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Showing posts with label entrepreneur. Show all posts
Showing posts with label entrepreneur. Show all posts

Thursday, January 18, 2018

Top 10 Tech Trend Predictions for 2018 from a Tech CEO
by  Heinan Landa


As we cross into 2018, what can we expect to see on the technology side of things? Here are my top 10 predictions (in countdown fashion). I recommend CEOs take a moment to discuss these trends with their CIOs/CTOs and evaluate which ones will provide the most value for your company and should be made a priority in 2018 and beyond.

10. TVs will get smarter and way, way cheaper. Ever heard of Element Electronics brand televisions? I hadn’t either until I found that their sets come equipped with Amazon’s Fire TV built right in. Same story with TCL TVs, which I only know about because they come with Roku streaming. These “off-brand” sets are gaining traction thanks to big-name technologies, while maintaining pricing that makes me seriously regret my (significantly more expensive) purchase a few years back.

9. Businesses will relent and embrace social software platforms. We’re nearing mainstream adoption for software tools like Slack and Microsoft Teams. These Facebook-esque platforms reduce email clutter, streamline communication and facilitate collaboration. We’re all sick of splintered, endless email chains, and these intuitive and user-friendly packages eliminate that hassle from our day-to-day. By year’s end, I think we’ll be hard-pressed to find many organizations that still rely exclusively on email.

8. They’ll get smart about using technology to attract and retain millennials, too. Beyond the social software platforms, businesses will focus in on technology solutions that allow for better collaboration, mobility and real-time communication. These are the capabilities that millennials expect, and are the same ones that will help unlock their maximum potential in the workplace. Some businesses will be ahead of the curve with this, and others will shift their approach once they realize they have a turnover issue on their hands.

7. We’ll see more high-powered tablets running around. I expect Microsoft’s Surface tablet and comparable models to continue gaining ground. As companies become more and more focused on creating a highly-effective mobile workforce, they’ll turn their attention toward these powerful devices that travel well and are less intrusive in a business meeting scenario. Some of the “clone” devices – the Lenovo Miix and Asus Transformer, for example – are at a very attractive price point, too.

6. Buyers will get shrewd about the cloud. We aren’t intimidated by “the cloud” anymore. In fact, businesses are getting quite savvy about it; they know that not all clouds and not all cloud providers are created equal, and they’re asking increasingly sophisticated questions when it comes to vetting their options. Providers in particular will find themselves exploring elements like security, risk mitigation, productivity and collaboration in much greater depth than they’ve been asked to before.

5. In response, cloud providers will step up their game. More sophisticated buyers means a more sophisticated product. We’ll see more and more cloud offerings that cater directly toward a specific industry, specific compliance regulations, and specific software packages. The closer providers can get to a specialized plug-and-play product, the better chance they’ll have to get a leg up over their competitors.

4. IT services will get worse. The IT industry is teeming with mergers and acquisitions. As demand climbs for one-stop-shop IT outsourcing, service firms are gobbling up MSPs, telecom providers, cloud providers, cybersecurity firms, strategic consulting firms and whatever else they can get their hands on. Unfortunately, I don’t expect these transactions to result in better service; as these new conglomerates experience massive expansion, they’ll become so focused on integration that, for awhile, they’ll lose sight of their purpose: serving their clients.

3. Voice technology will creep its way into our offices. Amazon has released Alexa for Business, which functions as a voice-controlled “intelligent assistant.” We’ll see some brave souls experiment with shouting orders at a speaker on their desk, and we’ll see the technology evolve as developers respond to the feedback these brave souls offer. Eventually, I think voice command will find a home in the corporate setting… but not to any substantial degree in 2018.

2. Yes, a $1,000 smartphone will be a success. Remember when Apple announced the iPhone X and everyone promptly lost their minds about it being so expensive? $999 is certainly pricey when it comes to smartphones, but it isn’t unreasonable; there’s a large market of folks out there who will shell out this kind of money, and they’re precisely the group that will appreciate the subtle but functional (and elegant) changes Apple has made to this model.

