Program Objectives:


  • Discuss the economic context of a historically turbulent environment that has recently shown successive years of growth and is now in a process of adjustment.
  • Understand the institutional voids that provide risks and opportunities for doing business in Latam.
  • Delve into the peculiarities of consumer behavior, channels to market and branding, in markets with an increasing middle class that has recently been able up to trade-up.
  • Reflect on your communication style and its implications for business in different cultural contexts.
  • Dig into the challenges faced by family businesses addressing governance and succession issues.
  • Identify the skills that leaders need in order to shake their teams out of their comfort zones, into a culture of productivity and innovation.

The overall set of electives provides valuable insights into:


  • Customer centricity and branding —in and from Latam— vis-a-vis other emerging markets.
  • Communication skills needed to conduct business in these contexts.
  • Doing business and managing risk in emerging economies in a lower growth context.
  • Entrepreneurial finance in contexts where credit and financial markets are underdeveloped.
  • Challenges in family business succession and continuity.
  • Introducing paradigm shifts in the culture of organizations that watch their growth slow down.
Target Participants:
MBA, EMBA, MIM or MSc in management students from all over the world with a desire to have an intense immersion into the peculiarities of Doing Business in Latin America.

Curriculum and Dates:
The program consists of six independent electives.

Companies have an ongoing challenge in establishing and nurturing long-lasting customer relationships. Deep customer insights together with strong brand building strategies play a key role in initiating and sustaining this process.

OBJECTIVES

  • Discuss and understand some of the key challenges behind brand building in and from emerging economies —and how companies can address them.
  • Get to grips with what building a truly customer-centric organization entangles, particularly in complex, competitive environments.




LEARNING OUTCOMES

  • Developing a customer-centric strategy whilst dealing with the organizational- wide implications that this entangles.
  • Understanding cultural differences and identifying the challenges of emerging market companies seeking to develop brands and capture opportunities beyond their region and or country of origin.
  • Identifying segments and customers at the so-called “Base of the Pyramid” and defining marketing strategies for targeting low-income consumer segments.
  • Spotting trends in customers and newly incorporated consumers who trade-up, as well as articulating brand portfolios and learning how to respond to “b” and “c” brands.


FACULTY

The course will be lectured by Professors Rohit Deshpandé from Harvard Business School, USA, and Carlos Folle Estrada from IEEM Business School, Uruguay

Everyone has a mission inside of him or her, one with great power to inspire disciplined action, so it's time to search for your personal project as a leader and focus in the development plan that will help you get to the next base.

OBJECTIVES

  • Discuss and understand some of the key challenges behind the process of getting to know yourself.




LEARNING OUTCOMES

On completion, students should be able to:
  • Understand that the plan is not as important as the process of planning. It is the act of taking time to think about where you are, where you have been and where you are going.
  • Identifying stress drivers beyond your control and viewing how to manage them in order to concentrate in things which you can only control: your actions.
  • Setting achievable goals, avoiding great dreams that are not helpful goals and being prepared for the personal 20 miles march you need to win “the race to the pole”.
  • After this self-awareness process, reshaping routines and schedules in order to live in congruence with your own values and goals.
  • Experience the impact of personal alignment and communication skills in public speaking, including crisis scenarios.


FACULTY

The course will be lectured by Professor Conor Neill from IESE Business School, Spain.

Directors and executives must understand the macroeconomic context and the socio-economic factors that affect the business environment in which they make decisions.

OBJECTIVES

  • Discuss and understand the role of the macroeconomics in business development.
  • Discuss and understand the role of government in fostering a favorable environment for business development.
  • Understand the decision making process in a variety of contexts and situations.




LEARNING OUTCOMES

  • UBGE is a course aimed at participants who want to develop skills in understanding the interaction among macroeconomics, government and business, particularly in emerging economies.


FACULTY

The course will be lectured by Professors Richard Vietor from Harvard Business School, USA, and Ignacio Munyo from IEEM Business School, Uruguay

Entrepreneurial Finance will focus on financial management within entrepreneurial firms. The course examines how entrepreneurial investments are financed, examining the financial aspect of firms at all phases for their cycle, from the initial idea generation to the ultimate harvesting of the venture.

Once the entrepreneur identifies an investment opportunity, a financial strategy needs to be outlined. The opportunity may be a new firm, a new project, an expansion of a plant, or even the hiring of new employees. Any of these types of investments present particular financing problems. An entrepreneur who cannot raise the required resources will not succeed. A firm needs cash to survive and various

OBJECTIVES

The course aims to
  • Introduce the key financial challenges that entrepreneurs face regarding start-up-venture funding.
  • Analyze the different stages of the funding cycle from start-up to exit, both from the entrepreneur as well as the investor perspective.
  • Explore several financing models and criteria to assess their appropriateness to a specific stage of the venture, the nature of the product or service and the interests of the stakeholders.
  • Get acquainted with the particulars faced in the Latin American landscape.


FACULTY

The course will be delivered by Professor Juan Pablo Dávila from INALDE Business School, Colombia

Familiy businesses are at the heart of most countries in the world, with a significant contribution to GDP and employment. However, most of the evidence shows that it is increasingly difficult for a family business to get passed on successfully from generation to generation.

OBJECTIVES

  • Understand the forces at work within family business systems that make them both strong but also vulnerable in terms of ensuring their continuity.
  • Delve into the typical traps in which families often get caught when trying to solve management and ownership issues, and how to overcome them.

LEARNING OUTCOMES

This course is designed so that participants can develop and integrate interdisciplinary skills that will enable them to deal with the following issues:
  • Family and business dynamics.
  • Succession and continuity in family businesses.
  • Training and join-in processes of next generation members.
  • Family and business corporate governance structures.
  • Challenges behind the development of the family constitution.


FACULTY

The course will be lectured by Professors Ernesto Bolio Barajas from IPADE Business School, Mexico, and Carlos Folle Estrada from IEEM Business School, Uruguay.

The end of the commodities supercycle marks a definitive turning point for the global economy. What was previously a boom has become a crunch that is impacting the entire Latin American region, slowing growth in most cases, or even sending whole countries into recession.

Companies in Latin America must change from a focus on production, fueled by a strong demand, to a focus on productivity, motivated by increasing competition, price wars and a more price sensitive customer. Which will be the next turning point? Will companies be ready to react in time? What should they be doing today in order to be ready? What are the management tools that will help? Which is the role of governments? Do managers understand politicians and their impact on the business climate?

While the analysis at the theoretical level is obvious, very few companies —and very few leaders— have the ability to effectively move their teams out of their comfort zone, into a culture of productivity and innovation, because it requires, among other things, a paradigm shift.

OBJECTIVES

This course is designed for participants who want to:
  • Understand the key components of organizational culture and productivity.
  • Effectively diagnose the fit between the company’s culture and its productivity.
  • Identify the gaps to be closed to have an effective alignment between strategy and culture.
  • Recognize the sources of uncertainty and their effect on corporate profitability.
  • Include uncertainty in the global strategic planning processes.
  • Understand how organizations can decide which risks should be assumed and which ones should be transferred.


LEARNING OUTCOMES

On completion of this course participants are expected to be able to understand how to:
  • Develop an action plan to align the company's culture with its competitive strategy.
  • Generate an effective culture of productivity in their teams.
  • Implement tools to maximize productivity at the individual and team level.
  • Design and implement action plans to create cultural change.
  • Understand the importance of including uncertain scenarios in strategic planning.
  • Transform uncertainty into value.


FACULTY

The course will be lectured by Professors Raúl Lagomarsino from ESE Business School, Chile, and Lorenzo Preve from IAE Business School, Argentina.

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