CONFERENCE SUMMARY

TableofContents

ConferenceSummary 1

Sponsors 12

Agenda 14

ParticipantList 18

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ConferenceSummary

OpeningRemarksSimonJohnson,Professor,MITSloanSchoolofManagement&SeniorFellow,PetersonInstitute

Simon Johnson, former ChiefEconomist at the IMF, Professor ofEntrepreneurship at MIT and co‐authorof13Bankers:TheWallStreetTakeover and The Next FinancialMeltdown, opened the conference

with a discussion on the recent financial crisis. Dr.Johnson stressed the need for business schools toengage in a paradigm shift as well as a change ofconsensusinhowbusinessisbeingcarriedout.Dr.Johnsonstressedthatthe“toobigtofail”problemiscentral to the environment we face today andoffered historical insight into the tensions betweentheconsolidatedpowerofbanksandUSdemocracy.To restore health and balance to the economy,Johnson argued that themegabanks of our currentsystemneedtobebrokenupandtheirpotential tocauseadevastatingrippleeffectremoved.

DardenCaseDiscussionWorkshopJay Bourgeois, Professor of Business Administration&SeniorFellow,DardenCenterforGlobalInitiatives,DardenSchoolofBusiness,UniversityofVirginia

Jay Bourgeois introduced thetechnique of interactive, live casediscussion to non‐business schoolprofessors by presenting two shortcasesandengagingtheaudienceinacase discussion. One case coveredaccounting and strategy issues; the

secondaddressedanethicaldilemmainanemergingeconomy. The case method of teachingdemonstrates that learning is conducted byconversingwithoneanother;andthatconversationisaneffectiveeducational tool.Thecasemethod isusedtoteachstudentscriticalthinkinganddecision‐making skills by presenting real‐life decision pointsandthelimitedinformationavailabletothedecisionmaker. Dr. Bourgeois stressed the importance ofinteractionbetweenthepresenterandtheaudience,which influences the group’s feedback and thedynamicsofthediscussion.

AccordingtotheCaseMethod,thereare4stagesoflearning:

1. Reading and forming one’s ownideas/perspective.

2. Groupingwithotherstoshareperspectives.3. Back and forth conversation which moves

forwardandleadstonewideas.4. Reflectionandconnectingthedots.

PitchDingmanJudgingPanel:NoraBrown,COO,GlobalBusinessSchoolNetwork(GBSN),JohnLaPides,CEO&FounderoftheShadowPointAdvisor,HenryGeller,Founder&OwneroftheSoDelConceptsThe Dingman Center for Entrepreneurship at theSmithSchoolofBusinessisatop‐tierentrepreneurial instituterecognizedaroundtheworldasa leader inenterprisecreation.Forwardlookingandcommunityfocused,theCenteractivelyencouragesareal‐worldbusiness culture that innovatively bridges thetheoretical with the practical. The Pitch Dingmanprogramallowsstudentstopresenttheir innovativeidea to investors and partners within a limitedtimeframe. This provides students with a risk‐freeopportunity to develop business ideas and getimportantfeedbackontheviabilityoftheirbusinessconcepts.

During this session, a Pitch Dingman Competitionwas held between three entrepreneurs from theSmithSchoolofBusiness.Eachentrepreneurgaveafive‐minute pitch during the session and then tookquestionsfromthejudgingpanelandtheaudience.Three very different business ideas were pitchedfromasmall,aerialsurveillancedevice,toanonline

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platform for secure, international manufacturingtransactions,toanearlychildhoodlearningprogram.While the pitches were all well delivered, and thethree business ideas all quite feasible, the judgesawarded the first prize of $1,000 to Leading StartKids, the pre‐school, with a second prize of $250awarded to TAI, the import‐processing platform.TheAudienceChoice awardof $250was also giventoLeadingStartKids.

HealthManagement:AssessingtheImpactFacilitator:Dr.MichaelBzdak,DirectorCorporateContributions,Johnson&JohnsonThissessionlookedatthevalueofmanagementandleadership training in the health sector and thedifficulty of assessing its impact. The group looselydefined theoutputas the trained individuals,outcomeas the intermediate changeswithin theseorganizationsasaresultoftheskillsimpartedduringthe training; andthe impactas the contribution tohealth outcomes as a result of bettermanagementandleadership.

There was consensus among the discussants thatmanagement training for health professionals wascritical for improving the efficiency and efficacy ofhealth systems. However, it is difficult to trainmanagers in a field that respects and rewards thetechnical and clinical capacities of its workers.Additionally, inorder to seea systemic impact,onecan’t simply “train the lonely health worker”because it isdifficult forasingle individual tomakean impactwithin theirorganization.Someworkhasbeen done in training teams of health careprofessionals and a positive impact has beenmeasured. Management Sciences for Health has

shownexamplesofworkingwithteamsonproblemsolving skills in their own settings and have madeprogress in establishing links between inputs(managementpractices)andtheoutcomes(reducingmorbidityandmortality).

Experiential/Field‐basedLearningFacilitator:LeifSjoblom,ProfessorofFinancialManagement,IMDBusinessSchoolParticipants discussed the internationalopportunities and challenges for students to gaindirect hands‐on experience in tackling businessproblems.Althoughprogramsitesandcontentwerediversifiedamong theparticipants, several commonprinciplesandconstraintswereidentified.

Experiential learning provides students theopportunity to capture a broader educationalexperience (such as incorporating the culturalbackgroundoftheirprogramsites)versuslearninginthe classroom. Educators and students value thistype of integrative education rather than acurriculum solely focused on functional lessons.Thereareseveralconstraintstothistypeoflearningthough.Oneoftheconstraintsisthelackoftimeinasemester to ensure a high quality product. Additionally, the short timeframe often preventseducators from focusing on reflection despite itsimportance. Measuring the value of experience isalso difficult, although capturing qualitativeinformation from both students and clients offerssome measure of quality and value. Cost is also achallengeasfieldworkoftenrequirestransportationandlogisticsnotmetbytuition.FacultyhavefoundcreativesolutionstothisproblembyusingprogramssuchasSkypeforvideoconferencing,acombinationof desk research and short site visits, andinformation from previous field‐trip participants tomitigatesomeofthechallenges.Additionally,many

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schools have recognized that the benefits ofexperientiallearningfaroutweighthecostsandhaveset up specific funds to allow students to do fieldwork and gain the firsthand experience needed tocompeteinthemarketplace.

Non‐TraditionalRolesforBusinessSchoolsinSocietyFacilitators:BillKramer,Sr.AssociateDirector,CenterfortheAdvancementofSustainableEnterpriseColoradoStateUniversityCarlHammerdorfer,Director,GlobalSocial&SustainableEnterpriseColoradoStateUniversityParticipants discussed the different roles thatbusiness schools can and do play to improve socialwelfare. For example, UC Berkley’s Haas School ofBusiness has been implementing a program thatpartners students with McKinsey Consulting tolaunch social innovation banks that provideresourcesforsocialentrepreneursaroundtheworld.This program is coordinated by the student bodywithsomehelpfromthefaculty.Boththestudentsand the consulting company benefit from theprogram, resulting in satisfied customers and anincreaseinclients.This is just one example in which business schoolscanleveragetheirstrengthstohaveapositivesocialimpact. Other areas of social impact in whichbusinessschoolsengagearesocialentrepreneurshiptraining, the triple bottom line approach, and BOPresearch and market analysis. Many of theseactivitiesarenotnewtobusinessschools,butadapttraditionalbusinessschoolprogramstohaveamoresociallyorientedfocus.

