All posts by svernam

10th Biennial International Business for Community Colleges Conference

Intl Bus Comm College FacGuest Post by Ian Priestman, International Business Professor at Linn-Benton Community College, Oregon, who attended the 10th Biennial International Business for Community Colleges Conference with a travel grant from the Global Business Center. 

Being an Englishman in America, I get a great kick out of going to conferences in the US, especially to places I wouldn’t get the chance to go to if I’d have stayed in England. There’s something exciting about saying, “I’m going to Washington” or, “the conference is Colorado” or even Michigan. It is these places that us Brits see in the movies or hear about in songs all the time but only ever dream about going to. Instead, the Brits attend conferences in rain soaked Manchester, in dark stone buildings in Leeds or in the concrete jungle of Birmingham. These courses in the UK take place against the backdrop of the perpetual dark cloud that hangs over the country, threatening to rain at any moment. On the other hand, no doubt these English towns are of the same interest to the US anglophile or history chaser as American places are to me.

This speaks to my first point I gleaned from the 10th Biennial International Business for Community Colleges Conference. There is a myriad of motivations and interests that we and more importantly our students have for studying international disciplines. Writing this post inspired me to think about the factors that had led me to the conference. I concluded with this: to make an international class or program, modern, and dynamic, we have to tap into our student’s motivations and interests in all things international and allow our students to develop these interests.

I now realize my reason for living and working in the US and becoming a citizen (and with my accent, me being an American really confuses my students!): It was my love of vacations as a child. Vacations gave me wanderlust, and as a direct result, there I was at the conference in Michigan as an International Business professor. With my love of vacations in mind, I realized that although a student might have no international experience other than a magical spring break vacation in Cancun, there’s plenty of scope to apply international business concepts to the tourist industry in Cancun or even another resort. Another example:  If a student enjoys British TV miniseries such as Downton Abbey or Brit comedies or even our musical output, the British movie or music industry would provide a great structure for the student in which to house international business concepts.

So now I want to spread my wanderlust (or wanderdust as I prefer to call it) to my students. How did the international business conference help me? The presentations on the regions of the world were fascinating as possible research projects and destinations for my students. Then, after hearing about the possibilities, the next piece of the puzzle was already waiting for me.  Waiting in the wings were sessions on raising the profile of international business in community colleges, internationalizing existing curriculums, and the possibilities for study abroad programs.

The conference gave me the tools with which to work in spreading the wanderdust. Great resources were suggested, notably by Tomas Hult and also the ‘Global Edge’. These resources will help me make my case at my community college for emphasizing the importance of international business courses. Finally, it was suggested that I research the availability of funds to attend further conferences thereby sustaining my enthusiasm for international business. Such funds are out there, you know- just like international business experiences and opportunities for our students.

Roei Ganzarski named Global Business Advisory Board Chair

Ganzarski HeadshotRoei Ganzarski is President and COO of BoldIQ. He is the Chair of the Global Business Center’s Global Business Advisory Board and holds an MBA from the Foster School.

Tell us a bit about BoldIQ. How did it come about, and what is your role in the company?

Thomas Edison once said: “There’s a way to do it better – find it”. At BoldIQ we find it for our global customers every day. We are a developer and provider of software platforms enabling real-time, optimal and actionable solutions for resource utilization, operations management, and disruption recovery, in complex business environments. Using our proprietary technology, our customers experience net operating savings of 4% to 16% and an increase in revenue-generating capacity of ~10%. Beyond ongoing real-time optimized planning, our platform provides on-the-fly change management from an entire systems perspective.

We originally developed our robust operations management platform and our optimization engine to support an innovative new air carrier: DayJet Corporation. We worked for 5 years developing systems and algorithms to support the very complex world of air taxi – no fixed schedule; constantly changing customer demand and requirements; variable unpredictable working environment including changing weather; multiple resources required to deliver each service; and a multitude of legal and operating constraints. This required complex automation and significant optimization, solving a large problem in seconds, multiple times a day, every day.

As president & COO, I am responsible for the day-to-day operations of the company, our growth, and our business.

 How did you become interested in global business?

My father worked for an international container shipping company and I spent my childhood in Asia watching him grow the business. We then returned to our homeland in Israel where I continued watching him grow the business throughout the world. I was intrigued and fascinated by his ability to talk to a political leader in China in the morning, solve an operational  problem in Italy in the afternoon, and then contend with the daily business of ships and crews scattered across the seven seas, all in complete calm and as  second nature. I was privileged to grow up in an environment where ‘global’ was simply the norm, and I was hooked.

 You serve on 3 advisory boards. What do you like about advising, and what direction would you like to take the Global Business Advisory Board in now that you’re the chairman?