1. LinkedIn will explode. Since Microsoft took over, LinkedIn has gotten a fresh new interface, native video, live messaging, trending stories, and I’m sure more is on the way. We’re going to start seeing businesses flock to this network – which is 500 million users strong – and leveraging it as a powerful tool for both recruiting and business development.

Fuente: Chief Executive

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    .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
    Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
    Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
    Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
    Representante de The George Washington University para LatAm desde 1996
    Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
    The George Washington University (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) Industria y Servicios,
    b) Universidades y Centros de Capacitación,
    c) ONGs y Gobiernos.
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    Thursday, January 11, 2018

    How Companies can prepare for the new Digital Reality
    by  Katie Kuehner-Hebert


    Organizations that pay attention to the principles for digital disruption will be best positioned for today’s complex digital reality, according Mathias Herzog, a partner at PwC’s Strategy&, and one of the authors of the strategy consulting group’s report, 10 Principles for Digital Disruption.

    “Over time, disruption impacts market share and profitability of incumbent business models, and there is a gradual impact we’ve seen with most disruptions,” Herzog said in an interview with Chief Executive. “In most industries, organizations that have passed that tipping point – as defined by market share and beginning to lose money – have migrated to a new business model.”

    These organizations have a heightened sense of urgency, whereas other organizations find themselves a little further from the tipping point, so they perhaps have more time, he says. As such, there’s a time sensitivity that varies based on the situation.

    In either case, PwC believes there are a number of things organizations should do in a structured manner to really understand the disruptive forces at play and how they might potentially impact them. Here are a summary of the 10 ideas.
    1. “We advise our clients to build their ‘organizational muscle’ around assessing the environment,” Herzog says. “One data point to follow is the venture capital flow into technologies – look into the funding that is going into new types of business models within a given sector. This can offer indications of how rapidly disruption is approaching.”
    2. Define your digital identity, looking freshly at the way you deliver value, in light of what digital technology can do for you.
    3. Begin building new capabilities early and proceed strategically, rather than frantically and reactively, he says. That way, these capabilities will be ready when their industry finally reaches its tipping point.
    4. Companies should also focus on their right to win, by building an identity grounded in their distinctive capabilities, and then aligning their value proposition around that.
    5. Constantly reimagine your customers’ needs in ways you may not know is possible, and in return, you will likely gain privileged access to those customers, he notes. If your audience responds to price reduction, for example, work to increase customer adoption with lower prices to scale up new business models and “make it difficult for rivals to compete.”
    6. Identify ways to create value from underused facilities, tech resources, staff time and information available for sharing across your enterprise.
    7. Use platforms, Herzog says, to break free of the constraints of your sector or even of your department, and go wherever the capabilities system provides an advantage. By relying on technology and capabilities provided by others, companies can carve out a differentiated niche on the vast business-to-business systems emerging now.
    8. Also, use your new business model to enable an enterprise-wide digital transformation, instead of experimenting on the side with “safe” but quarantined pilot efforts. “Companies should challenge the rules,” Herzog says, “orienting practices toward the intent rather than the letter of the law.”
    9. Foster a culture rooted in strategy, customer experience and technology – by evolving digital insight and business strategy along the journey.
    10. Use digital technology as a catalyst to change the way their business operates. They should assemble teams that integrate business strategy, customer experience and technological acumen.
    Herzog doesn’t believe organizations have a choice to ignore these principles. With past disruptions, as incumbent business models shift in value, market share and customer knowledge also shift – customers become more savvy and then have an expectation that business will disrupt.

    “At some point, the businesses that don’t move will find themselves in a situation beyond the tipping point, and then it becomes really hard,” he said. “They are then on the decline – on the defensive – and their ability to invest in things other than their old business model is going to get more limited.”

    “It will be a death spiral – that’s definitely something we’ve seen with past disruptions,” Herzog said.
    Source: Chief Executive

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    TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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      Consultas al email: mamc.latam@gmail.com
      ó al TE: +5411.3532.0510


      .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
      Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
      Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
      Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
      Representante de The George Washington University para LatAm desde 1996
      Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
      The George Washington University (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) Industria y Servicios,
      b) Universidades y Centros de Capacitación,
      c) ONGs y Gobiernos.
      Posted by at No comments:
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      Thursday, January 4, 2018

      How can you identify the real Innovation Hub?


