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International Press / 2015
Coprix Media wins at
Digitale news
June 2, 2015

Coprix Media, the startup that focuses on gamifying science, through a simple, data-driven game has been selected as the winner of the Startup Challenge and has won the chance for a fully covered trip to TechCrunch Disrupt in San Francisco.
Coprix Media is a start-up that aims to help develop a world where talented people can be discovered at early stages, through full access to top quality education and through active help in the development of natural affinities. And to contribute towards this goal, they have launched products like: The interactive spelling book, an interactive touch-based game which helps kids learn how to write letters, Interactive Mathematics, a math learning system which utilizes a back-end system to analyze and collect data, in order to provide insights for kids progress and Coprix Laboratory which allows your students to perform any type of specialized laboratory exercises in Chemistry, Physics or Electrotechnics without the fear of breaking expensive equipment or hurting themselves

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International Press / 2015

Supply Chain Insights Announces Global Summit Keynote Speakers Dr. Pankaj Ghemawat and Dr. Richard Florida
IT Business Net
May 28th, 2015

Supply Chain Insights has announced the final agenda for its Global Summit September 9th and 10th at the Phoenician in Scottsdale, AZ. The conference theme, Imagine The Supply Chain That Could Be, is supported by the addition of two world class economists that will expound on future states of supply chain technology, multinational commerce, and talent acquisition during two keynote addresses. These keynotes are designed to educate attendees on the steps required to align to emerging trends that will impact future supply chain operations and prepare an organization for optimal performance.

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International Press / 2015
MetLife’s Global Mobility Surge
Talent Management
May 1, 2015

In March of 2010, MetLife Inc. announced a $15.5 billion deal to acquire American Life Insurance Co., also known as Alico, from beleaguered American International Group Inc., or AIG.

But this wasn’t just any deal by two insurance behemoths commonly at the center of billion-dollar transactions. 

The purchase, a fire-sale effort by AIG to repay government bailout funds it received as a result of its involvement at the center of the 2008 financial crisis, instantly propelled MetLife, then the largest life insurer in the United States and Mexico, into elite territory.

By acquiring Alico, New York-based MetLife’s global presence grew to 64 countries from 17, putting it among the biggest insurance firms in the world (it now has roughly 68,000 employees). Its non-American revenue, which before the deal accounted for 15 percent of its total, jumped to 40 percent, reported The Economist the week of the deal’s announcement. 

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International Press / 2015
Why Both Sides Are Wrong About Trade
Politico Magazine
April 29, 2015

The trade debate is once again dividing both parties. President Obama says that Senator Elizabeth Warren is wrong when she argues his free-trade agenda will hurt the middle class. Populist conservatives, meanwhile, are squaring off against Chamber of Commerce Republicans over the issue, which is in the news this week with the visit of Japanese Prime Minister Shinzo Abe to Washington and Obama’s efforts to seek “fast-track” authority for the Trans-Pacific Partnership (TPP) and the Transatlantic Trade and Investment Partnership (TTIP).

If only people on both sides of the debate really understood what they were talking about. At bottom, the idea of further freeing up trade is about furthering globalization, which all sides—left, right and center—agree is the most important economic trend of our time. The only difference of opinion is whether globalization is good or bad. Pro-market neoliberals want to educate Americans to excel in a global labor market characterized by ruthless competition among individuals living in different continents. Economic populists want to use protectionist measures to fight globalization by bringing well-paying manufacturing jobs back to the United States.   

But what if they’re all wrong, starting with the supposed sage of the age, Thomas “The World Is Flat” Friedman? What if globalization never actually happened on the scale that most people assume, and the debate about the pros and cons of today’s trade deals is really much ado about relatively little?

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International Press / 2015
In charts: here’s why Greece is making a mistake by turning to Russia for help
April 27th, 2015

At the beginning of April, Greek Prime Minister Alexis Tsipras made a state visit to Moscow. Mr. Tsipras and Russian President Vladimir Putin had a lot to discuss: the two countries are working to finalize negotiations on a pipeline for Russian natural gas between Turkey and Macedonia (FYROM), and it has emerged that Greece is now in talks to buy S-300 missiles from Russia. Greece’s newfound coziness with the Kremlin has also been on display in Greek criticism of European Union sanctions in response to Russia’s annexation of Crimea.

Meanwhile, Mr. Tsipras is becoming an ever bigger frustration to Greece’s fellow EU members. The election of his Syriza party came on the promise of ending austerity measures imposed by the EU and International Monetary Fund. Since coming to power in Jan. 2015, the government has continued to push for a better deal from its European partners, but some prominent party members suggest that they might also be looking for new sources of funding.

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International Press / 2015
How SMEs Can Internationalize
April 20, 2015

Taking a proactive approach to internationaliz­ation makes companies more robust and potentially more successful, with a far greater client base and more scope to e­xpand. While internationali­zation typically denotes big busi­ness carried out on a global scale, even the smallest companies can in­ternationali­ze suc­cessfully with limited resources if they play their cards right.
Why internationalize?
Most of the time, companies are motivated to internationalize due to reactive reasons, such as:
The possibility ­or ne­cessity­ of increasing sales
Diversi­fying its operations ­and associated risk­s­
Getting closer to its clients
Reducing costs of ­labor production or supply­
Compensatingfor home mark­et decline or saturation

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International Press / 2015

CEMEX: An Emerging Market Multinational
strategy + business
April 13, 2015

When a company moves from a national to aglobal role, success is not guaranteed. Many companies expand into areas wherethey are unlikely to thrive, because they lack the capabilities needed in theirnew locales and because the parameters of their home country constrain them.One company from Mexico, however, offers lessons about how to grow in acoherent, effective way: the cement producer CEMEX.

CEMEX is the subject of a new roundtablestory, “CEMEX’s Strategic Mix,” a discussion among several of its seniorexecutives that was instigated by a Strategy& research project on coherentcompanies. Strategy& asked me to comment on the roundtable because of myongoing study of the company. I first came to know CEMEX in 2000, when I wrotea Harvard Business School case study on it. I have continued to track thecompany and its progress ever since. I was originally drawn to CEMEX because,according to the academic literature, cement was the type of industry in whichone shouldn’t expect to see multinational companies. CEMEX, by far the mostprofitable of the multinationals in the cement industry, seemed like the idealcase to study to understand this anomaly.

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