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Showing posts with label managementestrategico. Show all posts
Showing posts with label managementestrategico. Show all posts

Thursday, February 8, 2018

Make Strategic Thinking part of your job
by Ron Carucci


It’s a common complaint among top executives: “I’m spending all my time managing trivial and tactical problems, and I don’t have time to get to the big-picture stuff.” And yet when I ask my executive clients, “If I cleared your calendar for an entire day to free you up to be ‘more strategic,’ what would you actually do?” most have no idea. I often get a shrug and a blank stare in response. Some people assume that thinking strategically is a function of thinking up “big thoughts” or reading scholarly research on business trends. Others assume that watching TED talks or lectures by futurists will help them think more strategically.

How can we implement strategic thinking if we’re not even sure what it looks like?

In our 10-year longitudinal study of over 2,700 newly appointed executives, 67% of them said they struggled with letting go of work from previous roles. More than half (58%) said they were expected to know details about work and projects they believed were beneath their level, and more than half also felt they were involved in decisions that those below them should be making. This suggests that the problem of too little strategic leadership may be as much a function of doing as of thinking.

Rich Horwath, CEO of the Strategic Thinking Institute, found in his research that 44% of managers spent most of their time firefighting in cultures that rewarded reactivity and discouraged thoughtfulness. Nearly all leaders (96%) claimed they lacked time for strategic thinking, again, because they were too busy putting out fires. Both issues appear to be symptoms masking a fundamental issue. In my experience helping executives succeed at the top of companies, the best content for great strategic thinking comes right from one’s own job.

Here are three practical ways I’ve helped executives shift their roles to assume the appropriate strategic focus required by their jobs.

Identify the strategic requirements of your job.

One chief operating officer I worked with was appointed to her newly created role with the expressed purpose of integrating two supply chain organizations resulting from an acquisition. Having risen through the supply chain ranks, she spent most of her time reacting to operational missteps and customer complaints. Her adept problem-solving skill had trained the organization to look to her for quick decisions to resolve issues. I asked her, “What’s the most important thing your CEO and board want you to accomplish in this role?” She answered readily, “To take out duplicate costs from redundant work and to get the organization on one technology platform to manage our supply chain.” Her succinct clarity surprised even her, though she quickly realized how little she was engaged in activities that would reach that outcome. We broke the mandate into four focus areas for her organization, realigned her team to include leaders from both organizations, and ensured all meetings and decisions she was involved in directly connected to her mandate.

Unfortunately, for many executives, the connection between their role and the strategic contribution they should make is not so obvious. As quoted in Horwath’s study, Harvard Business School professor David Collis says, “It’s a dirty little secret: Most executives cannot articulate the objective, scope, and advantage of their business in a simple statement. If they can’t, neither can anyone else.” He also cites Roger Martin’s research, which found that 43% of managers cannot state their own strategy. Executives with less clarity must work harder to etch out the line of sight between their role and its impact on the organization’s direction. In some cases, shedding the collection of bad habits that have consumed how they embody their role will be their greatest challenge to embodying strategic thinking.

Uncover patterns to focus resource investments.

Once a clear line of sight is drawn to a leader’s strategic contribution, resources must be aligned to focus on that contribution. For many new executives, the large pile of resources they now get to direct has far greater consequence than anything they’ve allocated before. Aligning budgets and bodies around a unified direction is much harder when there’s more of them, especially when reactionary decision making has become the norm. Too often, immediate crises cause executives to whiplash people and money.

This is a common symptom of missing insights. Without a sound fact and insight base on which to prioritize resources, squeaky wheels get all the grease. Great strategic executives know how to use data to generate new insights about how they and their industries make money. Examining patterns of performance over time — financial, operational, customer, and competitive data — will reveal critical foresight about future opportunities and risks.

For some, the word insight may conjure up notions of breakthrough ideas or “aha moments.” But studying basic patterns within available data gives simple insights that pinpoint what truly sets a company apart. In the case of the supply chain executive above, rather than a blanket cost reduction, she uncovered patterns within her data that identified and protected the most competitive work of her organization: getting products to customers on time and accurately. She isolated those activities from work that added little value or was redundant, which is where she focused her cost-cutting efforts. She was able to dramatically reduce costs while improving the customer’s experience.