CorporateGovernanceFacilitator:SteveWallenstein,DirectoroftheDirectors’Institute,RobertH.SmithSchoolofBusinessThis session provided a discussion on thecomparative analysis of corporate governancesystems. Participants shared their professionalexperiences from domestic and internationalprojects ofworking in corporate governancenotingcommonchallengessuchastheneedforprotectionforminority shareholderpositionsandthedifficulty

of implementing corporate governance for family‐businesses.TheCenterfor InternationalSocialEnterpriseattheUniversity of Maryland has done corporategovernanceworkinColumbia,RussiaandPhilippineswhere it instituted a scorecard system to measurecorporate governance at publicly listed companies.Their findings concluded that corruption remains aconsiderable problem, and there is a need todevelop a common definition across cultures andnationsofwhatcorruptionis.Insomecountriestheuse of technology has overcome some of thecorruptionproblemsdueto increasedtransparency,such as in India where all building records weredigitizedthusremovingcorruptioninthatsector.

ResponsibleManagementEducation&theOathProjectFacilitator:RichLeimsider,SeniorProgramAssociate,TheAspenInstituteBusinessandSocietyProgramThe Oath Project is a new NGO founded incollaborationby theWorldEconomicForum,AspenInstitute, UN Global Compact and several otherparticipating NGOs committed to advancing theconcept of a universal oath for business schoolgraduates.Infieldslikelawandmedicine,graduates

commit to professional and ethical practice atgraduation. The Oath Project aims for a similarcommitmentforMBAgraduatesto“professionalize”the practice of management.Participants exploredthepossibilityofcreatinga“globalbusinessoath”asa means of defining a standard of integrity andservicetosocietyforbusinessleaders.TheOathraisesquestionsabouttheroleofbusiness

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educationtoteachethicsandexpectationsforMBAsandotherbusinessleaderstocontributetoabetterworld. However, changing traditional businesscurriculum is challenging and controversial; manypeople do not believe the system is broken.Ultimately, The Oath Project believes businessleaders should “hold themselves to the higherstandard of integrity and service to society that isthehallmarkof a trueprofessional”. GBSNand itsmembers will continue this discussion via GBSNConnect.

CompetitorsasPartners:TheFeasibilityofConsortiaFacilitator:BrentChrite,Dean,MontclairStateUniversity’sSchoolofBusinessThe Feasibility of Consortia Round Table Sessionaddressed the challenges business schools face intrying to collaborate with one another and thebenefits that are realized when successfulpartnerships are formed. There was a consensusfromthegroupthatbusinessschoolsdohavemanythings to gain from the partnerships. Formingpartnerships leads to an overall increase in benefitfor participant schools given that each schoolconcentratesonwhattheyareproficientin.

The group then discussed some key elements ofsuccessful partnerships, including agreed uponoutcomes, the presence of institutionalcommitment, an accurate understanding of eachpartner’s capabilities, and genuine faculty interest.With these critical ingredients in place, businessschools can form meaningful partnership andmeasure their success through measurableindicators and benchmarks. Such evaluations will

ensure thatallpartiesareheldaccountable,andallparticipantsgainvaluefromthepartnership.

PlenarySession:Innovation&ImpactofManagementAcrossSectorsExperts from various sectors – health, agribusiness,education,andNGOsharedstoriesofthesuccesses(andfrustrations) intheapplicationofmanagementpracticesintheirfields.Thissessionfocusedonhowthe practices of management can improveinnovationandimpactofthreeorganizations.CleopaMailu,ChiefExecutiveOfficer,TheNairobiHospital

Facing stagnant growth, increasingcosts of care, and high staffturnover,NairobiHospitalwas riskingclosure. The institution neededstrongleadershiptocomeinandturnit around. Dr. Mailu and his team

were able to do this through improved processes,investment in infrastructure, improved quality ofcare, and strengthened organizational decision‐making.SomeapproachesincludedincreaseduseofICT, outsourcing non‐core business functions,convincing the hospital board of the importance ofmaking investments, and empowering the workforce. On the point of investments, Dr. Mailuarticulated the importanceofbalancingprofitabilityandaccessibility. Surplusesarenotcausedbypriceincreases, but cost containment and efficientmanagement practice. Managing health careorganizations effectively is critical; hospitals arebusinessesthathavetoberunefficiently.Dr.Mailuconcluded by saying that the application of soundmanagementandleadershipskillswaskeytoNairobiHospital’s success, and success in health caretranslates to higher quality care and better healthoutcomes.MaryLizKehler,DirectorofPlanning,FundaciónParaguaya

ThemissionofFundacionParaguayaisto develop innovative solutions topoverty in Paraguay and apply thesesolutions around the world. Initiallycreated as amicrofinance institution,theorganizationtookoverabankrupt

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agriculture school in an arid region, and appliedbusiness and management principles to make theschool financially sustainable after only five years.The goal to become financially self‐sufficient wasrealizedbyutilizingthemanybusinessopportunitieson the campus. Rather than looking at what theorganization thought students should know, theylooked at what the market was tellingthem.FundacionParaguayabroughtpeople in fromthe microfinance program (trained in managementprinciples) to work with students on thedevelopmentofbusinessplansfortheprojects.Theschoolthenprovidedhands‐ontrainingandassistedstudents with the financial operations of thebusinesses. This approach not only led to financialsustainability, but provided the students withinvaluable experience in agribusinesswhile offeringthecommunityfresh,localproducts.MariKuraishi,PresidentandCo‐founder,GlobalGiving

GlobalGiving is an innovative non‐profit offering a transparent, high‐impactway for funders to donate tointernational charities. GlobalGivinghelps to serve grassroots charitableorganizations by giving them access

to new donors, online fundraising training, mediaexposure and a cost‐effective online fundraisingplatform. Locally run projects with creative ideaspreviosuly out of reach from traditional fundingmechanisms now have access to new sources offunds.WhileGlobalGivinghasbeenquitesuccessful,theyhavefacedmanychallengesalongtheway.Onechallenge for GlobalGiving was the requiredoversight on all expenditures made by theirgrantees.Aninnovativesolutionwasthecreationofcreditcardsforeachoftheirgrantees.ThisallowedGlobalGiving to oversee transactions and providedan easy way to transfer donated funds. Anotherchallenge currently faced is the limited wagestructureofnon‐profitsandtheresultingdifficultiesinattractingandretainingtalentedstaff.Inordertoovercomethischallenge,GlobalGivinghasemployedcreative HR practices which has allowed them toattractqualityapplicants.

