar con la pobreza para 2030. Pero eso implica que cada año 50 millones de personas deberían comenzar a tener ingresos por encima de US$1,90 al día.

 Es decir, cada semana aproximadamente 1 millón de personas tendrían que salir de la pobreza durante los próximos 15 años. ¿Es posible?

 ¿Dónde está la desigualdad?

 La clave para poner fin a la pobreza está no solo en el crecimiento económico, sino también en la importancia de reducir las desigualdades entre los que tienen más y los que menos tienen (el 40% más pobre).

 El Objetivo de Desarrollo Sostenible 10 muestra que reducir la desigualdad implica tener en cuenta la variedad de sus contextos. Además de la desigualdad de ingresos en la etapa de la adultez, existe también la desigualdad por género, edad, discapacidad, raza, clase, etnia, religión, y en oportunidades, que usualmente se manifiesta durante diferentes etapas, empezando por la niñez, según los Indicadores de Desarrollo del Banco Mundial.

 Para Naciones Unidas, en promedio –y teniendo en cuenta el tamaño de la población–, la desigualdad de los ingresos en los países en desarrollo aumentó un 11% entre 1990 y 2010.
Si bien el crecimiento económico ha sido clave para mejorar la vida de los más pobres y ha permitido que los ingresos del 40% más vulnerable de América Latina haya mejorado más que el total de la población -en comparación con otras regiones- la distribución no ha sido del todo equitativa.

 Reducir las desigualdades latentes y erradicar la pobreza extrema implica analizar por qué para el 40% más pobre es tan difícil aumentar sus ingresos y salir del círculo de la pobreza.

 Una de las formas de medir la desigualdad es el índice de Gini, que permite identificar hasta qué punto la distribución del ingreso se aleja de un reparto perfectamente equitativo. El indicador demuestra que América Latina es una de las regiones con el grado más alto de desigualdad en el mundo. 

" El Índice de Oportunidades Humanas permite evaluar cuan diferente puede ser, por ejemplo, el futuro de un niño nacido de padres pobres en un entorno rural frente al de uno nacido de padres educados y en un entorno urbano. "

La mayor parte de la desigualdad en el ingreso de los adultos de América Latina –y del mundo- se debe a circunstancias personales sucedidas durante su niñez, que escapan a su control y responsabilidad. Según los expertos, estas circunstancias están ligadas a la raza, el género, el lugar de nacimiento, y el nivel educativo y de educación de los padres.
Estos factores son tan importantes para determinar el futuro de un ser humano, que se ha creado un indicador denominado “Índice de Oportunidades Humanas” que permite evaluar cuan diferente puede ser, por ejemplo, el futuro de un niño nacido de padres pobres en un entorno rural frente al de uno nacido de padres educados y en un entorno urbano.
El nivel de formación de los padres y el ingreso de la familia condicionan fuertemente el futuro de los niños, haciendo que la falta de oportunidades no sea aleatoria, sino sistemática. Gran parte de ese futuro se forma mientras estamos en el vientre y en nuestros primeros cinco años.
Para acelerar el crecimiento y mejorar los ingresos del 40% más pobre, se necesitan más trabajos y programas de protección social bien diseñados. Sin embargo, una de las claves está en invertir en los niños que viven en los hogares más pobres y expandir las oportunidades disponibles para ellos. Esta herramienta, por ejemplo, permite ver qué está pasando con esos niños y cuántos son, para así contribuir a cortar la transmisión intergeneracional de la pobreza, mejorar la economía e impulsar el desarrollo.