Such focus helps leaders allocate money and people with confidence. They know they are working on the right things without reacting to impulsive ideas or distracting minutia.

Invite dissent to build others’ commitment.

Strategic insight is as much a social capability as it is an intellectual one. No executive’s strategic brilliance will ever be acted upon alone. An executive needs those she leads to translate strategic insights into choices that drive results. For people to commit to carrying out an executive’s strategic thinking, they have to both understand and believe in it.

That’s far more difficult than it sounds. One study found that only 14% of people understood their company’s strategy and only 24% felt the strategy was linked to their individual accountabilities. Most executives mistakenly assume that repeated explanations through dense PowerPoint presentations are what increases understanding and ownership of strategy.

To the contrary, people’s depth of commitment increases when they, not their leader, are talking. One executive I work with habitually takes his strategic insights to his team and intentionally asks for dueling fact bases to both support and refute his thinking. As the debate unfolds, flawed assumptions are surfaced and replaced with shared understanding, ideas are refined, and ownership for success spreads.

Sound strategic thinking doesn’t have to remain an abstract mystery only a few are able to realize. Despite the common complaint, it’s not the result of making time for it. Executives must extract themselves from day-to-day problems and do the work that aligns their job with the company’s strategy. They need to be armed with insights that predict where best to focus resources. And they need to build a coalition of support by inviting those who must execute to disagree with and improve their strategic thinking. Taking these three practical steps will raise the altitude of executives to the appropriate strategic work of the future, freeing those they lead to direct the operational activities of today.

Fuente: Harvard Business Review

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    .·. Dr. 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
    Skype: medinacasabella


    MANAGEMENT SOLUTIONS GROUP LatAm ©
    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,
    Proyectos de Inversión,
    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 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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    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 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" 
      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:
        Labels: , , , , , , , , , , , , ,

        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:
          Labels: , , , , , , , , , , , , ,

          Tuesday, December 12, 2017

          Leading Up, Down, and Sideways


          U.S. Army General George Patton famously said, “Lead me, follow me, or get out of my way.” The quote is often used to describe how aggressively assertive he was, conveniently ignoring the fact that Patton said — as a general — he was willing to follow. He implied that leadership involves flexibility, especially in a tumultuous environment such as war. At any one time, and depending on circumstances, there must be more than one person who is able and willing to take the lead.

          It’s an idea that resonates strongly in today’s business world, where disruptive innovations, unexpected competitors, and industry upheavals have become commonplace. Greg Shea, Senior Fellow, Wharton Center for Leadership and Change Management, says it’s the idea behind a new program, Becoming a Leader of Leaders: Pathways to Success.

           “Traditionally, the highest ranking person made the decisions and gave the orders. But today’s leaders can’t afford to have people reporting to them who are not leaders in their own right”, he says. “A turbulent, unpredictable world requires a kind of adaptability that can’t come just from the top — you need everyone to be proactive, scanning the environment, looking for opportunities and potential hurdles, and taking the initiative”.

          Shea says that while the idea of “leading down” is getting plenty of attention, there is little talk about how leaders can and should do it. “This is the real core of the Becoming a Leader of Leaders. What are the skills you need? How do you manage and take care of yourself so you can develop others? How can you become a more effective coach and mentor?”.

           Leading down is only part of the job. Successful managers must also learn to lead up and sideways...

          “If you’re not part of a team made up of a set of leaders reporting up, you are creating a vulnerability for yourself and your organization”, continues Shea. “Everyone should be actively involved. One CEO I worked with had an interesting approach. Every once in a while he would say to his team, ‘I am worried about ___ because no one else is worried about it.’ He expected a proactive set of folks who anticipate what needs to be done. He expected to be a leader of leaders”.

          But becoming more adept at leading down and developing others’ leadership is only part of the equation. Linked closely are leading sideways — working with your peers to develop key interdependencies and fight against vulnerabilities — and leading up — how you approach those who are more senior, and how you find a good mentor and become a good mentee, especially in the mid- and later stage of your career. “Your peers and superiors also expect you to be proactive”, says Shea. “You have to be prepared to lead in every direction”.

          Source: The Wharton School, University of Pennsylvania

          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:
            Labels: , , , , , , , , , , ,
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