ProjectShowcase&ReceptionExhibitors from Business Schools, NGOs, and thePrivate sector highlighted tangibleprojects that are

making a difference on the ground through a one‐hour networking poster session.This gaveparticipantsof the conferencea chance to see thatinitiatives that these organizations and institutionsare working on. The participants of the ProjectShowcasewere:

• GlobalBusinessSchoolNetwork&GBSNConnect• University of Maryland's Robert H. Smith School of

Business• INSEADSocialInnovationCentre• CIBER• TheBusinessBridge• GMAC• OverseasPrivateInvestmentCorporation(OPIC)• Thunderbird & IDB's "Strengthening Women

EntrepreneurshipinPeru"• GlobalGiving• AspenNetworkofDevelopmentEntrepreneurs(ANDE)• EFMD• EmeraldPublishingLimited• CaseSense• FundaciónParaguaya• CenterfortheAdvancementofSustainableEnterprise

(CASE),ColoradoStateUniversity

Bottom‐upEntrepreneurshipforDevelopmentIqbalQuadir,Founder&Director,LegatumCenterforDevelopment&EntrepreneurshipatMIT&Founder,GrameenphoneLimited

WhenIqbalQuadir,bornandraisedinBangladesh, searched for a college toattend in the US, he was surprisedthatmanygoodschoolswere locatedoutsideWashington,DC.Applyingthelogic that the best universities and

services in Bangladesh were concentrated in thecapital city ofDhaka,Quadir expected that suitableUS colleges would only be found in the capital.Knowing that Bangladesh was a poor country andthe US a rich one, Quadir saw a link between this

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disparity inwealth anddifferences in distribution—meaning, concentration versus dispersion—offacilities between the two countries. Later, Quadirrealizedthatdispersionofpowerhadhistoricallyledto economic progress in rich countries, whereopportunities were widespread. In contrast,concentration of power was impeding progress inpoorcountries,whereopportunitieswererestrictedtoanarrowurbanelite.IntheUS,forexample,propertyownersstartedouton relatively equal economic footing and organizedtheir democracy together. In this way, power hadbeen dispersed from the beginning. In Europe,power had been concentrated in monarchies, butdispersion was achieved over centuries as citizensgained economic clout. Through innovations intechnologies and commerce, people were able towiden the base of power and demand checks andbalances. Since innovations and commerce were akey factor in achieving dispersion of power inEurope,Quadirrecognizedtherolethat innovationsand entrepreneurship could play in dispersingeconomic and political power in poor countriestoday.

In the early 1990s, Quadir recognized that thecascadingpricesofdigital technologieswouldmakemobilephonesaffordableforthepoor.Furthermore,since mobile phones would allow the poor tocapitalizeon timeandeconomicopportunity, theseproductivity gains would lead to immediateeconomic gains for individuals. In this way, peoplewouldbeabletoaffordmobilephonesandservices,and would be willing to pay for them in order toreceivean immediateeconomicbenefit.Quadir feltthat, ifhecouldfindawaytodistributethephonestothepoor,thistechnologycoulddisperseeconomicpowertothemassesinBangladesh,acountrywhereonlyonein500peoplehadaphoneatthetime.

In1994,Quadirusedhissavingsandfundingfromanangel investor to register his company, Gonofone(meaning, “phones for themasses” inBengali), andlefthisjobasaninvestmentbankerinNewYorkCitytoreturntoBangladesh.Gonofonebecamealaunchpad for the company today known asGrameenphone. Quadir pioneered an innovativepartnershipincludingGonofone,TelenorofNorway,to provide telecommunications expertise, andGrameen Bank. By capitalizing on Grameen Bank’srural borrower network, Quadir found a way todistribute phones to Bangladesh’s rural areas.Likewise, village phone ladies receiving microcreditloans from Grameen Bank opened businesses toretail the phone services, which allowed villagerswith initially lowpurchasingpower topayon apercallbasis.Grameenphone is now the largest mobile phoneprovider in Bangladesh, and has sparked a vibranttelecom sector, providing access throughout thecountry. In other words, “phones for the masses”has become a reality.Grameenphone also providestheBangladeshigovernmentwithover$300millionannually in tax revenues. The key lesson QuadirdrawsfromtheGrameenphoneexperienceisthatitis possible to create a win‐win‐win situation byprovidingproductivitytools,suchasmobilephones,to the masses. First, citizens gain in productivity,allowingthemtopayforthistool.Inturn,providersgainprofits by selling the tool.Overall, society as awhole gains in terms of economic and socialbenefits.Chiefamongthesebenefitsistheeconomicempowerment of ordinary people, representing adispersion of economic power. Quadir’s experiencewith Grameenphone led him to establish theLegatum Center at MIT, which supports MITstudents in creating for‐profit enterprises in poorcountries, which can give rise to bottom‐updevelopment.

CEOPanel:ManagementChallengesinEmergingMarketsHigh‐level executives from internationalcorporationsdiscussedtheobstaclesandadvantagesofworkinginfrontiermarkets.

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FolaLaoye,GroupManagingDirectoroftheHygeiaGroup

TheHygeiaGroupisoneofthelargestprivatehealthHMO’s inNigeria. Dueto poor health services provided bythe public sector in Nigeria, theprivatesector inthe last15yearshashad has stepped in to create

additional capacity and fill the gap; it is nowdelivering50%ormoreofhealthcareservices.Ms.Laoye,asGroupManagingDirector,faceschallengesinmanagementincludinglimitedaccesstofinancing,poorhealthoutcomes,andtheongoingbraindrain.Ms. Laoye was challenged to create a professionalmanagement team. In a sector that promotes thebest clinicians to the top and in a country with alimited human capital base, Ms. Laoye was facedwithadifficultproblem.Physiciansareoftenusedasthe leader of a clinical team, but most are notpreparedforthebusinessmanagement.Toimprovethemanagementskillsofphysicians,shehasbroughtin managers from other unrelated sectors to workalong side the medical doctors, while supportingphysicians undertaking executive managementtraining. She was able to partner with LagosBusinessSchoolwherephysiciansreceivedexecutiveeducation training to improve their leadership andmanagementskills.EdwinFuller,President&ManagingDirector,InternationalLodging,MarriottInternational

Mr. Fuller is responsible forinternational operations of MarriottInternational,whichplanstoincreaseits presence in emerging markets.Marriottviewsemergingmarketsasawhite space with tremendous

opportunities to grow. In working in internationalmarkets, sometimes the cultural values andcorporate values may not mix. For example,Marriott International corporate values believe intaking care of the Associates so that in turn theirAssociates will take care of the customers. It wasdifficult to make Associates understand that thesevalueswere genuine. For those used to dictatorialenvironments, empowerment was a newexperience, and Marriott International had toconvincetheirassociatesthattheyweresincere.

Oneofthemostdifficultchallengesformanagers istoadapttothelocalculture.Onehastounderstandthat if itworks inonecountry itwillnotnecessarilywork in another. For example, in China all citiesfunctioninadifferentwayandtheyhavetoaccountfor this within each hotel. You must first buildsensitivitytothecultureinwhichyouareoperating,which includes understanding the full countryhistory and its challenges. It is imperative toconvinceassociatesandinvestorsthatyousincerelywant to understand their culture, community, andvalues. It is not about dumping money into thecountry, but rather rolling up your sleeves andparticipatinginthecommunity.WilliamHutton,President,TitanSteelCorporationMr. Hutton was brought in to help realign thecompany to reflectchangingpatternsof supplyanddemand.Fromtheearlydays,thecompanybroughtinexpats towork in internationalmarkets,but thatwas not sustainable for the long term and localhiring became more common. When hiring locally,Mr.Hutton finds that theemployees thathavehadany experience working or studying in the U.S orabroad had skills far beyond those that did not.Potential employees with international experience

were looked highly upon ascompared to thosewhodidn’t. Thisinternational exposure allowed localhires to better understand thecorporate culture and gave them anadvantage in working in amultinationalcompany.

