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Thursday, May 5, 2016

Will your Company Change or Die?
by Michael Lee Stallard


Consider this: few of the 500 largest corporations from 50 years ago exist today. They failed to change and became irrelevant, left behind by emerging competitors more in tune with the market.

How is it possible that so many top companies made this same fatal mistake? The answer may lie in a simple explanation. Humans run corporations, and humans have a biological aversion to change.

Change creates stress. It boosts stress neurotransmitters in our brains and stress hormones throughout our bodies. It shifts brain activity from the cortex where we make rational decisions to the mid-brain where we are more likely to make rash decisions.

We can handle short periods of stress. Ongoing stress, however, kills productivity, wellness and well being.

As humans, we naturally avoid change, and when we do encounter change, we tend to handle it poorly. The best organizations recognize this, and cope with change and the accompanying stress through carefully designed workplace cultures.

There are three types of workplace cultures common today: cultures of control, indifference and connection. These cultures significantly affect the long-term health of organizations.

In Cultures of Control, people with power, control, influence, and status rule over others. This culture creates an environment where people fear to make mistakes and take risks.

Cultures of Indifference are predominant today. In this type of culture, people are so busy chasing money, power, and status that they fail to invest the time necessary to develop healthy, supportive relationships. This is, in essence, the culture that evolves when no one cares to actively shape the culture.

Cultures of control and cultures of indifference don’t adapt well to change. In these cultures, people turn on each other rather than pulling together to adapt to change.

A Connection Culture on the other hand, provides the right environment to navigate change and diminish the corrosive effects of stress. Connection culture can be defined as an organizational culture marked by shared identity, empathy, and understanding — a definition that tells us the elements required to create a great workplace culture.

Breaking the definition down further, shared identity is how the members of a group think of themselves and is based on a mix of vision, mission, values and reputation. Shared empathy comes about when people care for others rather than treat them as means to an end. Shared understanding is enhanced when good, two-way communication gives people a voice, though not necessarily a vote, in decision-making. When these three factors are present, a bond is created that keeps people feeling safe so the brain and nervous system work in a state of balance that supports the rational decision-making and cooperation necessary to effectively deal with change.

Several years ago, one of my clients, FCB, a leading global advertising network, hired a leader to manage its New Zealand agency, which had approximately 60 employees and lagged in the marketplace. The new leader, Bryan Crawford, expanded the leadership team and asked them to work together to create the culture they always wanted to work in. He was approachable and got to know the people in the agency.

When the global financial crisis struck in 2008, FCB New Zealand saw its revenue growth potential evaporate as clients cut marketing budgets. Competitors with cultures of control or indifference made staff reductions. FCB New Zealand’s leadership team took a different approach. They made retaining staff their top priority. Instead of making staff cuts, executive team leaders agreed to take a voluntary 10% pay cut (without asking others to take pay cuts), created teams to identify revenue generating and cost saving ideas, and implemented an employee engagement survey to give staff a voice in evaluating leaders.

Detailed financials were shared with staff so they could see the impact of ideas as they were implemented. Staff responded with greater engagement and actions that improved FCB’s financial performance. They even recommended sacrificing the beer budget for the sake of saving jobs.

FCB New Zealand’s connection culture united them. As a result, they pulled together and successfully dealt with change. Since that time, FCB New Zealand has nearly quadrupled in size. It is consistently recognized as one of the best places to work and the best company in its marketplace. Acknowledged as one of the best leaders in the Asia-Pacific region, this leader of FCB New Zealand was appointed vice chairman of the overall global organization, in recognition of his quick turnaround of the business, remarkable results and superior leadership.

 Is your organization facing the need to change? Would you describe your organization as having a culture of control, indifference or connection? Having the right culture can make or break your organization’s future.

Fuente: SmartBrief

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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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Wednesday, May 4, 2016

Why Culture and Leadership matter for 
Disruptive Innovation
by James daSilva


Allowing people room to conceive and try things. Bringing in “troublemakers and tinkerers”. Encouraging ideas from everyone, then allowing “people to collide and generate ideas”.

These traits are part of the process that allows companies to adapt to change, to disrupt themselves and fend off competitors, and improve without losing sight of what they are. But it wasn’t just speaker Dirk Beveridge of 4th Generation Systems saying this — it was a CEO of a $50 million company and a corporate sales manager of a $1.6 billion operation. They model these traits as part of their vision, instill them in the culture, and ultimately inspire companies that iterate, think and adapt with guidance, but not micromanagement, from their leaders.

All this matters because, as Scott McKain said at the NAW 2015 Executive Summit, “Great isn’t good enough to grow a business in today’s economy". If you are doing great work but can’t say what makes you different than your competitors, than your marketplace, then you aren’t differentiated or truly focused on customers. You lack “clarity”.