Gráfico Interactivo

Fuente: Banco Mundial

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.·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, SMHS .·.
Especialista en Management Estratégico, Gestión del Cambio e Inversiones
Representante de The George Washington University en Foros y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center 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
EMail: medinacasabella@gmail.com
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 ©
(medinacasabella@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.
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Tuesday, June 28, 2016

Sanofi and Boehringer Ingelheim agree to a 
U$S 25 Billion Strategic Swap
BREAKING NEWS. Paris (France) and Ingelheim (Germany) – 27 June 2016 – Sanofi and Boehringer Ingelheim announced today the signing of contracts to secure the strategic transaction initiated in December  2015 which consists of an exchange of Sanofi’s animal health business (“Merial”) and Boehringer Ingelheim’s consumer healthcare (CHC) business. This step marks a major milestone before closing of the transaction which is expected by year-end 2016 and remains subject to approval by all regulatory authorities in different territories. The integration of Boehringer Ingelheim’s Consumer Healthcare (CHC) business into Sanofi and Merial into Boehringer Ingelheim would start after closing.

Upon closing this transaction will be a significant business swap in the pharmaceutical sector and an important event in the history of both companies.

Prof Dr Andreas Barner, Chairman of the Board of Boehringer Ingelheim, said: “This is a win for Boehringer Ingelheim and Sanofi alike. Moreover, it is one of the most significant steps in our corporate history. It demonstrates the consistent orientation of our business towards innovation-driven sectors. As a research based pharmaceutical company, we will substantially enhance our position in the future market for Animal Health and will prospectively be one of the largest global players in this segment. The similarity in culture and approaches of BI and Sanofi will ensure that the businesses acquired by the other partner will develop well in the future”.

Olivier Brandicourt, M.D., Chief Executive Officer, Sanofi, said: “In signing these contracts, we are meeting one of the key strategic goals of our roadmap 2020, namely  to become a leader in consumer healthcare and a leading diversified global human healthcare company. This business swap will bring a complementary portfolio to our consumer healthcare activity with highly recognized brands, allowing for mid and long term value creation, and enhancement of our market penetration in some major countries.”

The strategic swap lays the foundation for both companies to reach size and scale in two highly attractive pharmaceutical activities. Upon successful completion, Boehringer Ingelheim’s CHC business - with an enterprise value of €6.7 bn - would be transferred to Sanofi and Sanofi’s Merial – with an enterprise value of €11.4 bn - would be transferred to Boehringer Ingelheim. The transaction includes a cash payment to Sanofi of €4.7 bn to reflect the difference in value of the two businesses. Taking into account the expected contribution from the acquired CHC business, progressive implementation of synergies and the use of part of the net proceeds to buy shares back, Sanofi expects the overall transaction to be business EPS neutral in 2017 and accretive afterwards.

Combining Merial and Boehringer Ingelheim’s complementary portfolios and technology platforms in anti-parasitics, vaccines and pharmaceutical specialties would put the combined company into a more competitive position in the key growth segments of the industry and bring more value and innovation to customers globally. The Boehringer Ingelheim Animal Health business would more than double its sales to approx. €3.8 bn based upon 2015 global sales.

With this transaction, Sanofi would integrate Boehringer Ingelheim’s CHC business in all countries except China. Joint CHC sales would amount to approx. €4.9 bn2  based upon 2015 global sales. Thanks to the addition of a highly complementary product and brand portfolio, Sanofi would enhance its position in several of its strategic categories – Pain Care, Allergy Solutions, Cough & Cold Care, Feminine Care, Digestive Health and Vitamins, Minerals and Supplements.

Hubertus von Baumbach, designated Chairman of the Board of Boehringer Ingelheim, stated: “We know as well as Sanofi does that it is only due to our employees, their commitment and their excellent performance that this business exchange is attractive for both sides. Therefore, Boehringer Ingelheim and Sanofi are committed to drive these businesses successfully and sustainably in the future.”

The signing was preceded by six months of constructive and successful negotiations which went according to plan. Both companies have reviewed and discussed the details of the transaction. This included the exact scope of the business swap as well as ensuring compliance with regulatory requirements. In the past months, Boehringer Ingelheim and Sanofi also closely consulted with the relevant social bodies in France and Germany as well as with the appropriate regulatory authorities to lay the groundwork for the realization of the business swap. In accordance with their commitment at the beginning of the negotiations, the companies agreed that Lyon (France) and Toulouse (France) would be key operational centers of Boehringer Ingelheim’s Animal Health business, including business operations, R&D and manufacturing facilities in Lyon and the production site in Toulouse. As the U.S. market is an important part of Merial’s business, Boehringer Ingelheim would pay particular attention to sustain the momentum of the U.S. operations. Germany would be a key center of Sanofi’s CHC business, including in particular gastro-intestinal and cough & cold categories that will benefit from the strong capabilities of current Boehringer Ingelheim teams.