Other skill sets discussed by the panel that theyfound beneficial include: exposure to a marketoutsideoftheirowncountry,communicationskills,abroad business background and an attention todetail. The best employees have a willingness tounderstandalocalcultureandpeople.Thestudyof

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management is critical, but one needs to recognizethat there are differences between managingstrategiesindifferentcountriesaroundtheworld.

WrapAroundServices:TheImportanceofMentoring&NetworkingFacilitator:EllenSoriano,ProgramDirector,UniversityofAsiaandthePacificParticipants discussed the important nature ofwraparoundservices,definedhereas themultitudeof support services provided to entrepreneurs andbusiness owners in addition to training whichprovide a bridge between in‐class education andreal‐world enterprise. Mentoring, one of themostimportantofsuchservicesprovidesopportunitiesforleadership development, confidence building, andproblem solving. Additionally, providing a platformfor peers to network with each other andopportunities for such networks to come togetherbuilds a strong community which offers support,advice, and business solutions to small, growingbusinesses. These services are often viewed asproviding more value to entrepreneurs than theclassroomtrainingitselfduetotheirongoingnature,their dynamic structures, and theirmechanisms forcontinuedlearningandsupport.

MeasuringImpact&ResultsinEntrepreneurshipFacilitator:PeterBamkole,Director,EnterpriseDevelopmentServices,Pan‐AfricanUniversityImpact can bemeasured through both quantitativeand qualitativemethods. Quantitativemethods aremuch easier to interpret because they provide acleareraccountofsuccessorfailure.However,thereare some results that are difficult tomeasure withnumbersbutarestillimportantindicatorsofsuccess.For example, change of attitudes or behaviors areimportant results that shouldbemeasured,butaremoredifficulttoquantify.The benefits of measuring impact are varied.Demonstrating impact through measurableindicatorsis importantinunderstandingthesuccessof a particular approach and can be used todeterminereturnoninvestment.However,because

quantitative data can often be elusive whenassessingtheeffectofcapacitybuilding,attemptstomeasureimpactcanoftenbeinconclusive,orworse,point to the wrong conclusion. Despite thesedifficulties, impact evaluations are necessary andserveapurpose,buttheyshouldbeseenamoreasan attempt at understanding progress and not acomplete measurement ofthe success of theinitiative.

BestPracticeinEntrepreneurshipTrainingFacilitator:DennisHanno,UndergraduateDean,BabsonCollegeDuring this session, participants shared theirexperience in entrepreneurship education at theirinstitutions.Althoughtherearedifferencesbetweeneach program’s approaches, the group agreed thatthe common understanding of entrepreneurshipeducationfocusesoninnovation,thinkingcreatively,and taking risks. Courses are usuallymultidisciplinary with a practical focus on businesschallenges and leadership. Entrepreneurshipeducation does not necessarily lead to studentscreating new ventures, but focuses on impartingentrepreneurialskill‐setswhichcanbeappliedinanysetting.Participants also discussed the benefit of havingboth practitioners and researchers within thefaculty. Inmanycases, there isa largernumberofpractitioners thanacademicprofessors. Inadditionto academics and practitioners, entrepreneurshipfaculty portfolios often include sector‐specificexpertsfromfieldssuchasscience,technology,andmedicine. These experts can help bridge the gap

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between technological innovationandbringingnewproductstothemarket.

InvestinginSmallBusinessGrowthFacilitator:PauloProchno,TyserTeachingFellow,RobertH.SmithSchoolofBusinessParticipants discussed the ways that businessschools can foster investment, prepare smallbusiness owners and investors and address thespecific barriers to small businesses that exist indifferentpartsoftheworld.

The group discussed several ideas and actions thatbusiness schools could take to address these threeissues.Incubatorsthatprovidestart‐upswithfreeorreduced cost access to professors, lawyers andaccountantsandgivethenewbusinessesastampofapproval,makingthemmoreattractivetoinvestors,can be extremely helpful for nascent companies.Business plan competitions feeding into on‐campusangel funds that help to match investors withpromising opportunities can also be a powerfulcombination for promoting investment. In addition,businessschoolscanaddtothebodyofresearchonsmallbusinessesandprovide impactanalysisof thevarious interventions taken to support smallbusiness.

Other ways for business schools to prepare smallbusiness owners and investors include teaching‘investment readiness’, using student projects toprovide coaching and technical knowledge andestablishingpartnershipswithbusinessassociations.In order to promote access to resources, bothfinancial and non‐financial, business schools canprovideaccesstonetworksandknowledge,perhapsby organizing a day in which students can consultprofessionals in their field. There was consensusamong the group that business schools can and

should play a role in supporting small businesses.Whilethemethodsofsupportvariedfromschooltoschool, a mixture of researching, teaching,mentoring,andnetworkingwasthoughttoofferthemostcomprehensiveapproach.

SkillsandToolsforManagingWickedInnovationProblemsFacilitators:MichaelRadnor,ProfessorandCenterDirector,KelloggSchoolofManagement,NorthwesternUniversityJeffreyStrauss,AssociateDirector,BCICS‐CTIM,NorthwesternUniversity“Wickedproblems”occurincomplexcontextswherechanges in society, technology, regulatoryenvironment, and stakeholders create VUCA(volatile, uncertain, complex, ambiguous) situationswithout clear solutions. Exploring one challengereveals other connected problems, and responseswill require trade offs, encounter resistance tochange, and dealing with unclear data. In a highlyuncertainenvironment, it ishard toknowwhere tobegintorespondtoinnovationproblems.Participants in this session lookedat the challengesof teaching management in a setting with ongoingchanges in industries, global context, emergingmarkets, legacy systems, convergence oftechnologies, and local, regional, global, social andenvironmental pressures. To manage suchproblems, individuals need distinct skills, andbusiness education has to adapt to take onchallengesliketeachingpeopletobeabletotolerateambiguity and assess underlying drivers ofproblems. It is important that students are able tomakemistakes andbe sensitive toearly indicationsof a problem. Managing an organization meansmanagingdilemmas. Toolsthathelpstudentsthinkand respond may include: multi scenario task

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mapping, cascading effects, mind mapping, roadmapping, scenario planning, and domainmapping.Business school curriculum should reflectthe complex dynamics of doing business in today’sglobal markets and should strive to producegraduateswith theability tomakedecisions,adjustandreadjusttonewsituations,assessrisk,andtakeactioninthefaceofuncertainty.

SubSaharanAfricaFacilitator:FranklynManu,Dean,GIMPABusinessSchoolThis session included insights from Deans anduniversity representatives, as well as outsideperspectives.Conversationtookplaceinthecontextof increasing demand of students interested inbusiness school education, and a range of thechallenges business schools face in meeting thisdemand. Someof the specific challengesdiscussed

include the relationship with the parent university,attracting and training faculty, recruiting qualitystudents, managing workload, and dealing withlimited resources. Many business schools in Africaare part of larger, often public universities. Theorganizational structure is such that the businessschools have little flexibility in their hiring andcompensation structures and their fee structures,and face a cumbersome process for curriculumchanges. This, along with a lack of highly‐qualifiedfaculty, makes recruitment and retention difficult,and faculty development extremely important.Additionally,businessschool facultyareoftengivenlarge course loads and tend to supplement theirincome through additional teaching opportunities,which limits the time available for research. Lastly,businessschoolsinAfricadonothavethetraditionallinkagestoprivatesectorthatmanywesternschools

have. Thismakes it difficult to ensure relevance ofthe curriculum and provides little opportunity forfaculty and students to apply their skills in real lifebusinesssettings.