      Many cities and states are laying claim to the title Innovation Hub. But is there a way for those considering where to open or relocate a business to tell if a city or state is walking the walk?

      Innovation centers are the future, but to determine if it has truly taken root in a place, you must look to the recent past and ask: Have big investments been made to encourage innovative thinking among executives and students alike? Have public school initiatives and workforce-training programs equipped residents with STEAM skills?

      Rhode Island recently underwent a successful makeover into a true hub of innovation, an initiative that took many years. This small state has become a leader of the pack for other places that want to prioritize innovation—and not just by paying lip service to the concept.

      What Rhode Island has also done is the following:
      1. Invest: Rhode Island Governor Gina M. Raimondo’s innovation initiatives include investments in the form of tax credits, grants and workforce training programs and partnerships between schools and local companies. The Innovation Voucher Program offers companies with fewer than 500 employees the opportunity to apply for grants of up to $50,000 to fund an R&D project alongside a local university, research center or medical center. This program supports research that leads to commercialization for small and growing businesses.
      2. Support: Created the Innovate Rhode Island Small Business Fund in 2013 to support a variety of small business programming to foster job creation and enhance the workforce pipeline. The Fund encourages the establishment of high-growth ventures in Rhode Island.
      3. Collaborate: Twenty acres in Downtown Providence are being cultivated as the state’s new Innovation and Design District. Situated between academic and business partners, the District has a unifying vision of innovation and economic development.
      4. Educate: Under Gov. Raimondo, Rhode Island implemented strong statewide STEAM education and training, including CS4RI, the country’s most comprehensive computer science initiative. And the Wavemaker Fellowship is positioned to keep graduates in-state by defraying the cost of student debt for grads working in the STEM fields at Rhode Island employers.
      To tell if a place is innovative, look to the caliber of companies arriving there. General Electric will open its digital technology center in Providence. Trade Area Systems is leaving Massachusetts for Providence to recruit better talent. Extracts producer Finlays will open a research and manufacturing space in the state and General Dynamics Electric Boat plans to hire thousands of new employees at its Quonset Point shipyard.

      Rhode Island is now the fastest-growing advanced industries hub in New England. According to the 2016 Brookings Institution’s American’s Advanced Industries: New Trends report, it’s now in the top third in the nation for advanced industries job growth. From 2013 to 2015, the rate of growth in advanced industries jobs increased by 285 percent. In 2015, more than 40,000 full-time workers were employed in advanced industries, earning an average salary of $73,918.

      Fuente: Rhode Island Commerce Corporation

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


        .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
        Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
        Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
        Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
        Representante de The George Washington University para LatAm desde 1996
        Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
        The George Washington University (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) Industria y Servicios,
        b) Universidades y Centros de Capacitación,
        c) ONGs y Gobiernos.
        Posted by at No comments:
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        Friday, November 24, 2017

        You’ve got the Talent. How do you get them to Innovate?
        by C.J. Prince


        Even when great ideas happen at legacy companies, smaller, more nimble players typically can outpace them in the race to market because their internal structures are less hierarchical and built on meritocracy. “Unlike a startup where the best idea can be tested and then rise to the top, that just isn’t true for a large company that’s been in existence for a while, like General Motors”, says Michael Arena, GM’s chief talent officer. Successful innovation is the result of the right people connecting at the right time, and then others buying into and championing the new idea. “The social dynamics matter as much as the idea itself”, Arena says.

        Legacy companies must act like startups by creating the right social dynamics and an environment that allows innovation to emerge naturally, rather than creating innovation incubators or siloed groups devoted to innovating. “Innovation hardly ever happens deep inside one team. It almost always happens at the collision point between two different teams, or as one internal team’s network connects with a network outside the company”, says Arena, noting that General Motors has been shifting toward this kind of “social capital” structure and away from a human capital structure.