Boehringer Ingelheim’s CHC activities

Boehringer Ingelheim Consumer Healthcare is the 8th largest Consumer Healthcare business in the world. Sales of Boehringer Ingelheim’s CHC business were €1.51 bn in 2015, contributing 10 per cent to Boehringer Ingelheim’s net sales. It aims to create and drive inspiring and sustainable solutions that will efficiently develop compelling and true global brands for consumers.
The leading brands of Boehringer Ingelheim’s CHC business are the antispasmodic Buscopan® (2015 sales of €223 million; mainly sold in Europe and Emerging Markets), the laxative Dulcolax® (2015 sales of €225 million; sold in more than 40 countries with a strong presence in the U.S.), the multivitamins Pharmaton® (2015 sales of €140 million, with majority of sales in Emerging Markets), the cough treatments Mucosolvan® (2015 sales of €168 million, mainly in Germany and Russia) and Bisolvon® (2015 sales of €96 million with a worldwide presence with largest countries being Spain and Italy) and the sore throat treatment Mucoangin®/Lysopaïne® (2015 sales of €54 million).

Sanofi’s CHC activities

Sales of Sanofi CHC business were €3.4 bn in 2015. The leading brands of Sanofi’s CHC business are the allergy products Allegra® (2015 sales of €424 million) and Nasacort® (2015 sales of €122 million), the pain killers Doliprane® (2015 sales of €303 million), No-Spa® (2015 sales of €88 million) and Dorflex® (2015 sales of €81million), the digestive products Essentiale® (2015 sales of €196 million), Enterogermina® (2015 sales of €161 million) and Maalox® (2015 sales of €97 million), the feminine care product Lactacyd® (2015 sales of €114 million) and the vitamins, minerals and supplements Magné B6® (2015 sales of €103 million). In 2015, 48.1% of CHC sales were generated in emerging markets, 26.2% in the U.S. and 18.6% in Western Europe.

About Merial

Merial is a world-leading, innovation-driven animal health company, providing a comprehensive range of products that focus on disease prevention and overall health and wellness in animals, Merial has three main business areas: pets, farm animals, and veterinary public health, and its health solutions target more than 200 diseases and conditions across a variety of species. Merial employs 6,900 people and operates in more than 150 countries worldwide with over €2.5 billion of sales in 2015. Merial is a Sanofi company.

The main Merial brands in the field of pet health include Frontline®, Heartgard®, NexGard®, Broadline® and Purevax®; and in farm animals Vaxxitek®, Eprinex®, Ivomec®, Longrange®, Circovac® and GastroGard®. As part of our commitment to innovation and excellence, Merial has a global footprint with 13 R&D centers and 15 production sites.

About Boehringer Ingelheim Animal Health

Boehringer Ingelheim Animal Health is the 6th largest animal health business in the world and is committed to providing leading innovative solutions to prevent, treat and cure animal diseases. With 3,800 employees worldwide, Boehringer Ingelheim Animal Health achieved net sales of about € 1.36 billion in 2015, representing 9% of the corporation’s revenue base. Main brands of Boehringer Ingelheim’s Animal Health portfolio are Ingelvac Circoflex® (2015 sales of € 281 million), Metacam® (2015 sales of € 101 million), Ingelvac® PRRS (2015 sales of € 99 million) and Duramune® (2015 sales of € 88 million).

The Boehringer Ingelheim Animal Health Business is global leader in swine vaccines and holds attractive positions in companion animal and cattle vaccines as well as in pharmaceutical specialties for animal use. The company researches and develops therapeutic solutions for animals in the US, Germany, China, Mexico and Japan. In its research-driven Animal Health business, Boehringer Ingelheim continually invests around 12% of net sales of the Animal Health business in R&D.