I have been fortunate to experience a lot from a global perspective, both as a youngster, and a business leader working for companies like Boeing and BoldIQ, and I now feel that it is my duty to share that experience and knowledge with others so that we, as a whole, can continue to get better. Moreover, I am finding that I am learning just as much as I am imparting, which is what this is all about- always learning and always getting better.

As chair of the board, I would like to see us, the business community, take a more active role in the global education of our next generation’s leaders. My plan as chair is to help drive that forward. Seattle and the Pacific Northwest have an abundance of global companies – leaders in their respective markets and industries. We have globally known brands like Starbucks, Boeing, Costco, Amazon, and Microsoft to name but a few. We also have an abundance of less known brands that are global leaders in their fields. We must take advantage of that to the best of our abilities and help shape what tomorrow’s leaders need to know and need to be able to do, to continue the legacy that we are creating for them today. It is not just about jobs and internships. It is about shaping the academic and experiential programs that our students should go through to prepare for the world of global business. I would like to see the board take a more active role in this influence, and see the school and professors take a more active role in seeking out that real-world guidance from us.

 What would you tell students about the world of global business?

I would say that there is no longer such a thing as global business. I would say that today, the world of any business is global whether we like it, or plan it, or not.  Be it on the supply side (parts, materials, goods, or software engineers); be it in the customer base; be it in sourcing support or services; or even in the hiring of our employees – everything today has some element of global in it. So I would say get ready for an amazing environment of business that is making the world smaller and smaller and with that driving the need for an expanded knowledge and understanding of the world and the people in it. Your time at university is an amazing opportunity to experience, experiment, learn and try new things that later you may not get a chance to. Use the time wisely and fully and enjoy the journey.

Global entrepreneurship: rewards & challenges

Guest post by Maria Reyes, CISB student Saito 1

As a graduating senior I am often asked what the highlight of my business school career was. The response? The people I’ve met through the Michael G. Foster School of Business.

One of the most inspiring individuals I’ve met is William Saito. Internationally, he’s renowned for his work in encryption, authentication, and biometric technology. Today, he runs InTecur, a consultancy in Japan that helps companies identify and develop applications and markets for innovative technologies.

On May 9th, he came to the Foster School of Business to deliver a talk titled “Global Entrepreneurship: Rewards & Challenges.” I came expecting to learn just about starting a business, but Mr. Saito delivered that and beyond. He shared challenges in penetrating Japanese markets using American venture strategies and was humble in sharing what worked and what didn’t work, how he learned from his mistakes, and the importance of giving back once you are successful.

What I personally received from his talk is the drive to become an innovator during my internship in Tokyo, Japan. For those who are unfamiliar with the Japanese business culture, it is very uniform and male dominated, which is a challenging environment for a woman let alone a foreigner like me. Prior to meeting Mr. Saito, I felt pressured to conform to the Japanese norms. When I expressed my concerns about Japanese business culture to him one-on-one, he challenged me to break my own preconceived notions and be innovative by utilizing my unique background to help grow the company rather than work under it. I will never forget his words and will continue to think of them after graduation. I hope to one day inspire others to be innovative like Mr. Saito does.

Hungarian Ambassador Gyorgy Szapary visits the Foster School

Ambassador Szapary photoOn Friday, May 3rd, a group of Foster students and finance faculty members had the unique opportunity to meet with Ambassador Gyorgy Szapary, Hungarian Ambassador to the United States. An economist who worked for the International Monetary Fund and served as deputy governor of the National Bank of Hungary in his previous roles, Ambassador Szapary spoke on the topic of the European debt crisis.  He began by observing that the European debt crisis is really a triple crisis:  it started as a financial crisis, became a debt crisis, and is now a confidence and growth crisis.  The ambassador used the analogy of an iceberg:  the financial crisis was the part that was visible above the water, but many more problems were discovered under the water.

The European response to the crisis has been to impose fiscal discipline (austerity), although there is now a debate about whether to switch to more expansionary, growth-focused policies.  Ambassador Szapary reviewed the economic performance of European countries over the last five years and contrasted it with the US economy. In a wide-ranging question and answer session, the ambassador addressed questions about bank regulation, the prospects for Hungary adopting the euro, the availability of credit to Hungarian businesses, the effect of austerity policies on social cohesion, and the Hungarian constitution.