        Arena points to three roles that are critical for innovation to take place at larger, legacy companies:
        1. Brokers introduce new ideas. “These are the wild-thinking people who are out there playing on the fringe. They’re curious and out there trying to discover new things. They’re essential to the process of innovation”, says Arena. But in the larger, legacy company, those people aren’t enough. “We’ve all seen bold beautiful ideas that never saw the light of day”.
        2. Connectors execute on those ideas and get them implemented. They are able to get buy-in from local groups inside the organization because they excel at engendering trust.
        3. Energizers are the individuals that spark the interest of others across the organization and unleash the passion necessary for those innovations to advance, says Arena. “CEOs are almost never energizers. They hold the purse strings and have to say ‘no’ more often than ‘yes’”. But that’s okay, Arena adds. That isn’t their role. “CEOs play less a role in innovation than we think they should. When it comes to innovation, leadership is overrated”.
        Instead, CEOs should focus on talent development and making sure all three roles are represented well inside the company. They also should be creating an environment in which people feel comfortable experimenting. “If a CEO is only worried about execution and driving efficiencies and bottom-line results, they create very tight systems”, Arena says. “The CEO has to loosen the system so that people can engage and build new ideas”.

        Fuente: Chief Executive

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        TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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          Consultas al email: mamc.latam@gmail.com
          ó al TE: +5411.3532.0510


          .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
          Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
          Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
          Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
          Representante de The George Washington University para LatAm desde 1996
          Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
          The George Washington University (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) Industria y Servicios,
          b) Universidades y Centros de Capacitación,
          c) ONGs y Gobiernos.
          Posted by at No comments:
          Labels: , , , , , , , , , , , , ,

          Thursday, November 16, 2017

          Startup Accelerators have become more popular in Emerging Markets
          by Peter Roberts and Randall Kempner


          For decades, we have heard that emerging markets are poised for huge growth that will yield even greater prosperity. But a long list of obstacles always seems to be getting in the way of realizing this potential. Startup accelerator programs have been touted as one path to faster progress. Much like their famed Silicon Valley counterparts, emerging market accelerators aim to boost startups’ potential for raising growth capital. We wanted to examine whether the boost that accelerators give in emerging market contexts is different from similar programs in North America or Europe. Our research shows that the effects of acceleration are remarkably similar for entrepreneurs across countries and even continents. Unfortunately, mismatched goals between investors and entrepreneurs as well as a potential cultural bias may both prove to limit the positive effect that accelerators have in emerging market contexts. Regardless, accelerators still have an important role to play that can help position entrepreneurs for success.

          When we began collecting data in 2013 to explore differences between startup acceleration in emerging markets and in high-income countries, we expected stark differences. Business environments in most emerging markets are complex and can be difficult for even the most experienced entrepreneur to navigate. So while running any startup is tough, we assumed that launching a new business in Mombasa would be much more difficult than running one in Menlo Park. However, we were surprised to find far fewer differences in the effects of acceleration than we had expected.

          Our most recent report with data on over 2,000 ventures from 42 accelerator programs, shows that across country settings, accelerated ventures grow at significantly higher rates compared to ventures that applied but were not accepted into the accelerator program. Surprisingly (to us anyway), the average effects of acceleration on equity and debt raised were nearly identical in emerging market and high-income country contexts.

          We were also surprised to find that emerging market ventures are typically older than startups applying to accelerator programs in high-income countries, are earning more revenue, and have hired more employees. Despite this, ventures in high-income countries attract roughly twice as much early stage investment as these promising emerging market ventures. Without acceleration, emerging market ventures are simply not able to attract the investment that is consistent with their underlying promise. And while emerging market accelerators programs are similarly effective at pushing capital into their ventures, acceleration alone is not closing this investment gap.

          In interviews, investors in both emerging market and high-income country settings consistently report having more difficulty sourcing quality deals in emerging markets. Nearly all pointed to both the quality of the founding teams and HR risk as important factors — regardless of where the venture is based. However, at least on paper, emerging-market entrepreneurs are just as experienced and committed as high-income country entrepreneurs. In fact, entrepreneurs from emerging-market country contexts typically have the same or higher levels of education, work experience, and prior entrepreneurial experience as their high-income peers at the time of application. Yet, investors still report a lack of commitment and entrepreneurial experience in these entrepreneurs, which they say makes it difficult to invest in some markets compared to others.