Despite the many obstacles faced by businessschools in Africa, the number and quality ofinstitutions is growing. There is a growingrecognition of their important role in developingrobust economies, and through organizations liketheAssociationofAfricanBusinessSchools, there isabetterunderstandingofqualitystandardsandbestpracticesforAfricanbusinesseducation.

LatinAmericaFacilitator:FranciscoSantibáñez,MBADirector,UniversidaddelDesarrolloLatin American business schools face severalobstacles toachievingaccreditation. Accreditationoften is not granted due to underdevelopedresearch. In order to change this, schools mustconcentrate more on research, which will lead tobetter rankings and better partnership programs.However, business schools should find a balancebetween research and instruction and should notsacrificerelevanceforrigor.There are a variety of teaching methodologies inbusiness institutions in Latin America. For example,Fundação Dom Cabral builds a curriculum plan forspecific candidates whereas Universidad delDesarollo and IAE Business School have a moretraditional program. Thebenefits of FundaçãoDomCabral’s method are that the education is bettertailoredtothestudents,whilethedrawbackisalackofconcentrationongeneralresearch.

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Social responsibility is an issue that has beenincreasingly important in curricula since the recentfinancial crisis. In Latin American business schools,there are different strategies employed to teachsocial responsibility. At Universidad del Desarollo,thereisaspecificclassdedicatedtosocialethics.AtIAE Business School, the principles of socialresponsibility are blended throughout thecurriculum. Whatever method is implemented, allpartiesseemtoagreethatabasicunderstandingofethics is needed before exposing students to thedilemmasfacingbusinesspractitioners.

AsiaFacilitator:Geetha Krishnan, Director, Centre forExecutiveEducation,IndianSchoolofBusinessThe Asia Round Table discussion focused on thechallenge ofmaking business education relevant tothe economic realities of Asian countries whilemeetinggrowingdemand.Topicsdiscussedincludedsourcinglocalorregionalbusinessestostudyforthecreation of course materials, sharing Asia’s greatsuccess stories with the rest of the world, andadapting technology to reach wide audiences andreduce communication barriers. Challengesdiscussed included how to incorporate moreentrepreneurship training within traditionalacademic frameworks, how to overcome politicalandregulatoryuncertainty,andhowtocreatelocallyrelevantcasestudiesandcoursematerialswhenthenecessaryresearchisstilldifficulttoobtain.

MiddleEast&NorthAfricaFacilitator:KhalidAl‐Naif,Director,DevelopmentConsultingServices,TheWilliamDavidsonInstitute,UniversityofMichiganIssues facing business schools in the region arerelatedto lackofresearchanddevelopmentlocally.Itiscriticalthatstudentsbeeducatedaboutrelevantissuesintheirlocalenvironment.Challengesincludea centralized government‐controlled educationsystem that is poorly developed and a lack ofdemand for MBA graduates in the region. Publiceducationiscommonlyfreebutoflowquality.Moreprivate institutions are starting to appear thatmayimprove the quality, but there remains a lack offacilities and faculty. It is hard to attract foreignfaculty, as salary is not competitive. The educationsystem must change at the foundational levelstarting with childhood education. Innovation andcriticalthinkingmustbeencouragedearlyonforanychanges to be made. Entrepreneurship should betaughtfromelementarylevelon.Issuesofwomen’shigher education in the Middle East are oftenoverplayed; in many cases (although not extremecases such as Afghanistan), women make up themajority of students in higher education and areoftenmuchmoreeducatedthanmen.

AcknowledgementsGBSN would like to thank all the people andorganizations that made the 2010 Conferencepossible,especiallyourco‐host theRobertH.SmithSchool of Business and their fantastic team. Oursincerest gratitude goesout toour sponsors: CIBERatUMDSmithSchool,theRoyalThaiEmbassyofDC,theWorldTradeInstituteinBaltimore,andGoldmanSachs’10,000Womeninitiative.And our thanks to the interns and volunteers whohelped put this summary and our video interviewstogether, especially Rachel Burger, Federico Ruiz,RenaHinoshita,MegMacWhirter,andothers.

SeeyounextyearatGBSN2011!

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Sponsors

TheGlobalBusinessSchoolNetwork(GBSN)andTheUniversityofMaryland’sRobertH.SmithSchoolofBusinesswouldliketothankour2010GBSNAnnualConferenceSponsors.

GoldmanSachs10,000WomenGoldmanSachslaunched10,000Women inMarch2008.Itisa$100million,five‐yearcampaigntofostergreatershared economic growth by providing 10,000 underserved women around the world with a business andmanagementeducation.TheprogramisfoundedonresearchconductedbyGoldmanSachs,theWorldBank,andotherswhichsuggeststhiskindofinvestmentcanhaveasignificantimpactonGDPgrowth.Researchalsosuggeststhatsuchaninvestmentinwomencanhaveasignificantmultipliereffectthatleadsnotonlytoincreasedrevenuesandmoreemployeesforbusinesses,butalsohealthier,better‐educatedfamilies,andultimatelymoreprosperouscommunities.Studentsenrollinlocallydesignedcertificateprogramsrangingfromfiveweekstosixmonthsthatincludecoursessuchasmarketing,accounting,marketresearch,writingabusinessplan,strategicplanning,accessingcapital,ande‐commerce. These programs are culturally appropriate, flexible, and shorter‐term. They are intended to helpopendoors for thousandsofwomenwhose financial andpractical circumstanceswouldnormallyprevent themfrom receiving a traditional business education. Since its inception, 10,000 Women has become active in 20countries.TheseincludeAfghanistan,Brazil,China,Egypt,India,Rwanda,andtheUnitedStates.10,000Womeniscoordinatedinlocalmarketsbyanetworkofmorethan70academicandNGOpartners.Morethanthirtyoftheworld’sleadingbusinessschoolsareparticipatingin10,000Women, includingsevenofthetopten.Academicpartners include:HarvardBusinessSchool; theWhartonSchoolof theUniversityofPennsylvania;FundaçãoGetulio Vargas Escola deAdministração de Empresas;University ofOxford, Saïd Business School; theIndian School of Business; and Tsinghua University of School of Economics and Management. Other partnersincludeAshoka,VitalVoices;andtheInternationalCenterforResearchonWomen.CenterforInternationalBusinessEducationandResearch(CIBER)UniversityofMaryland,RobertH.SmithSchoolofBusinessTheCenter for InternationalBusinessEducationandResearch (CIBER)at theUniversityofMaryland’sRobertH.SmithSchoolofBusinessisanationalresourcecenterforteaching,researchandoutreachininternationalbusinessandrelatedfields.ThemissionoftheCIBERProgramistoenhancetheinternationalcompetitivenessofAmericanbusiness.SmithCIBERinitiativesdealwithcriticalcompetitiveissuesofnational,regionalandlocalsignificance.Byintegrating the Smith School's andUniversity ofMaryland's extensive international resourceswith those of theNationalCapitalAreainstitutionsandorganizations,SmithCIBERaimstoserveourkeyconstituencies‐students,

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faculty,businessandgovernment.FundingforCIBERisprovidedbytheDepartmentofEducationunderprovisionsofaTitleVIgrant.