About Sanofi

Sanofi, a global healthcare leader, discovers, develops and distributes therapeutic solutions focused on patients' needs. Sanofi is organized into five global business units: Diabetes and Cardiovascular, General Medicines and Emerging Markets, Sanofi Genzyme, Sanofi Pasteur and Merial.

About Boehringer Ingelheim

Boehringer Ingelheim is one of the world’s 20 leading pharmaceutical companies. Headquartered in Ingelheim, Germany, Boehringer Ingelheim operates globally through 145 affiliates and a total of some 47,500 employees. The focus of the family-owned company, founded in 1885, is on researching, developing, manufacturing and marketing new medications of high therapeutic value for human and veterinary medicine.

Social responsibility is an important element of the corporate culture at Boehringer Ingelheim. This includes worldwide involvement in social projects through, for example, the initiative “Making More Health” while also caring for employees. Respect, equal opportunity and reconciling career and family form the foundation of mutual cooperation. The company also focuses on environmental protection and sustainability in everything it does.

In 2015, Boehringer Ingelheim achieved net sales of about 14.8 billion euros. R&D expenditure corresponds to 20.3 per cent of net sales.

Source: Boehringer Ingelheim Press

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,
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Consultas al mail: medinacasabella@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 y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center 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
EMail: medinacasabella@gmail.com
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 ©
(medinacasabella@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.
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Thursday, June 23, 2016

7 Core Leadership Principles that withstand both 
Distance and Time
by Yonatan Stern
Five years ago, I returned to my native Israel with my wife and our three daughters for lifestyle and cultural reasons. Since then, I’ve continued leading Waltham, Massachusetts-based ZoomInfo, while spending the majority of my time 5,500 miles away.  Moving seven time zones from my company’s headquarters has taught me valuable leadership lessons that would serve any executive well. Here, I share them with you.

Rather than being less involved, I’ve had to work harder to hone my leadership style because the challenges are magnified and mistakes are costlier when you don’t interact with your team informally on a daily basis. Compounding the difficulty, I observe the Israeli work week of Sunday to Thursday, sharing only four workdays with my team.

Yet our company has enjoyed healthy profits and record growth, making the Inc. 5000 list last year. How is this possible?

Managing ZoomInfo from afar, I’ve been forced to deeply analyze my management style and develop a set of leadership principles that make good sense for any company. Some of my learnings run counter to common beliefs and practices. Here they are.
  1. The big-picture view is overrated; the everyday details have a greater impact. Most companies waste their time being consumed with strategies, with competitors, with things they have little control over. They don’t pay enough attention to the little things that can quickly turn into big problems. Ironically, instead of taking a lofty perspective from across the miles, I put a premium on the small details as the only way to get better.
  2. Make continuous improvement everyone’s responsibility. All team members, from the most junior person on up, are responsible for their own continuous improvement. I call on myself and everyone else to constantly ask themselves: How can I do it better, faster and cheaper, with better results? We all measure our performance all the time, to see if we’re moving in the right direction or need to fine-tune.
  3. Let go of some control. Despite what you might think, I’ve learned that the CEO does not need to control everything. You’re only as good as your team, so I’ve learned to empower everyone—from the receptionist to senior executives—to find new and better ways to do things.
  4. Foster responsibility and empowerment. Most people want to succeed and excel, so if they understand what you want to accomplish and what they need to do to make it happen, they will take it and run with it. I like to say that everyone, in a sense, is their own CEO. Foster responsibility and empowerment, and you’ll see creativity, innovation and a culture of improvement flourish.
  5. Communicate your vision, values and goals personally and frequently. I meet with each of my direct reports at least one to two hours a week (by video if I’m not in Waltham); talk with other staff members; make myself available for questions; and hold meetings with the entire 150-person team whenever I’m in town.
  6. Make profitability your company’s No. 1 goal. Making money has several advantages beyond nurturing rapid growth. First, it provides freedom to make mistakes—a necessity for corporate and personal development. The cushion of profitability enabled my company to weather some senior-level hiring errors I made in earlier days. Second, it provides every employee with the opportunity to understand and track how he or she contributes—either by bringing in revenue or cutting costs. Profitability is a great motivator when, as at my company, profit sharing offers everyone a piece of the pie every quarter.
  7. Don’t fly solo when interviewing new hires. Teamwork gets the best results. Matching people to jobs is the toughest task for any business. I rely on my people’s judgment and go beyond the structured interview. I include other people in the interviewing process—employees from the department for which we’re hiring, as well as from other departments—and take their opinions very seriously. I also ask team members for their impressions based on casual encounters at the coffee machine or other informal places.
Based on both good and bad hiring decisions, I’ve learned not to be too swayed by deep domain expertise. I favor promoting from within, which helps the company minimize hiring risks and, importantly, contributes to a healthy culture of growth. To build a company with career-growth opportunities, I personally mentor and have other leaders mentor more junior employees, enabling them to advance to leadership roles.