MBA study tour: reflections on Shanghai

Post by Jess Rush, Global Business Center Assistant Director of MBA Global Programs

IMG_6078 (2)Twenty three million. It’s hard to fathom the reality of that number. It is almost the population of the state of Texas. It is the population of the CITY of Shanghai, China. Nearly twenty five hundred square miles. It is both the area of the state of Delaware and the city of Shanghai. It’s daunting to think that this is just one city (and it’s not the biggest) in a country that is on the fast track to overtaking the US as the world’s biggest economy. Some studies indicate that we are less than twenty years from that happening. For the past twenty years, Shanghai has been growing, no, exploding. (Check out the photos here for some visual context: http://www.theatlantic.com/business/archive/2012/05/shanghai-can-the-fastest-growing-city-in-the-world-keep-it-up/257021/)

It is in Shanghai that the 2013 MBA Study Tour to China took off for a two week exploration of the culture and business of China. Shanghai provides a wonderful introduction to China. It eases one in with fairly clear skies and clean, safe streets. While it’s not as challenging as other cities, don’t be fooled. It’s still a real challenge to take a taxi to the Bund without it written in Mandarin. Just ask a few of us who tried!

While in Shanghai, the Study Tour visited a variety of companies including AGCO, Siemens Healthcare, SKF, Trina Solar and Kleiner Perkins Caufield Byers. Two particularly interesting meetings were with an ex-pat, “C-level” recruiter who left Pittsburg for Shanghai when the US economy took its downturn and with a UW alumnus who created a tech start up and is developing new social networking applications for an increasingly connected Chinese youth.  The MBA students, faculty and staff were treated to a wide array of industries and approaches to doing business both in China and around the globe. We were also treated to a typical Chinese lunch meeting. Over plates and plates of delicious food and steaming cups of tea, we talked hiring tendencies, the importance of human resources in multinational companies and creating community while living abroad.

Part of my experience in Shanghai also included a visit to one of our exchange partner schools-the Shanghai Advanced Institute of Finance (SAIF). While it also involved being treated to an amazing lunch spread, it was more importantly and opportunity to connect with colleagues and learn more about each other’s programs. SAIF is a relatively new program in a beautiful new building and in a fantastic part of the city near Shanghai Jiao Tong University. Students interested in studying finance could really benefit from spending a term there.

I expected Shanghai to be an interesting learning experience. I did not expect to be so charmed by the city. From exploring Tianzifang and Xitiandi in the French Concession to an adventure under the river to Pudong and up the Oriental Pearl Tower to see the night lights, the city gripped me. Making our classroom the boardrooms, restaurants, streets and taxis of Shanghai expanded the minds and perspectives of students and faculty/staff alike. There is no experience that can substitute for taking one’s learning global, especially given the future of the world’s economy. In our lifetime, the US will be sharing the stage more and more. Our best prepared leaders will be able to sit at that lunch meeting and make deals while serving themselves with chopsticks.

The 2013 International Business Club Summit- a student’s experience

Post by Vi Nguyen, CISB student

Vi Nguyen IBC

Thank you to the Global Business Center for giving me for the opportunity to attend the third annual International Business Club (IBC) Summit 2013 at the Fisher College of Business, The Ohio State University. The IBC had prepared an intense two-day summit for the purpose of gathering international business clubs from across the U.S. to share their best practices and develop deeper global awareness. This experience was very inspirational in many ways.

Prior to the event, each student had to fill out an IES (Intercultural Effectiveness Scale) survey. The idea focused on the likelihood of your working effectively with people whose cultural backgrounds differs from yours. This survey related to one of the sessions that were hosted on the first day, which was an assessment debriefing by Dr. Larry Inks, Department of Management and Human Resources, Fisher College of Business, The OSU. Dr. Larry Inks explained the purpose of the IES and emphasized that this assessment allows for an individual to seek out growth opportunities, to grow and develop based on our results. The IES provided us with the information on areas where there is room for improvements and to consider. He further mentioned that our position as college students is the richest environment for global reach.

The next event was the best practices presentation where each club had to give a 10-minute presentation on their club’s best practices and why they think their club is doing a good job for its members. It was then followed by an international trivia/jeopardy quiz where the questions were based from the issues of The Economist magazine. Additional questions were from general awareness and knowledge on global issues, geography, politics, cultures, etc. To end the first night of the summit, we had dinner and the chance for students to network with each other. We also had the honor to have Kent Larsson, currently a retail marketing consultant for The Gordman Group. Mr. Larsson shared his senior positions in marketing, merchandising, and strategic planning during his 30 years in specialty and general merchandise retailing companies such as Big Lots. He also spoke about the challenges of working overseas and of course the rewards of it.