And 2015 is the time to innovate, to disrupt, to encourage the generation and trialing of ideas, Beveridge said. Times are good, and with a future promising more and new competition, rapid change, complexity, volatility and more difficult paths to growth, the “same old” won’t cut it.

That’s easier said than done. But only people will create change, disrupt industries or lead innovation, Beveridge said. People, not companies.

“The CEO is responsible for the vision and culture of the business”

When Paul Raiche, president of Ceratec, talks about listening to customers and employees, about giving people the freedom to think, devise and act, about stepping back from the day to day, he isn’t speaking from a position of weakness. In fact, the CEO retains a prominent role in this construction — without his or her taking the lead, there won’t be a coherent vision or culture.

Raiche had a serious accident in 2011 that put him out of work for more than two months. It was during his recovery, he said, that he began reading and thinking more about culture, about what would happen to his company if he weren’t there for the long term. He was shocked to realize that, though “the CEO holds the vision,” he didn’t have one.

His mantra is “Inspiring inspired people”. A great company must have the right people to develop the right culture to then fight for inspired, new, disruptive ideas. And a CEO must be learning and listening and thinking and inspiring that process without micromanaging it. And part of that, as Raiche emphasized repeatedly, is not simply keeping all that knowledge to himself. After all, if the CEO doesn’t share information, it doesn’t do any good.

How did Raiche apply this to his company? He visited similar distributors to see what they did, whether the business model made sense. He had his company spend time with suppliers on the plant floor, with truckers to see how they used their phone (i.e. technology) — all the while with the idea of taking the best of what’s out there and applying it internally as fit. And, as part of this, he backed off. With great employees, Raiche could “give them latitude to do what they want within the context of the business”.

Ideas deserve to have debate

Ideas rarely bubble up out of nowhere, and rarely are they accepted without hesitation. Rare, too, do they come from the usual suspects. To come up with disruptive, unusual, innovative and risky ideas requires an environment that also is different from the status quo.

What do Raiche and Keith Holland of Border States Electric Supply recommend? People who like to agitate and play with ideas. As Raiche said:

“You need to find your troublemakers, your tinkerers, those that are driven by curiosity,and [then] provide a platform — a culture to facilitate their experiments”.

In fact, Raiche went so far as to hire a consultant who is “only there to cause trouble”. Trouble doesn’t have to be big or destructive; it can mean small shifts to the status quo, such as this consultant video-conferencing into a meeting instead of coming to the office. Employees waited to see if Raiche would have a negative reaction; instead, Raiche often works from home and travels to the office mostly for meetings and other personal interactions.

Holland deals with idea generation in specific, concrete ways in his role as corporate sales manager for maintenance, repair and operations at Border States Electric Supply, an employee-owned distributor.

Ideas need time and space to be developed, he said. They are neither the province of just a few people nor those of a certain title or viewpoint:

“See ideas through a different lens and allow people to collide and generate ideas. Talented individuals, in the right environment for development, achieve goals and the benefits are incredible”.

Timing and accountability

Even experiments must come with some foundation, and must eventually pan out. McKain in his later presentation said how he was surprised to find that a customer-focused experience, even in creative fields, starts not with creativity but clarity.

For Holland, ideas don’t necessarily need to originate as fleshed-out concepts, but they eventually must scale up, or they’ll be “parked.” And ideas need to fit the idea of a “customer culture” — one that combines “teamwork, documented tangible results, trust and creativity”.

Not every idea is right, and not every idea is right at the time. However, just because an idea isn’t right for the moment doesn’t mean it isn’t ever going to be right. Holland related how he learned this the hard way with an idea that didn’t work in the 1990s. When it was raised again many years later, Holland was dismissive, but he did decide to allow for an experiment. This time, the idea worked. If Holland didn’t live up to the culture of idea generation and collision, this improvement may have never been realized.

And when an idea is right? Well, Holland says, companies have to be smart enough to realize that and act.

Fuente: SmartBrief

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TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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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, May 3, 2016

Organizational Culture: the Secret of U2's Success
by Michael Lee Stallard


U2 began as a rock band that people booed and laughed at. Now, after receiving its 22nd Grammy Award in 2005, U2 has more than any band in history. It recently surpassed the Rolling  Stones’s record for the highest revenue grossing concert tour ever. Critics rave over the band’s music, and fans worldwide can’t seem to get enough of its songs and concert appearances. All the signs indicate that U2 is at the top of its game and will be going strong for the foreseeable future. So how did this group rise to such lofty heights, and what can we learn from its success?

The way U2 functions is even more extraordinary than its music. The band’s four members — lyricist and lead singer Bono, lead guitar player “the Edge,” bass guitar player Adam Clayton, and drummer Larry Mullen Jr. –have known one another since they were teenagers in Dublin, Ireland. Bono has described the band as more of an organism than an organization, and several of its attributes contribute to this unique culture. Members value continuous improvement to achieve their own potential, always maintaining the view that they can become even better.

