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Thursday, June 22, 2017

Key Traits that separate CEOs from other Senior Executives
by J.P. Donlon


What separates the merely good CEO from an outstanding performer? In today’s world of digital disruption, with markets rapidly changing and companies being upended by startups, getting this question right has become more important than ever.

In an effort to do just this Russell Reynolds Associates, in partnership with Hogan Assessment Systems, led a research effort to measure the impact of leadership on a company’s growth. The effort was spearheaded by RRA’s Dean Stamoulis who leads the search firm’s Center for Leadership Insight.

RRA and HAS chose an in-depth approach using a proprietary psychometric database of 200 global CEOs using the results of three well-established psychometric instruments: the Sixteen Personality Factor Questionnaire (16PF), which provides an overall measure of adult personality, including interpersonal skills, emotional factors, resiliency and communication style; the Occupational Personality Questionnaire (OPQ-32), which measures management and leadership style and behavior, including how people try to influence others, their approaches to innovative thinking, and self-motivation; and the Hogan Development Survey, which measures areas for development or potential derailing factors in managers and executives, including their decision-making style and independence of thinking.

They compared the trends with another global sample of 700 CEOs and with a separate sample of non-CEO executives in their proprietary database of 9,000 senior leaders. (To make the performance link, according to Stamoulis in the Harvard Business Review, the reseachers applied a quantitative hurdle of 5 percent compound annual growth rate during the CEO’s tenure.)

While the study confirmed that CEOs in general are more likely to be risk takers than other executives. They also found six other traits that differentiate the typical CEO from other executives on a statistically significant basis:

  • Drive and resilience
  • Original thinking
  • The ability to visualize the future
  • Team building
  • Being an active communicator
  • The ability to catalyze others to action

They did not find that leaders are consistently extroverted or self-promoting.

McKinsey’s thoughts

While this study is broadly accurate, there are other nuances that may be equally important. According to researchers at McKinsey the best-performing CEOs “move boldly and swiftly to transform their companies.” Michael Birshan, a McKinsey partner involved in a study of 599 CEO transitions, argues that, “chief executives in underperforming companies are much more successful in generating outsized returns if they pull multiple levers at once.”

For example, he says, “If you’re in an underperforming situation, use the whole playbook, throw the kitchen sink at it. The data shows that chief execs inheriting poorly performing companies, who made four or more strategic moves in the first two years, achieved, on average, annual TRS growth 3.6 percentage points ahead of peers. But their less bold counterparts who used one or two or three moves were only 0.4 percent ahead. So there’s a real difference if you’re behind in going bold and going hard.”

A third perspective

The good CEOs, says Ram Charan, a preeminent adviser to CEOs and boards, “know it takes more than analytics. They take in a lot of information from many sources and then crystallize a point of view. They sort and sift the information and select the handful of factors that matter most—usually no more than six—from the myriad possibilities. That’s what they’ll base their decision on. They cut through the complexity to get to the heart of the matter, without getting superficial. And they do it without losing sight of the customer.”

Clearly, there are definitive markers for best-in-class business leaders. They value substance and going straight to the core of the issue. They have a greater focus on the organization, outcomes, results and others than on themselves. But at the top of the list, observes RRA’s Stamoulis, “should always be the ability to embrace effective and appropriate risks and the ability to act on opportunities in high-stakes situations— especially when the “right” action is not initially clear. These are the headlining traits that separate CEOs from other senior executives.”
Source: 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 Haas School of Business (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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    Wednesday, June 14, 2017

    6 Key Personality Traits for Effective CEOs
    by Julie Ritzer Ross


    Such traits include, but are not limited to, these six attributes:

    1. Learning agility. According to the Korn Ferry Institute, the educational arm of human resources consultancy Korn Ferry, learning agility is “the willingness and ability to apply lessons learned from past experiences to new and first-time situations and challenges”—or knowing what to do when you don’t really have a clue what to do. CEOs and aspiring CEOs who possess this trait are easily adaptible to changing environments, and insatiably curious. They avoid defaulting to previously effective solutions and problem-solving tactics, instead applying fresh, varied approaches, ideas and solutions to new problems and unanticipated challenges.

    2. Knack for building solid relationships. A 10-year longitudinal study of more than 2,700 business executives in leadership positions—conducted by consulting company Navalent and reported in a Harvard Business Review note—found that the ability to form “deep, trusting relationships” is the most “make it or break it” attribute of successful CEOs. The best CEOs, the Review said, develop such connections by “investing heavily in their own emotional and social intelligence, actively solicit feedback about how others experience them, and learn to be vulnerable with their shortcomings to create trust with others.”