The second day was an intense simulation on making great global decision based on the topic “China in Africa: Savior or self-interest”. This simulation was created by the Foreign Policy Association that requires robust discussion and consensus building on international topic and was facilitated by Shannon McAfee, Columbus council on World Affairs (who is also from Washington). After reviewing the topic, each team was to debate their positions on elements of this topic and present their points of view to all the participants. To end the summit, we had a keynote speaker: Mr. Patrick Terrien, President and CEO, Columbus Council of World Affairs. We had the opportunity to hear Mr. Terriens biography and how he was exposed to globalization. He then led an informal discussion on the topic of The Business of Global Awareness.

Through this experience, I had the opportunity to learn compelling best practices from other clubs across the U.S., build global competitiveness through survey feedback, test my knowledge with Economist quiz, network with peers also interested in global careers, participate in Foreign Policy Association global simulation and gain a competitive edge by expanding global awareness.

 

Digital marketing with a global team- a conversation with Justin Calvo, CISB alum and CIBER advisory board member

Justin CalvoJustin Calvo is the Global Director of Digital Marketing at Avanade, a global Microsoft technology integrator. He is a 2002 alumnus of the Foster School and the Certificate of International Business Studies (CISB) program, and is a member of the Global Business Center’s CIBER advisory board.

Tell us about Avanade. How did you get your start?

Avanade is a global Microsoft technology integrator.  Standing on the shoulders of our parent companies, Microsoft and Accenture, Avanade delivers insight, expertise and innovation across all industries to realize business results. After spending two years at a Seattle venture capital fund, the opportunity to work for a young company with incredible vision and backing was an entrepreneur’s dream.  One of the things that attracted me to Avanade was the idea that the company was truly global on the day it opened its doors for business a few years earlier.  Being global has always been an important part of the culture at Avanade.

I’ve had many roles in my 10 years with the company – responsibilities for delivering projects, managing global customers, directing an industry team and currently incubating Avanade’s Digital Marketing business focusing on helping marketers drive business value by improving the customer experience.

What is it like to manage a global team? What are some challenges you’ve faced, and insights you’ve gained?

Managing and being part of a globally connected team is one of my favorite parts of working for Avanade. The opportunity to work across a diversity of customer business problems with dynamic global teams and leading innovations is a large part of what drives me each day.

One critical lesson I learned early on at Avanade was that global means much more than simply working across continents.  It’s about having the scale and depth of insight and expertise to address complex, multi-faceted business situations. This past winter I had the opportunity to travel to Asia to spend time with some of our customers’ marketing leaders.  Perhaps no one inside a business understands how to support global needs like marketers, who increasingly require greater scale and insights to reach dynamic consumers and markets.  Meeting these diverse needs and doing it at the speed of today’s consumer requires a global approach.  The Chinese and German marketplaces are two extreme examples where global skills are necessary to navigate a complex ecosystem country-specific marketing channels as in China’s case, or to ensure ongoing compliance with Germany’s strict consumer privacy laws.

How did your time at the Foster School influence your interests and career?

The Foster School of Business and the CISB program gave me a strong foundation and framework to address business challenges in a global context.  Learning about how the global economy operates was essential to understanding my role in it and planning out my career.  Spending time studying and working abroad reinforced my passion for global interactions.  One of the most rewarding surprises I hadn’t fully considered or appreciated during my time at UW were the connections I built with classmates and teachers.  My classmates have gone on to drive incredible impact in global business.  Staying connected with many of them has allowed me to see the global economy and my career path from various angles.

What is one thing that you would tell students about the world of global business?

In 2000, when Avanade was established as a global business and I was still preparing to join the workforce, most new companies viewed being global as a destination.  This has changed.  Today every business must act globally.  The emerging start-up must consider the scale at which their innovation will address problems and the Fortune 100 enterprise must take stock of whether they have the agility they require to keep pace with the dynamic markets they serve.

As long as companies remain transfixed on growth – global will be a requirement.  Use this time in the Foster School of Business to gain valuable knowledge about the underpinnings of the global economy, and also to consider the tools and connections you will require to address the complex, multifaceted challenges that lead to tomorrow’s global opportunities.

From Norway to Foster to Boeing: a conversation with MBA alum Hans Aarhus

Hans Aarhus bio pictureHans Aarhus is the director of Estimating and Pricing for Boeing’s 787 program. He received his MBA from the Foster School in 1989 and is a member of the Global Business Advisory Board.

In 2011 you were named Director of Estimating and Pricing for Boeing’s 787 program after serving as the Director of Financial Planning for the program. Tell us about your new role.