U2’s members share a vision of their mission and values. You might expect a band’s mission to be achieving commercial success as measured by number 1 hits and concert attendance. However, U2’s mission is to improve the world through its music and influence. Bono has described himself as a traveling salesman of ideas within songs, which address themes the band members believe are important to promote, including human rights, social justice, and matters of faith. Bono and his wife, Ali, help the poor, particularly in Africa, through their philanthropy and the organizations they’ve created.

U2’s members value one another as people and don’t just think of one another as means to an end. Bono has said that although he hears melodies in his head, he is unable to translate them into written music. Considering himself a terrible guitar and keyboard player, he relies on his fellow members to help him write the songs and praises them for their talents, which are integral to U2’s success.

Bono has also had his band members’ backs during times of trial. When Larry lost his mom in a car accident a short time after the band was formed, Bono was there to support him. Bono, who had already lost his mother, understood Larry’s pain. When U2 was offered its first recording contract on the condition that it replace Larry with a more conventional drummer, Bono told the record company executive: There’s no deal without Larry. When the Edge went through divorce, his bandmates were there to support him. When Adam showed up to a concert so stoned he couldn’t perform, the others could have thrown him overboard for letting them down. Instead, they had someone step in to cover for him, and then went on to help Adam overcome his drug and alcohol addiction.

Bono’s bandmates have his back too. One of the most vivid examples of this came when U2 campaigned during the 1980s for the observance of a Martin Luther King Jr. Day in the United States. Bono received a death threat that warned him not to sing “Pride (In the Name of Love),” a song about the Rev. Martin Luther King Jr., at an upcoming concert. The FBI considered it a credible threat. Bono described in an interview that as he sang the song, he closed his eyes. When he opened his eyes again at the end of a verse, he discovered that Adam was standing in front of him to shield him from potential harm. Years later, when U2 was inducted into the Rock and Roll Hall of Fame, Bono thanked Adam for being willing to take a bullet for him.

Unlike many bands in which one megastar gets most of the economic profits, U2 shares its profits equally among the four band members and their long-time manager. This further shows the value Bono has for his band members and manager. (We’re not saying that all organizations should split the company’s economic profits equally; simply recognize that when leaders take too much it works against engaging the people they lead.)

Each member has a voice in decisions, thanks to the band’s participatory, consensus-oriented decision-making approach. If one person strongly opposes a particular action, the band won’t do it, which encourages the flow of knowledge among band members, allowing the best ideas to come to light. Their passion for excellence is also reflected in relentless arguments over their music. Bono has stated that this approach can be slow and frustrating at times, but the members of U2 believe it is necessary to achieve excellence.

These factors — which this book calls shared identity, empathy, and understanding — create a culture of connection, community, and unity among the members of U2. Bono has described the band as a tight-knit family and community. Their commitment to support one another extends beyond the four members of the band to a larger community that includes their families, crew members, and collaborators — many of whom have known each other for decades.

The secret of U2’s success is its leadership and culture. Bono connects as a leader among equals because he communicates an inspiring vision and lives it, he values people as individuals, and he gives them a voice in decision making. It is this culture of vision, value, and voice that has helped U2 achieve and sustain its superior performance.

This is a connection culture. In examining how U2 operates we see the influence a connection culture can have on the individual, as well as the group as a whole.

How about you?

An organization’s culture reflects the predominant ways of thinking, behaving, and working. To appreciate the importance of culture in the workplace, consider your own experiences. During the course of your career, have you experienced times when you were eager to get to work in the morning, you were so immersed in your work that the hours flew by, and by the end of the day you didn’t want to stop working? What was it about the job that made you feel that way?

How about the opposite? Have you experienced times when you struggled to get to work in the morning, the hours passed ever so slowly, and by the end of the day you were exhausted? Again, what was it about the job that made you feel that way?

If you are like most people, you’ve experienced those extremes during your career. I have too. As I reflected on my experiences, I realized I hadn’t changed — the culture I was in was either energizing or draining the life out of me. Thus I began a quest to identify the elements of workplace cultures that help people and organizations thrive for sustained periods of time. When the practices my team and I developed to boost employee engagement contributed to doubling our business’s revenues during the course of two and a half years, I knew I was on to something. A few years later I left Wall Street to devote my full attention to understanding employee engagement and culture so I could help others improve the cultures they were in.

Three psychosocial cultures: Connection, control, indifference

What type of culture are you in right now? As we explore what it takes to establish and strengthen connection cultures, it is instructive to understand how they differ from cultures of control and cultures of indifference.

In cultures of control, people with power, influence, and status rule over others. This culture creates an environment where people fear to make mistakes and take risks. It is stifling — killing innovation because people are afraid to speak up. Employees may feel left out, micromanaged, unsafe, hyper-criticized, or helpless.