    3. Realistic optimism. In his book “Better Under Pressure,” executive assessment expert Justin Menkes, Ph.D., noted that leaders who possess this trait are confident, but neither irrational nor delusional about themselves. They pursue “audacious” goals others may perceive as “impossible pipe dreams,” while simultaneously remaining aware of the challenges that confront them and any difficulties they may face on the road ahead.

    4. Caring nature. No matter CEOs’ competence, “not caring about your people or the organization’s mission will not get you very far,” according to Forbes. In the corporate world, “caring” means CEOs prioritize the organization above themselves and any personal interests. One way to demonstrate this is to follow the rule that “the troops eat first;” the other, to own one’s company’s failures as much as, or more than, its successes—and being happy to give others credit for the latter.

    5. Willingness to be a “host” rather than a “hero.” Most CEOs and other high-ranking executives take a “heroic” approach to leadership, getting things done by “knowing more or working harder than anyone else,” Mark McKergow, Ph.D. and author of “Host: Six New Roles of Engagement for Teams, Organizations, Communities, Movement,” told Amex OPEN Forum, American Express’ online business publication. However, McKergow said, “the smart ones” eventually realize that the role of the leader “is more like a host than a hero” and entails “drawing people together around an issue or challenge, engaging them, and getting results through others.”

    6. Flexibility to listen as much—or more than—talk. Just because CEOs are the ultimate decision-makers in most situations pertaining to their companies, doesn’t mean their opinions are the only ones that matter, according to Inc. Employees will be far more productive in environments where the CEO demonstrates a willingness to listen to any and all opinions—and actively solicits them through something “as simple as a suggestion box-style submission process, or as in depth as a series of personal interviews,” Inc. said.

    Source: 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 Haas School of Business (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, June 8, 2017

      Become a more Strategic Leader
      by Michael Useem and Harbir Singh, co-authors of The Strategic Leader's Roadmap
      Strategic leadership, the integrated application of both strategy and leadership, has become more important than ever before — and thus more vital for managers to master. It involves mastering the elements of strategy and leadership both separately and as an integrated whole, applying them together, and continuously drawing on both as markets morph, disruptions occur, and openings arise. In framing strategy and leadership as a single unified discipline, you’ll be able to apply both components consistently and completely. Just one or the other will not suffice.

      Each element of the following list is vital. Mastery of one or two elements will not accomplish much, but taken together these six items form a firm platform for developing and applying strategic leadership. Becoming a more strategic leader is a tall order, but concentrating on your personal development in each of these areas will give you a distinct advantage as you move ahead in your leadership career.

      Action Steps:

      • Integrate Strategy and Leadership. Master the elements of strategy and leadership both separately and as an integrated whole. Consciously reflect on, address, and strengthen your ability to answer two key questions: How is our organization positioned to meet a given strategic goal? Do we have the right people and architecture in place to meet that goal?” It is also important for managers to ensure that their teams can effectively address these questions.
      • Learn to Lead Strategically. Learning to become a complete strategic leader is a lifelong endeavor. Pursue your education in three ways to develop an integrated understanding of strategy and leadership. First, engage in formal development programs with strategy and leadership components to strengthen your strategic thinking and execution skills. Second, find opportunities to receive guidance and feedback from mentors and professional coaches to improve your strategic leadership. Third, seek instructive experiences by taking on varied and increasing responsibilities and learning on the job what is most essential for thinking and acting strategically.
      • Ensure Strategic Fit. Not every strategy can be led by every leader. When filling a new position, gather data from others who are familiar with the position and create your own summary of the strategic and leadership imperatives of the job.  Then separately, conduct a similar assessment of the strategic and leadership capacities of the prospective candidates.  Finally, match the two assessments to pinpoint priorities and ensure a good fit.
      • Convey Strategic Intent. The senior-most leader must communicate the organization’s strategic agenda with complete clarity while refraining from detailing how strategy should be implemented. Let go of micro-managing the execution and allow those responsible to develop their own plan and execute it to meet the strategic agenda outlined.
      • Layer Leadership. With the enterprise’s strategic intent conveyed by the most senior leader in the organization, it is then the responsibility of the managers populating the next tier to convey the same message downward, and for their own subordinate managers to do the same in turn, with strategic leadership cascading down the company pyramid in what can be termed layered leadership.
      • Decide Deliberatively. Ensure that your leadership decisions are informed, analytic, and far-reaching by gathering data and insights from others, and focusing attention on both short- and long-term consequences.  The multiple perspectives (from a variety of people, data sources and short/long-term consequences) can help you avoid two dangerous critical thinking errors: status quo bias, when managers fail to make any changes because the high costs of initiating a new strategy can be seen as outweighing any gains, and availability bias, a myopic view in which managers tend to focus on the recent past in judging the likelihood of future events.