RoyalThaiEmbassyTheRoyalThaiEmbassyinWashington,DCisasponsoroftheGBSNConferencethroughtheirpartnershipwiththeUniversityofMaryland'sRobertH. Smith SchoolofBusiness. TheThaiAmericanBusinessProgramat the SmithSchoolwaslaunchedin2008tosupportbusinesseducationinThailandandpromotecooperationandawarenessofThailand'sbusinesscommunitywithAmericanstudentsandfaculty.TheThaiAmericanBusinessProgramwasestablishedtoeducate,encouragedialogue,developnetworksandprovidecross‐culturalexchangebetweenthetwocountriestoprovideknowledgeandabetterunderstandingofThailandandtheU.S. WorldTradeCenterInstitute

TheWorldTradeCenterInstitute(WTCI)isthelargestinternationalbusinessnetworkofitskindintheMid‐Atlantic– awho’s who of the top global business executives in the region. AtWTCI we strive to drive the growth ofMaryland’s flourishing global business community. Todaymore than 2,500Maryland firms benefit fromWTCI’sglobalconnections,events,andextensiveinternationalbusinessservices.WTCIwasestablishedin1989.Financedjointly by area businesses and the State of Maryland, WTCI operates as a private, non‐profit membershiporganization.

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AGENDATHURSDAYJune10,201007:30–08:30 Breakfast&RegistrationPavilion08:30–09:15 OpeningRemarksPavilion WelcomefromtheHosts SimonJohnson,Professor,MITSloanSchoolofManagement&SeniorFellow,PetersonInstitute GBSNMembers(Classroom2) Non‐Members(Pavilion)09:15–10:45 Member’sMeeting

GBSNMemberSchoolswillmeettodiscusstheirprogressandsharenewprojects.Facilitator:GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork

DardenCaseDiscussionWorkshopDardenProfessorJayBourgeoiswillintroducethetechniqueofinteractive,livecasediscussionbyverbalizingtwoshortcases(nopreparationrequired).Onewillcoveraccountingandstrategyissues;thesecondwilladdressanethicaldilemmainanemergingeconomy.Facilitator:JayBourgeoisIII,ProfessorofBusinessAdministration&SeniorFellow,DardenCenterforGlobalInitiatives,DardenSchoolofBusiness,UVA

10:45–11:15

NetworkingTeaBreak

11:15–12:30 Member’sMeeting(continued)GBSNMemberSchoolswillworktoshapenewgoalsforourgrowingnetwork.Facilitator:GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork

PitchDingman(Pavilion)TheDingmanCenterforEntrepreneurshipattheSmithSchoolofBusinesswillconductacompetitionfornewbusinessideasbasedonthe5‐minutepitch.Facilitators:HenryGeller,Founder&Owner,SoDelConceptsJohnLaPides,CEO&Founder,ShadowPointAdvisors

12:30–13:45 WelcomeLunchPavilion GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork G.“Anand”Anandalingam,Dean,RobertH.SmithSchoolofBusiness 14:00–15:00 RoundTableDiscussions:NewTrendsinBusinessEducationUMDSmithClassrooms Workshopsessionstodiscussnewstrendsandlessonslearnedinvariousmanagementeducationtopics.

Classroom1 HealthManagement:AssessingtheImpact

Thereisastrongbeliefbysomethatmanagementtrainingforhealthprofessionalsiskeytoimprovingdeliveryinresourcestrappedcountries,howevertheimpactofsuchtrainingisunclear.Thissessionwilltakealookatthesuccessesandchallengesofassessingtheimpactinthisfield.Facilitator:Dr.MichaelBzdak,DirectorCorporateContributions,Johnson&Johnson

Classroom2 Experiential/Field‐basedLearningParticipantswilldiscusstheinternationalopportunitiesforstudentstogaindirecthands‐onexperienceintacklingbusinesschallenges.Facilitator:LeifSjoblom,ProfessorofFinancialManagement,IMD

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Classroom3 Non‐traditionalrolesforBusinessSchoolsinSocietyParticipantswilldiscussthedifferentrolesthatbusinessschoolshaveandcanbetakingtoimprovesocialwelfare.Facilitators:WilliamKramer,Sr.AssociateDirector,CenterfortheAdvancementofSustainableEnterprise,ColoradoStateUniversityCarlHammerdorfer,Director,GlobalSocial&SustainableEnterpriseColoradoStateUniversity

Classroom4 CorporateGovernanceThissessionwillprovideadiscussionofcomparativeanalysisofcorporategovernancesystems.Facilitator:SteveWallenstein,DirectoroftheDirectors’Institute,RobertH.SmithSchoolofBusiness

Classroom5 ResponsibleManagementEducation&theOathProjectParticipantswillexplorethepossibilityofcreatinga“globalbusinessoath”asameansofdefiningastandardofintegrityandservicetosocietyforbusinessleaders.Facilitator:RichLeimsider,Director,Fellow&AlumniPrograms,EchoingGreen

ConferenceRoom122 CompetitorsasPartners:TheFeasibilityofConsortiaInstitutionsliketotalkofcollaboration,butoftenfinditdifficulttoputintopractice.Participantswilldiscusswhatmakesforasuccessfulconsortiumapproach.Facilitator:BrentChrite,Dean,MontclairStateUniversity’sSchoolofBusiness

15:00–15:30 NetworkingTeaBreakPavilion15:30–17:00 PanelSession:Innovation&ImpactofManagementAcrossSectorsPavilion Expertsfromvarioussectors–health,agribusiness,education,andNGO–willsharestoriesofthe

successes(andfrustrations)intheapplicationofmanagementpracticesintheirfields.Facilitator:EnaseOkonedo,Dean,LagosBusinessSchool Panelists:Health:CleopaMailu,ChiefExecutiveOfficer,TheNairobiHospitalEducation/Agribusiness:MaryLizKehler,DirectorofPlanning,FundaciónParaguayaNGO:MariKuraishi,President&Founder,GlobalGivingFoundation

18:30–19:30 ProjectShowcase&ReceptionJWMarriott ExhibitorsfromBusinessSchools,NGOs,andthePrivatesectorwillhighlighttangibleprojectsthatareBallroomFoyer makingadifferenceontheground.19:30 GalaDinner&KeynoteAddress:Women&EducationinDevelopingCountriesJWMarriott G.“Anand”Anandalingam,Dean,RobertH.SmithSchoolofBusiness CapitolBallroom GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork

DeepakP.Jayaraman,ExecutiveDirector,GoldmanSachsOfficeofCorporateEngagement(OCE)forEurope,MiddleEast&AfricaKeynote:DeboraSpar,President,BarnardCollege

FRIDAYJune11,201007:30–08:30 Breakfast&RegistrationPavilion 08:30–09:30 OpeningSession:Bottom‐upEntrepreneurshipforDevelopmentPavilion IqbalQuadir,Founder&Director,LegatumCenterforDevelopment&EntrepreneurshipatMIT&