Realizing there’s no substitute for direct interaction, I always interview final candidates for direct-reporting positions in the same room, after holding screening interviews by video.

While the leadership philosophy I’ve developed is indispensable for my virtual situation, these principles will go a long way toward making any business successful—whether the CEO lives time zones away, is a road warrior, or spends most of the time on-site.

Fuente: ChiefExecutive

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: medinacasabella@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 y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center 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
EMail: medinacasabella@gmail.com
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 ©
(medinacasabella@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.
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Tuesday, June 21, 2016

4 Qualities all Successful CEOs have in common, 
and why they matter
by Terry Gallagher
Most successful leaders—those who have consistently increased the size of their businesses and reached the upper echelons of their industries—have similar personality traits, definitions of success and daily habits. Here are 4 qualities all successful CEOs have in common.
  1. Their definition of success has evolved with their leadership. To continuously push themselves to become better leaders, top-performing CEOs reevaluate and revise their metrics for success throughout their career. “Initially, the definition of success for me was focused on my results, my promotions and my increase in compensation,” said Ned Hunter, CEO of Harrington Hoists, a $250 million subsidiary of Kito Group Company. “ As I have matured and evolved in my 30 years of business, my definition now is more about the people in my business…If my people succeed, then I have done my job.”
  2. They are committed to intellectual curiosity. Many CEOs credit their intellectual curiosity for their long-term success. A drive to learn, to improve, and to never become comfortable has propelled their businesses forward. Leading CEOs schedule time each day to read industry news. Jim Reavey, CEO and President of Vixxo, an asset management and business insight company, prioritizes continuous learning: “Self-development is key: never give up learning. Arrogance starts to take over when you think you know everything. You never know where your greatest lesson will come from.”
  3. They acknowledge the contributions of others, and they want to return the favor. Successful CEOs recognize that their mentors, colleagues and employees have bolstered or accelerated their success. “An individual’s success is usually tied to the contributions of others. Forgetting this is a mistake,” said Greg Ergenbright, President of Schindler Elevation Corporation. Many CEOs see “paying it forward” as part of their new mission, especially CEOs who are well into their careers. In the words of Jim Reavey: “I feel a sense of obligation to develop others because of the leadership guidance and coaching I received in my life. Sharing my knowledge, empowering others, and creating deeper relationships is at the forefront of everything I do.”
  4. They do what they love, and they encourage others to do the same. While “passion” has become somewhat of a buzzword, successful CEOs faithfully follow their passion and believe that doing so is the key to their success and happiness. Alan McKim, Chairman and CEO of Clean Harbors, a $3 billion environmental services company, advises young people to make pursuing their passion the first priority.
“My advice for any young person is to determine what you enjoy,” stated McKim. “It’s important to go beyond the paycheck. Where do your passions lie? What will spur you to bring the most energy to your job every day? When you can answer these questions, you’ll be able to define what success means to you and how you can best achieve it”.

Fuente: 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: medinacasabella@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 y Ferias de LatAm desde 2001
Representante de The George Washington University Medical Center 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
EMail: medinacasabella@gmail.com
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 ©
(medinacasabella@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.
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