      How Leaders Use It:

      • President and chief executive of the Estée Lauder Companies, Fabrizio Freda, says “Strategic leadership is about setting a clear vision and making choices of where to play and how to win, prioritizing goals, and ensuring you have the capabilities necessary to achieve those goals. If these elements are all in the discussion, this is strategic leadership, but if one is missing, success is limited”.
      • When PepsiCo chief executive Indra Nooyi was asked how she managed the stepping stones that a rising financial executive should take on the way to becoming a CEO, she replied, “You pick three or four people you think can be moved along and give them broad experiences. Not necessarily running a business, but put them in charge of big transformational projects or send them overseas. Give them experiences they would never have in the traditional CFO job and have them open their minds to all kinds of experiences, give them the ability to shape an agenda”.
      • A comparative study of the strategies of Apple, Intel, and Microsoft by researchers Michael Cusumano and David Yoffie revealed that the firms under the leadership of Steve Jobs, Andy Grove, and Bill Gates drove their enterprises by setting distant and ambitious objectives. They expected company managers to work deliberately back from the distant goals to the present to identify the decisions that were required now to reach those future points. This obliged leaders at all levels to “look forward and reason backward,” a leadership precept that others have termed “bringing the future into the present”.

       Source: The Wharton School, University of Pennsylvania

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      TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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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 Haas School of Business (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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        Tuesday, June 6, 2017

        8 Timeless Leadership Lessons from CEO Andy Grove
        by Dale Buss

          
        Former Intel CEO Andy Grove was, in many ways, larger than life. The Time 1997 Man of the Year and 1997 Chief Executive magazine CEO of the Year was more than a business leader. He was an innovator, a mentor, a survivor and an out-of-the-box thinker. And his ideas on leadership— disseminated in a couple of best-selling books and ratified by his success and experiences running Intel—will live on for decades to come as some of the most-admired lessons in the world.

        Grove, who died last year at the age of 79, was a Holocaust survivor who turned Intel into one of the high-tech world’s most influential trendsetters. He had suffered from Parkinson’s disease recently after earlier fighting a battle against prostate cancer which he, characteristically, wrote about.

        During his 1980s tenure, he helped lead Intel through a wrenching transition from supplying memory chips, which comprised most of its business but faced commodity competition from Asia, to becoming the dominant maker of microprocessors that were at the heart of most computers. He not only led but embraced the change and ended up making “Intel Inside” one of the foremost “ingredient” brands in history.

        Here are some of our favorite leadership lessons from Grove, from two of his best-selling business books, High Output Management (1983), and the better-known classic, Only the Paranoid Survive: How To Exploit the Crisis Points That Challenge Every Company and Career (1996).

        • “Only the humble survive [or] at least the complacent get killed,” the Harvard Business Review said in summarizing his second book. Among other things, CEOs should pretend that they’re replacing themselves; what would they do then? “If existing management wants to keep their jobs when the basics of the business are undergoing profound change, they must adopt an outsider’s intellectual objectivity,” Grove wrote.
        • Be great no matter what’s happening in the rest of your company. Don’t use the failings of those around you as an excuse; great management will make your team follow you anywhere you go.
        • CEOs and business leaders “all need to expose ourselves to the winds of change. We need to expose ourselves to our customers, both the ones who are staying with us as well as those we may lose by sticking to the past. We need to expose ourselves to lower-level employees, who, when encouraged, will tell us a lot that we need to know. We must invite comments even from people whose job it is to constantly evaluate and critique us.” Such an approach, Grove believed, would help CEOs immensely when it came to using his two-step process for making strategic decisions.
        • A leader must identify “strategic inflection points” which arise when there is an order-of-magnitude change in a company’s environment. CEOs can do this with a “six force” framework that relies on customers, suppliers, competitors, potential competitors, providers of substitutes and a frenemy group called “complementors.” He also encouraged leaders to make a decision at these inflection points.
        • “Fix Problems when they’re small.”
        • “The greatest danger is in standing still.”
        • “The person who is the star of a previous era is often the last one to adapt to change.”
        • “Admitting that you need to learn something new is always difficult. … But if you don’t fight it, that very deference may become a wall that isolates you from learning new things. It all takes self-discipline.”
        Source: Chief Executive

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        TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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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 Haas School of Business (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, June 1, 2017

          Cross-Cultural Management:
          How to Build Trust on your Cross-Cultural Team
          By Andy Molinsky and Ernest Gundling


          One of the most essential characteristics for a high-functioning team — perhaps the single most important characteristic — is trust. Anyone who has worked on a team knows that team members must be able to trust each other to get the job done, and be committed and dedicated to the overall welfare of the group. In any group of individuals, trust is challenging to create and sustain, but in the case of a multicultural team it can be especially difficult for a variety of different reasons.

          First of all, communication styles vary across cultures; so, too, does the extent to which people socialize or get down to business at the start of a meeting. There are differences in conventions around time, giving feedback, and disagreeing publicly. Multicultural teams are prone to friction due to perceptions of ethnocentrism, with minority team members feeling ignored or not taken seriously.