Founder,GrameenphoneLimited

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09:30–11:00 CEOPanel:ManagementChallengesinEmergingMarketsPavilion High‐levelexecutivesfrominternationalcorporationswilldiscusstheobstaclesandadvantagesof

workinginemergingmarkets.Facilitator:MurrayLow,Director,LangEntrepreneurshipCenter,ColumbiaUniversity Panelists:FolaLaoye,GroupManagingDirector,HygeiaGroupEdwinD.Fuller,President&ManagingDirector,InternationalLodging,MarriottInternational,Inc.WilliamHutton,President,ChiefOperating&ChiefFinancialOfficer,TitanSteelCorporation

11:00‐11:10 GroupPhotoAtrium11:10–11:30 NetworkingTeaBreakUMDSmithLobby11:30–12:30 RoundtableDiscussions:Entrepreneurship&InnovationUMDSmithClassrooms Workshopsessionstoexplorevariousissuesintheteachingandsupportofentrepreneurship&

innovation.Classroom1 WrapAroundServices:TheImportanceofMentoring&Networking

Participantswilldiscusstheimportantnatureofwraparoundservices,whichprovideabridgebetweenin‐classeducationandreal‐worldenterprise.Facilitator:EllenSoriano,ProgramDirector,UniversityofAsia&thePacific

Classroom2 MeasuringImpact&ResultsinEntrepreneurshipThereareseveralmethodsoftrainingentrepreneurs;participantswilldiscusshowtodeterminewhichonesaresuccessful.Facilitator:PeterBamkole,Director,EnterpriseDevelopmentServices,Pan‐AfricanUniversity

Classroom3 BestPracticeinEntrepreneurshipTrainingParticipantswilldiscussthedifferentschoolsofthoughtandexamplesofimplementingentrepreneurshipinaneducationalsetting.Facilitator:DennisHanno,UndergraduateDean,BabsonCollege

Classroom4 InvestinginSmallBusinessGrowth

Participantswilldiscusswhatopportunitiesthereareforbusinessschoolsandstudentstosupportinvestmentinsmallbusinesses.Facilitator:PauloProchno,TyserTeachingFellow,RobertH.SmithSchoolofBusiness

Classroom5 Skills&ToolsforManagingWickedInnovationProblemsManagingentrepreneurialinnovationwellhasbecomeincreasinglydifficultintoday’sdynamic,complexanduncertainenvironment.Participantswilldiscusspowerfulnewmodelsandtoolsneededforresearchandteachinginordertomeetthechallenges.Facilitators:MichaelRadnor,ProfessorandCenterDirector,KelloggSchoolofManagement,NorthwesternUniversityJeffreyStrauss,AssociateDirector,BCICS‐CTIM,NorthwesternUniversity

12:30–13:45 LunchPavilion MariaOtero,UnderSecretaryforDemocracyandGlobalAffairs,USDepartmentofState 13:45–14:45 NetworkingSessions:IndividualMeetingsPavilion Interactivenetworkingmeetingsdesignedtofacilitatenewcontactsandpartnershipsbetween

conferenceparticipants.

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15:00–16:00 RegionalRoundtables:BusinessSchoolsWorkinginDevelopmentUMDSmithClassrooms Workshopsessionstofocusontherolesofbusinessschoolsinregionalcontexts.Classroom1 SubSaharanAfrica

Facilitator:FranklynManu,Dean,GIMPABusinessSchool

Classroom2 LatinAmericaFacilitator:FranciscoSantibáñez,MBADirector,UniversidaddelDesarrollo

Classroom4 AsiaFacilitator:GeethaKrishnan,Director,CentreforExecutiveEducation,IndianSchoolofBusiness

Classroom5 MiddleEast&NorthAfricaFacilitator:KhalidAl‐Naif,Director,DevelopmentConsultingServices,TheWilliamDavidsonInstitute,UniversityofMichigan

16:00–17:00 ClosingRemarksPavilion G.“Anand”Anandalingam,Dean,RobertH.SmithSchoolofBusiness GuyPfeffermann,CEO,GlobalBusinessSchoolNetwork

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ParticipantList

FirstName LastName Institution Country

Tamara Myatt AmericanUniversityofAfghanistan Afghanistan

Patricio Fay IAEBusinessSchool Argentina

Jim Herbolich EFMD Belgium

HeitorLeopoldo NogueiraCoutinho FundaçãoDomCabral Brazil

Francisco Santibáñez UniversidaddelDesarrollo Chile

Lei Xue TsinghuaUniversity China

Carolina Davila UniversidaddelosAndesSchoolofManagement Colombia

Maria‐Lorena Gutierrez UniversidaddelosAndesSchoolofManagement Colombia

Maha ElShinnawy AmericanUniversityinCairo Egypt

H.Landis Gabel INSEAD France

Karen Wilson KauffmanFoundation France

Franklyn Manu GhanaInstituteofManagement&PublicAdministration(GIMPA) Ghana

Geetha Krishnan IndianSchoolofBusiness India

Haya Sadeh Guest Israel

Eduardo Missoni SDABocconiSchoolofManagement Italy

Salome Githu GoodNewsBroadcastingSystem Kenya

Winifred Karugu JomoKenyattaUniversityofAgricultureandTechnology(JKUAT) Kenya

Edward Mungai StrathmoreBusinessSchool Kenya

David Wangombe StrathmoreUniversity Kenya

Cleopa Mailu TheNairobiHospital Kenya

George K'Aol UnitedStatesInternationalUniversity(USIU) Kenya

Charles MayakaMong'oni UnitedStatesInternationalUniversity(USIU) Kenya

Alfonso Bolio IPADEBusinessSchool Mexico

Beatriz Guzman IPADEBusinessSchool Mexico

Karla Giordano TecnológicodeMonterrey Mexico

Mariana Perales TecnológicodeMonterrey Mexico

Peter Bamkole EnterpriseDevelopmentServices,Pan‐AfricanUniversity Nigeria

Nneka Okekearu EnterpriseDevelopmentServices,Pan‐AfricanUniversity Nigeria

Adeola Osinaike EnterpriseDevelopmentServices,Pan‐AfricanUniversity Nigeria

Fola Laoye HygeiaGroup Nigeria

Enase Okonedo LagosBusinessSchool Nigeria

Chinyelu Amangbo TerchiDevelopmentServices Nigeria

Ishrat Husain InstituteofBusinessAdministration,Karachi Pakistan

Pedro Franco UniversidaddelPacifico Peru

Ellen Soriano UniversityofAsiaandthePacific Philippines

Zbigniew Kubacki Trade&InvestmentSection,EmbassyofPolandinWashingtonDC Poland

Eduardo Cruz FORMEDIA‐InstitutoEuropeu Portugal

Sergei Kouchtch St.PetersburgStateUniversity'sGraduateSchoolofManagement Russia

SatyaMurty Kopparthi SchoolofFinanceandBanking,Rwanda Rwanda

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Raadiya Begg INSEAD SaudiArabia