          Based on these findings, we believe that a main challenge when it comes to spurring early-stage investment in emerging markets may not be the actual quality of entrepreneurs, but perceptions about their quality and potential. Here are some suggestions that might help accelerator programs in those countries to better support these entrepreneurs.

          It’s not all about venture funding. Accelerator programs are most successful when they provide the right help to the right people. Our research indicates that many emerging market entrepreneurs prioritize building their skill set or refining their product and marketing strategy over connecting with potential investors. In addition, while they are seeking to grow their businesses (and are investing as much of their own money on average as U.S. entrepreneurs, just over $50,000) they typically seek more modest amounts of outside investment and are not typically working towards an acquisition or IPO.

          Accelerators should take the time to understand and align with these entrepreneurs’ needs and recognize that not all startups require venture capital funding right away. The most successful accelerators identify the respective entrepreneur’s specific financing needs rather than assuming that there is one path to success and scale.

          When it is about venture funding, hone in on the best matches. When entrepreneurs are ready for investment, accelerators should do the work to make sure the right investors are in the room. They should also ensure that this investor access is more than a cursory pitch. As one entrepreneurship expert suggests, “Pitch sessions might be fun, but curated matchmaking may be more useful.” Accelerators need to understand exactly what investors are looking for and actively match pipeline for them, not just arrange for pitch sessions en masse.

          Finding talent is critical. Beyond thoughtful investor introductions, helping entrepreneurs handle hiring and HR is an area where accelerators can be extremely helpful. Accelerators should help start-ups develop a talent strategy alongside their financial strategy. Whether it’s attracting founders or focusing on first hires, it’s important that entrepreneurs have a clear plan to attract and retain the best talent. Organizations like Open Capital Advisors, the Amani Institute, Shortlist, Creative Metier, and Village Capital are all developing tools to address talent issues in emerging markets, and many of those tools are free or open source.

          Acknowledge implicit bias. One of the more complicated issues accelerators need to manage may be investors’ implicit bias. It’s no secret that gender biases affect investment decisions, in both high-income and emerging markets. Investors in emerging markets must also become aware of similar implicit biases that lead them to under-value entrepreneur credentials or misinterpret cross-cultural communication styles. In the latter respect, one of the acceleration experts whom we interviewed said, “We’ve seen that foreign (typically U.S.-based) investors in emerging markets find it easier to invest in expat founders because of cultural ease. They may even overlook key risks — such as lack of work permits or weak business track record — because among expat entrepreneurs the pitch is polished, confidence is high, and there is no language barrier”.

          Our previous research corroborates this view. We found that in emerging markets, “transplant” founders raised twice the amount of equity than “local” (native-born) founders had. Other research has shown that for investors evaluating a pitch, business fundamentals matter less than their perception of character and trustworthiness, and the entrepreneur’s openness to feedback. Accelerators should consider modifying the standard pitch-session approach and find ways for the true potential of emerging market ventures to be appreciated.

          We are excited by these initial findings. Our research indicates that accelerators have the potential to spur more growth but need to be aware of what can hamper investment in emerging market entrepreneurs. To level the playing field in a global marketplace, accelerators are in a unique position to help investors and entrepreneurs better connect and by doing so combat biased perceptions that cause misalignment in the first place.

          Fuente: Harvard Business Review

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          TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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            Consultas al email: mamc.latam@gmail.com
            ó al TE: +5411.3532.0510


            .·. Miguel Ángel MEDINA CASABELLA, MSM, MBA, MHSA .·.
            Especialista Multicultural Global en Management Estratégico, Conducta Organizacional, Gestión del Cambio e Inversiones, graduado en University of California at Berkeley y The Wharton School (University of Pennsylvania)
            Consultor en Dirección General de Cultura y Educación de la Provincia de Buenos Aires
            Miembro del Comité EEUU del Consejo Argentino para las Relaciones Internacionales
            Representante de The George Washington University para LatAm desde 1996
            Ex Director Académico y Profesor de Gestión del Cambio del HSML Program para LatAm en 
            The George Washington University (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) Industria y Servicios,
            b) Universidades y Centros de Capacitación,
            c) ONGs y Gobiernos.
            Posted by at No comments:
            Labels: , , , , , , , , , , , , ,
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