          How can leaders of multicultural teams leverage the upside of diversity without falling prey to its inherent challenges? In our collective experience working with hundreds of individuals on cross-cultural teams around the globe, leaders of multicultural teams can use the following five tips to build trust between team members.

          Structure the team for success.

          The great organizational behavior scholar Richard Hackman used to argue that the best way to ensure a positive process in a team is to create initial conditions that set up the team for success. For a multicultural team, that means making sure the team has a clear and compelling direction, its members have access to the information and resources they need to successfully carry out the work, stakeholders in different geographies and functions are on board with the team’s agenda, and the team is staffed wisely — ideally with people who have the requisite technical skills as well as cultural intelligence and global dexterity. Given the built-in challenges these teams face to begin with, it’s essential to staff them with as many curious, flexible, thoughtful, and emotionally stable members as possible.

          Understand the cross-cultural makeup of your team.

          The leader of any cross-cultural team needs to understand the different cultures, language differences, and “fault lines” within the team, as well as the potential for misconception and miscommunication. For example, if the team comprises three Germans and three Koreans, you might guess that feedback will be a cultural tripwire. Many Germans are notoriously comfortable giving direct, unmitigated feedback, whereas the reverse is typically the case in Korea unless the dialogue is between senior and junior colleagues. Making note of these tensions can help you anticipate potential challenges and resolve them swiftly and effectively.

          That said, leaders also must understand individual personalities. What if the three Korean members of the team all went to school in the U.S., lived and worked in Europe, and are anything but prototypical Korean in their cultural style? That would make for a very different set of predictions about group dynamics.

          Set very clear norms and stick to them.

          Multicultural team members are inevitably going to bring a wide variety of different work styles and personal preferences to the table. The team leader must establish team norms that everyone sticks to — no matter what their personal default might be. Rather than simply imposing your own preferred style, start by taking into account what will work best for the team as a whole, and consider incorporating practices from other cultures that could be useful. For instance, if you normally assign individual responsibilities but many team members have a preference for handling work in small project groups, you could assign complex tasks to small groups.

          Make the norms clear, but be aware of who on the team might find it difficult to meet those expectations due to cultural backgrounds. You may need additional communication for those team members. For example, if you have established that team members must arrive at meetings by the designated time to ensure a prompt start (Western-style punctuality), you’ll need to reinforce that norm consistently across the group. The same goes for patterns of communication. Multicultural team members benefit from knowing what type of information they will receive when, and from having a regular rhythm for video conferences, teleconferences, email updates, and one-on-one discussions. This creates context and predictability that helps to compensate for those instances when team members are remote from one another. Of course, sometimes things change and adjustment is required, but in general, keeping a consistent, clear structure regarding work styles and expectations is a critical way to create a common-ground team culture.

          Find ways to build personal bonds.

          Both of us have found that one of the most powerful tools in easing potential conflict on a team is establishing personal connections. Naturally, different global cultures have different norms about relationship building. In some cultures, like the UK, it takes a long time for people to build a friendship; in other cultures, like Brazil, it seemingly happens overnight. Given this, you may not be able to encourage deep, personal relationships — but you can foster rapport and individual connections. Perhaps you discover that someone with a completely different background from you is also an amateur photographer, or you both have children who play the piano. You’d be surprised at the power of these personal bonds, especially on a multicultural team. Leaders must create conditions for these connections to form: Organize social events, pair quieter team members with vocal ones, or directly facilitate introductions between specific members who you think might have hidden commonalities. Chances are, the benefits will circle directly back to the team.

          When conflict arises, address it immediately.

          Conflict is inevitable in any team, let alone a multicultural one. If tension arises, address it quickly so that a small conflict doesn’t balloon into something impossible to manage. Leaders need to be capable of understanding multiple cultural perspectives and serving as a cultural bridge between parties in conflict situations. This may require an understanding of indirect as well as direct communication styles, and a readiness to have a frank group discussion or confidential side conversations, depending on the situation.

          Trust is the glue that makes any team function at a high level, but it doesn’t happen magically, especially in the case of a team composed of culturally diverse members. With the motivation to make things work and the tips above, you should be in a great position to leverage the benefits of diversity while minimizing its challenges.

           Source: Harvard Business Review

          Haciendo click en cada uno de los links siguientes, Contenidos de nuestros 
          TALLERES DE CAPACITACIÓN IN COMPANY, "A MEDIDA" 
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          Consultas al mail: 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 Haas School of Business (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 GWU School of Medicine & Health Sciences (Washington DC)
          CEO, MANAGEMENT SOLUTIONS GROUP LatAm
          EMail: mamc.latam@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 ©
          (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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