Mady Koanda CESAG Senegal

Tlhalefang Mpete North‐WestUniversity(MafikengCampus) SouthAfrica

Frederik Landman UniversityofStellenboschBusinessSchool SouthAfrica

Javier Santoma IESEBusinessSchool Spain

Hakan Boter UmeåSchoolofBusiness Sweden

Leif Sjöblom IMD Switzerland

Andrew Mbwambo MzumbeUniversityBusinessSchool Tanzania

Goodluck Charles UniversityofDaresSalaamBusinessSchool Tanzania

Marcellina Chijoriga UniversityofDaresSalaamBusinessSchool Tanzania

Panaporn Sombatpium RoyalThaiEmbassay Thailand

Thanwadee Chinda ThammasatUniversity Thailand

Mahmoud Triki MediterraneanSchoolofBusiness(MSB) Tunisia

Metehan Sekban IstanbulBilgiUniversity Turkey

Rebecca Marsh EmeraldGroupPublishingLimited UnitedKingdom

Deepak Jayaraman GoldmanSachs UnitedKingdom

Daniel Bamford TheBusinessBridge UnitedKingdom

Alex Avdayev 3210Consulting,LLC USA

Lexa Gandolfo 3210Consulting,LLC USA

Jenny Everett AspenNetworkofDevelopmentEntrepreneurs(ANDE) USA

Randall Kempner AspenNetworkofDevelopmentEntrepreneurs(ANDE) USA

Dennis Hanno BabsonCollege USA

Valerie Denomy BabsonCollege'sF.W.OlinGraduateSchoolofBusiness USA

Debora Spar BarnardCollege USA

Mellena Haile CaseSenseLLC USA

Kim Bettcher CenterforInternationalPrivateEnterprise USA

William Kramer CenterfortheAdvancementofSustainableEnterpriseCSU USA

Carl Hammerdorfer ColoradoStateUniversity USA

Murray Low ColumbiaUniversity USA

Ronald Schramm ColumbiaUniversity USA

Jay Bourgeois DardenGraduateSchoolofBusinessAdministration,UniversityofVirginia USA

Bertrand Guillotin DukeUniversity'sFuquaSchoolofBusiness USA

Rich Leimsider EchoingGreen USA

Robert Johnston EducationalVenture USA

Ellen Glazerman Ernst&Young USA

MaryLiz Kehler FundaciónParaguaya USA

Jennifer Spencer GeorgeWashingtonUniversity USA

Meg MacWhirter GeorgetownUniversity USA

Caroline Mayhew GeorgetownUniversity USA

Nora Brown GlobalBusinessSchoolNetwork(GBSN) USA

Rachel Burger GlobalBusinessSchoolNetwork(GBSN) USA

Katrine Eik GlobalBusinessSchoolNetwork(GBSN) USA

Alan Gelb GlobalBusinessSchoolNetwork(GBSN) USA

Lauren Grau GlobalBusinessSchoolNetwork(GBSN) USA

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Rena Hinoshita GlobalBusinessSchoolNetwork(GBSN) USA

Lisa Leander GlobalBusinessSchoolNetwork(GBSN) USA

RobertR Miller GlobalBusinessSchoolNetwork(GBSN) USA

Guy Pfeffermann GlobalBusinessSchoolNetwork(GBSN) USA

Federico Ruiz GlobalBusinessSchoolNetwork(GBSN) USA

Erin Sullivan GlobalHealthDelivery USA

John Hecklinger GlobalGivingFoundation USA

Mari Kuraishi GlobalGivingFoundation USA

Marc Maxson GlobalGivingFoundation USA

Ronald Sibert GraduateManagementAdmissionCouncil USA

Ritu Agarwal Guest USA

Brian Denomy Guest USA

Rebecca Harper Guest USA

David Welsh Guest USA

John Danner HaasSchoolofBusiness,UniversityofCalifornia,Berkeley USA

Nora Silver HaasSchoolofBusiness,UniversityofCalifornia,Berkeley USA

Carol Robles HigherEducationforDevelopment USA

Richard Steyer Howe,Anderson&Steyer,P.C. USA

Rahim Kanani HuffingtonPost USA

Jack Glen InternationalFinanceCorporation(IFC) USA

Michael Bzdak Johnson&Johnson USA

Brittany Hume Johnson&Johnson USA

Gary Filerman JointCommissionInternational USA

Michael Radnor KelloggSchoolofManagement,NorthwesternUniversity USA

James Dean Kenan‐FlaglerBusinessSchool/UNC‐ChapelHill USA

Iqbal Quadir LegatumCenteratMIT USA

Siobhan Reilly LokeyGraduateSchoolofBusinessatMillsCollege USA

EdwinD. Fuller MarriottInternational,Inc. USA

David Capodilupo MITSloanSchoolofManagement USA

Simon Johnson MITSloanSchoolofManagement USA

Yaya Moussa MITSloanSchoolofManagement USA

Anjali Sastry MITSloanSchoolofManagement USA

Elrie Chrite MontclairStateUniversitySchoolofBusiness USA

Joanna Kopicka NetImpactDCChapter USA

Jeffrey Strauss NorthwesternUniversity USA

Adil Kabani OverseasPrivateInvestmentCorporation(OPIC) USA

Mark Stuckart OverseasPrivateInvestmentCorporation(OPIC) USA

Irene Crowe PettusCroweFoundation USA

Jackie Burns PrincipiaCollege USA

Rosalind Hibbs PrincipiaCollege USA

Michael Unger SellingerSchoolofBusinessandManagement,LoyolaUniversityMaryland USA

John LaPides ShadowPointAdvisors USA

Paulina Migalska SocialEnterpriseAlliance(SEA) USA

Henry Geller SoDelConcepts USA

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Robert Kennedy StephenM.RossSchoolofBusiness,UniversityofMichigan USA

Diana Greenwald TheBrookingsInstitution,WolfensohnCenterforDevelopment USA

Stephen Hills TheOhioStateUniversity USA

Abdoul Sam TheOhioStateUniversity USA

Khalid Al‐Naif TheWilliamDavidsonInstituteattheUniversityofMichigan USA

Amy Gillett TheWilliamDavidsonInstituteattheUniversityofMichigan USA

India Borba ThunderbirdSchoolofGlobalManagement USA

Amanda Bullough ThunderbirdSchoolofGlobalManagement USA

Wynona Heim ThunderbirdSchoolofGlobalManagement USA

Kellie Kreiser ThunderbirdSchoolofGlobalManagement USA

Willam Hutton TitanSteelCorporation USA

Robert Hansen TuckSchool,Dartmouth USA

Joseph O'Keefe U.S.DepartmentofState USA

Maria Otero U.S.DepartmentofState USA

Robert Spich UCLAAndersonSchoolofManagement USA

Victor Tabbush UCLAAndersonSchoolofManagement USA

Joseph O'Neill UMD,GlobalHealthInitiatives USA

Anand Anandalingam UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Amanda Baker UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Alla Corey UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Terrill Drake UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Judy Frels UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Carrie Handwerker UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Hassan Ibrahim UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Julie Lloyd UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Elizabeth Mitchell UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Kislaya Prasad UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Paulo Prochno UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Angand Rita UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Chalvonna Smith UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Susan Taylor UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Steve Wallenstein UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Karen Watts UniversityofMaryland’sRobertH.SmithSchoolofBusiness USA

Andy Spicer UniversityofSouthCarolina,DarlaMooreSchoolofBusiness USA

Gary Bittner USAID USA

Charles Harper WhitneyInternationalUniversitySystem USA

Egbe Osifo‐Dawodu WorldBank USA

Eddie Resende WorldTradeCenterInstitute USA

Svante Persson Inter‐AmericanDevelopmentBank USA