In my new role, I’m responsible for all of the estimates that are done on the 787 program.  These estimates can be broken down in a couple of different categories: the engineering changes that are being considered for the airplane, customer requested changes to the airplane, new derivative airplanes being studied and any production system investment under consideration.   All of these estimates require my team to reach out to all of the different organizations that would have impacts due to the proposed changes, including engineering, procurement, production and support.  Most of these estimates get presented in a business case format that includes a number of financial metrics and considerations.  We also work with our pricing organization for estimates that include pricing considerations with our customers.

I also have responsibility for all systems, processes and tools that support our function in our day to day activities.

What was it like to come to the US from Norway to study at UW? Did you plan to stay in the US after earning your MBA?

It was a great opportunity that also included quite a culture shock.  I had not been to the US before and I still recall very vividly the first day which included the I5-I405 Hwy interchange coming out of Seatac, the downtown skyline and Bellevue Mall.  My impression was, “wow everything is bigger in the US.”The first couple of days on the UW campus were also very impressive in regards to the sheer size of the campus and all of the great architecture of the buildings. My first quarters were certainly influenced by the fact that English is my second language and some of the challenges it drives.  I also recall the excitement I always had talking to friends and relatives back in Norway in regards to my experiences that UW offered including my first Husky football game with 60,000 plus fans in the stands.I did not have any plans whatsoever to stay in the US in the beginning but that changed very quickly when I ran into a student from Oregon in the McMahon dining room in the spring of 1986.  A very long and great story but here we are 25 years into our marriage with 2 great sons.

How has your global experience helped you in your various positions?

I think the global experience has been very important for me throughout my Boeing career.  English being my second language has always made me pay very close attention when other people are communicating so I end up doing a little more listening than talking, which I have found to be a good thing.  I also think having a global experience enables you to recognize that most people come from different cultures and the more you understand about their background and can take that into consideration, the more productive your interactions will be.

What would you tell students about the world of global business?

The world is becoming a smaller and smaller place every day.  By that, I mean that advances in transportation and technology enable a much simpler way to connect with people around the world.  It is paramount for us to recognize this and embrace it.  The quicker you can adapt yourself to operate and efficiently interact with people in all of the different cultures, the more successful you will be.

I think the UW is an excellent place to start that journey. You have a tremendous opportunity at UW to really reach out to the diversity that the school has to offer. Taking advantage of these opportunities will put you ahead of a lot of your peers that you will be compared to and compete with as you progress in your school work and your professional career.

Launching a new business division: a conversation with Ray Risco, President of Weyerhaeuser Solutions

Ray Risco is the President of Weyerhaeuser Solutions, a division of Weyerhaeuser that offers consulting and management services designed to help clients develop, manage and commercialize forest assets. He is a member of the GBC’s Global Business Advisory Board.

Tell us about Weyerhaeuser Solutions. What was it like to create a new business division for a company?
Weyerhaeuser Solutions is designed to take our management, business and some IP systems and engage them with third parties outside of the traditional forest products space as part of the World Business Council for Sustainable Development 2050 initiative. I worked with Bob Ewing, a colleague, in developing a business that manages natural resources and assists companies in transitioning to renewable energy supplies, such as electrical utility companies that are looking to co-fire biomass with coal as a green alternative in the UK, and specialty chemical companies looking for organic feedstock instead of traditional sources.

Creating a service division that provides consulting as well as operational management in a traditional products company presented some significant challenges.  However, the timing of the idea linked to the 2050 initiative and the support of senior management along with the Board of Directors was a significant plus in successfully launching the business.  From inception to official launch took 2.5 years.  That may seem like a long period of time, but considering the radically different business model it was a remarkably quick process.

In your career, you’ve worked in accounting, finance, operational and divisional leadership, and new product/business development. Which was the most challenging, and which the most rewarding?
Every role I have had has had its challenges and rewards from a personal and career perspective but one challenge in particular had the largest personal impact.  In 2005 I took over the leadership of our Uruguayan operations and had the chance to transform a plantation project into a full blown operating company.  My challenge was to set up the productive chain and to find the right people to staff all of the new departments we had just created and set them up for success. Although this was a significant personal challenge and rewarding for the whole team, the greatest sense of accomplishment and pride has come from seeing the immensely positive impact this project has had in the communities in which we operate.

What countries have you lived and worked in?
I am originally from Peru and I have lived in 6 different countries since my childhood including living and working in the US, Germany, and Uruguay. Over my career, I have had direct responsibility for over 22 countries covering Asia, Europe and South America.

What would you tell students about the world of global business?
The world may be getting flat but that doesn’t mean it’s the same – culture, history and tradition matter as one thinks of doing business at home or abroad.  At the end of the day you are still dealing with people so respect matters.  Be confident in what you know and never be afraid to admit what you don’t.  More often than not you will get the help you need.