Cultures of indifference are predominant today. In this type of culture, people are so busy chasing money, power, and status that they fail to invest the time necessary to develop healthy, supportive relationships. As a result, leaders don’t see value in the relational nature of work, and many people struggle with loneliness. Employees may feel like a cog in a machine, unimportant, uncertain, or invisible.

Both of these cultures sabotage individual and organizational performance. Feeling consistently unsupported, left out, or lonely takes a toll. Without the psychological resources to cope with the normal stress of modern organizational life, employees may turn to unhealthy attitudes and behaviors, many of which are addictive and destructive.

A distinguishing feature of these cultures is a sole focus on task excellence. Leaders may openly dismiss the need for relationship excellence. Others may give it lip service and occasional attention, or see its value without knowing how to bring it about. In order to achieve sustainable, superior performance, every member of an organization needs to intentionally develop both task excellence and relationship excellence. A connection culture produces relationship excellence.


In a connection culture people care about others and care about their work because it benefits other human beings. They invest the time to develop healthy relationships and reach out to help others in need, rather than being indifferent to them. This bond helps overcome the differences that historically divided people, creating a sense of connection, community, and unity that is inclusive and energized, and spurs productivity and innovation.

Fuente: SmartBrief

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.
Posted by at No comments:

Monday, May 2, 2016

10 Actions that will Transform you from a Good Leader 
to an Exceptional One
by Marty Zwilling


Everyone recognizes a great leader when they work with one, but most leaders don’t know what to look for in themselves that will drive that perception by others.

In my experience, there is no magic gene involved, just simple good habits executed consistently and convincingly until everyone around you  wants to follow your example.

This leading by example is easy to say, but not so easy to put into action. Most leadership gurus, including John Baldoni, have provided recipes, like his classic book, “Lead By Example: 50 Ways Great Leaders Inspire Results.” The points are great, but can be made even simpler and more actionable by adapting then to the world of the entrepreneur:
  1. Demonstrate character. In the dictionary definition, character is said to be “the stable and distinctive qualities built into an individual’s life which determine his or her response regardless of circumstances.” Steve Jobs of Apple had character, and the people around him knew what he stood for in good times as well as bad.
  2. Be accountable for your actions. Things don’t always work, and it’s easy to blame someone else, the poor economy, or just bad luck. Thomas Edison made no excuses for ten thousand light failures. Challenged by his contemporaries, Edison soberly responded: “I have not failed. I have just found ten thousand ways that won’t work.”
  3. Check your ego at the door (and keep it there). For leaders, this is often evident in the willingness to be coached, by outside experts or by your own team. We all know too many people who won’t listen to any advice from anyone. That’s just hubris, and it doesn’t inspire anyone.
  4. Promote resilience. There is no shame in getting knocked down; it’s getting back up that matters. In a startup, pivots and problems will happen. Learn to anticipate change, bounce back stronger, and teach others to do the same. Dean Kamen, while still struggling with the Segway Human Transporter, holds 440 other device patents.
  5. Get in the habit of asking questions but do not expect easy answers. That includes taking a hard look in the mirror, and facing reality. Howard Schultz, who grew Starbucks to 13,000 stores by 2008, decided to step back in as CEO when the economy was killing his stores, and refocus everyone on the customer. Now he has over 20,000 stores.
  6. Manage around obstacles. We’ve all seen the leader who is struggling to keep the business alive by tackling the daily obstacle. No one is looking around the corner to see the next one. Richard Branson, now worth about $4.2 billion, offers this advice: “Obstacles and challenges are healthy for everyone.” He is always looking ahead.
  7. Drive innovation. Great businesses these days start with innovation. Entrepreneur examples include Larry Page and Sergey Brin at Google, who turned a new search technology into a tool that most of us couldn’t live without. Encourage everyone on the team to think and act creatively. Good ideas can come from anyone at any time.
  8. Encourage dissent about issues but promote civility around people. Receptiveness to dissent allows for corrective feedback to monitor ineffectual practices, poor and unfavorable decision making, and insensitivity to team needs and desires. This is positive, but a loss of civility more than negates all these positives.
  9. Create a winning culture. Leaders drive values, values drive behavior, behavior drives culture, and culture drives performance. High performance makes new leaders. This is the self-reinforcing circle of excellence every company needs for success. Winning business cultures, like at Apple, are set from the top.
  10. Teach others “the how.” Then get out of the way and let people do their jobs. Great leaders are mentors to everyone on their team. Effective leaders are not afraid to “get their hands dirty” working with the troops. Bill Gates of Microsoft, even late in his career, wasn’t afraid to jump in and write some code to illustrate a point.
The quickest way to great results is to build a great team, and let it multiply your productivity. Using the actions described here as a model, take a look in the mirror to see how well you are leading by example.

Fuente: Ivyexec

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