Trump Envoy Erik Prince Met with CEO of Russian Direct Investment Fund in Seychelles
by Erin Banco
“Why would you separate the management company?” asked Patrick Schena, an expert on sovereign wealth funds who teaches at the Fletcher School at Tufts University. “One of the reasons is to give the appearance of a degree of separation to show independence in decision-making.” In other words, he said, RDIF wanted to move away from a highly controversial sanctioned entity to appease potential business partners.
We are beyond thankful for everything that thousands of people did make this the largest giving day in Fletcher and Tufts history.
Thank you for volunteering. Thank you for donating.
And thank you for supporting today’s students and faculty and the tremendous academic and global community that is Fletcher. Together, we’re making a brighter world.
Today is #GivingTuesday! Learn why Dean Bhaskar Chakravorti is giving to Fletcher, and consider joining him with your own gift. If 250 people give to Fletcher today, we unlock a special $50,000 challenge gift!
Memo to the World Bank: India should be rated even higher in the ease of doing business rankings the next time
Pop the champagne and pass the mithai — for it is, indeed, the epoch of belief, the season of light in the world’s largest democracy. After languishing in the World Bank’s league tables, India is, finally, getting its due: It has been admitted to the top 100 nation club for Ease of Doing Business. Prime Minister Narendra Modi is one giant step closer to fulfilling every Indian’s dream.
It is now time to plot the next big move — to break into the top 80 nations club. With all the hard work already behind us, this next step should be a piece of cake. Here is how.
Another day, another MIB working at the intersection of business and world affairs! Kelly Liu, supply chain manager at Dell and a 2016 MIB grad, was quoted in CNET on the fight to stop child labor abuses in Congolese cobalt mines. Check out the story!
That sentiment was shared by Kelly Liu, a supply chain manager at Dell. She said her company has been working closely with Huayou Cobalt and conducted a survey with its suppliers and shared its template with other companies as well.
“We recognize this is a complex issue, and this is probably going to be marathon and not a sprint in order to create positive change,” she said.
In May 2017, the International Development Association (IDA) convened leaders from across Sierra Leone’s private, public, and NGO sectors at its first Development Finance Forum in the capital city of Freetown. The forum was an effort to engage stakeholders in identifying opportunities to unlock private investment in the country. The IDA, a branch of the World Bank focusing on the world’s 75 poorest nations, had recently pledged a $2.5 billion Private Sector Window aimed at mobilizing business development in fragile and conflict-affected states by de-risking private sector investments.
Sierra Leone’s President, Ernest Bai Koroma, opened the meeting on an optimistic note and invited participants to think through constraints and opportunities in business investment in the country. The plenary session soon broke out into a number of focus groups, where I found the tone was decidedly less optimistic.
I was attending the conference through my role as a policy fellow with Innovations for Poverty Action, a research group working to enhance the role of evidence in policymaking. With support from the Institute for Business in the Global Context at the Fletcher School, I was working in Freetown on a project mapping the formal and informal institutions governing the education sector in Sierra Leone.
The Fletcher School is no stranger to literature involving leadership and negotiation. As professor and former Fletcher dean Jeswald Salacuse noticed, however, these two genres often fail to address one another. Rather, leadership and negotiation are often treated as subjects unto themselves: matters of vision and drive on the one hand, and agreements and alternatives on the other.
Drawing on his experience in academic and private-sector leadership, Salacuse came to the following conclusion: “To lead is to negotiate.” Contrary to popular opinion, leadership is not simply a matter of developing a vision and then cracking the whip. The act of leadership certainly involves vision and execution, but the journey of leadership fundamentally involves negotiation at every stage, he said.
Fletcher Alum and wealth management expert Alice Finn (F’88) tpeaks to the the Fletcher community on her book, “Smart Women Love Money” (Photo Credit: Sarah Collins)
On Wednesday Nov. 1, Finn returned to The Fletcher School to take part in the Institute for Business in the Global Context (IBGC) Speaker Series and in true Fletcher style, she brought along a fellow alumna and PowerHouse Assets colleague, Ralitza Gueorguieva (F05). IBGC Director of Corporate Relations Dorothy Orszulak introduced Finn to an engaged crowd — of both genders. Finn answered every question asked thoughtfully and passionately, sharing her five top tips:
Invest stocks long-term
Implement index finds
Keep fees low
In a Q&A before the event, Finn revealed her motivation for starting her company, shared her best financial tip and explained how her Fletcher experience prepared her for her career.
“Should businesses be involved in politics? Absolutely. We have a responsibility to make our contribution to society,” Oliver Wyman CEO Scott McDonald told Fletcher students last week during a talk hosted by The Institute for Business in the Global Context. McDonald explored business’ ever-evolving role in politics during his presentation and explained how he navigates the changing landscape as head of a leading global management consulting firm.
The debate around whether business should (or shouldn’t) be involved in politics isn’t a new one, McDonald said, but discovering the right way to balance involvement in politics without alienating your employees and consumers often poses a challenge for companies.
Oliver Wyman CEO Scott McDonald discusses the role of business in politics as part of the IBGC Speaker Series (Photo Credit: Ahmad Raza)
Political activities such as lobbying have existed for ages and have always been a natural part of the business world, McDonald explained. During the 1960s and ‘70s, businesses became more involved in politics as the civil and women’s rights movements hit the scene. The next big wave of activity popped up in the ‘90s as consumers began to make their voices heard more clearly. Over the past 10 years or so, companies have started to think strategically about consumers’ voices and have begun to actively align their goals with those of their customers.
This year, Ernst & Young announced the launch of a new training program, Religious Literacy for Organizations (RLO), which “help[s] organizations better understand religious inclusion and its positive impact on business process and performance.” Why would a “Big Four” accounting firm offer religious literacy training to its clients? What does this move mean for the consulting industry and global business?
The Institute for Business in the Global Context is proud to sponsor…
This panel will discuss the practicality of religious literacy training in today’s global businesses, what religious literacy looks like in business operations, and why this trend should be on radar of today’s business students.
Paul Lambert, Assistant Dean at Georgetown’s McDonough School of Business
Dr. Ibrahim Warde, Professor of International Finance at The Fletcher School
Dr. Brian Grim, President of the Religious Freedom & Business Foundation
Joyce S. Dubensky, CEO of Tanenbaum
IBGC is a part of The Fletcher School at Tufts University