Institute for Business in the Global Context

Where the World of Business Meets the World

Author: IBGC (page 1 of 23)

Leap of Faith: Reimagining the Relationship Between Technology and Human Understanding With MasterCard’s Ajay Bhalla

Mastercard’s Chief Security Solutions Officer Ajay Bhalla was on campus on Wednesday, March 28, to discuss the ways in which companies need to reimagine the relationship between technology and human understanding to stay relevant.

Bhaskar Chakravorti, Senior Associate Dean of International Business & Finance at The Fletcher School and the founding Executive Director of the Institute for Business in the Global Context, introduced Bhalla to the audience of students, faculty, and administrators. Chakravorti and the team at IBGC have been working with Bhalla and Mastercard since 2011 developing the Digital Evolution Index, a measure of digital change and trust across the globe. The issue of trust is a key one for Bhalla, who is responsible for ensuring the safety and security of every payment for the over two billion cardholders using the Mastercard network.

During his talk, Bhalla compared the rapid change in technology throughout the past few decades to a rollercoaster. “Riders are comfortable in one moment and then the rollercoaster flips upside down,” he said. He went on to note that in combining rapid technological innovation with the pace at which human knowledge is expanding globally, changes in technology can be expected to create some uncertainty.

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Three People. Two Questions. One Degree. – Focus on Alternative Energy

Our Master of International Business alumni step out of Fletcher into fascinating careers across sectors and geographies. Our new series, “Three People. Two Questions. One Degree.,” features MIB alumni working in a common industry who bring a unique Fletcher perspective to their organizations. Through a pair of questions, they look back at their time at Fletcher and forward to the future:

THREE PEOPLE


Christopher Hickey '13
Enel Green Power
Business Development Director

Boston, MA

Ravi Manghani '10
Greentech Media
Director, Energy Storage

Boston, MA

Alexander Schulte '16
BlueWave Solar
Director, Business Development

Boston, MA

TWO QUESTIONS

  • What did you learn at Fletcher that is most relevant to your career today?
  • How has the outlook for alternative energy changed over the past few years?

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Entrepreneurship: Fletcher X 4 at the Tufts $100K

This post originally appeared on the Fletcher Admissions Blog

This will be an exciting day for four teams of Fletcher students who are competing in the Tufts $100K New Ventures Competition.  Four teams out of only 18 to reach the finals, in fact!  The finalist teams will compete in three tracks — Social Impact; MedTech and Life Science; and General and High-Tech — with the pitching going on throughout the day.  The competing teams all include, but aren’t limited to, members of the Tufts community.

The Fletcher teams are:

Edkasa, Winner of the 2018 Fletcher D-Prize with $30,000 in cash and in-kind support services!
Team Members: Sohail Ali, F19; Bakhtawar Ali, F19; Fahad Tanveer; Annum Sadiq
Venture description: Pakistan has 15 million out of school secondary students.  Of those who are in school, nearly half do not graduate.  Using a live, virtual learning platform, EDKASA makes “rock star” teachers accessible to secondary students in Pakistan at an affordable cost.

M-tuma
Team Members: Faith Biegon, F18; Collins Sirmah, A16; Bryson Wong, A17
Venture description: Dukas, “Mom and Pop stores,” play a critical role in Kenya’s economy.  They supply roughly 70 percent of the country’s consumer goods and are often run by women or families.  These shop owners lack information on prices, travel long distances to wholesalers, and incur high transportation costs.  We are building an online system where shopkeepers can view prices and make orders.  We then aggregate orders from multiple shopkeepers and rely on third-party transporters to deliver goods utilizing economies of scale.  Shop keepers now know prices, get goods at their doorsteps, and save on transportation costs. Continue reading

CEME Perspectives: The End of the Chapter

by Ari Axelrod, CEME Senior Fellow

It is a stately mansion located in one of the most prestigious areas of St. Petersburg. It has its own beautifully landscaped garden, a rarity in Russia’s Northern Capital. It is a stone throw from Smolny Institute, the seat of the Governor of St. Petersburg. And the views on the majestic Smolny Cathedral and the bend of the Neva River cannot be beaten. The three story building was built in 1902-1903 as an orphanage named after Baron Vladimir Frederics (a confidant and the Imperial Household Minister of Nicolas II), served as a military hospital during World War II, and later housed an Art College. In 1993, Anatoly Sobchak, then the mayor of St. Petersburg ordered to hand it over to British Consulate General.

The decision to turn the building over to British diplomats was not met with unanimous approval. To many, the building’s grandeur and location were symbolic of the new Russia’s openness to the West. That was a policy of which Anatoly Sobchak was one of the most influential champions. Yet KGB challenged the decision, ostensibly concerned about possibility of British “agents” tapping into the nearby government cable.

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One Misstep Too Many: Facebook has Egg on its Face Again, and This Time it Might Stick

Zuckerberg has confidently promised to fix Facebook, but it will be far from easy. The ultimate social network is a victim of its own success and eye-watering revenues. When Facebook’s 2 billion users around the planet log in every month and share or swipe past some slice of the human condition as offered up by friends, family and others, the users and their contexts are bound to vary widely. To get a sense of the spread of contexts that Facebook must straddle, consider the two most important markets for the company: India, which has the largest number of Facebook users and is among its fastest-growing markets; the home market of the US. Now, add Brazil and Indonesia as the next two markets behind these two dominant ones. To manage a social network spanning this much disparity of socio-political contexts and levels of digital trust would call for Zuckerberg to re-enroll at Harvard and get a degree in what I might call “digital anthropology.”

Read the full op-ed by Dean Chakravorti in The Indian Express

Three People. Two Questions. One Degree. – Focus on Business for Impact

Our Master of International Business alumni step out of Fletcher into fascinating careers across sectors and geographies. Our new series, “Three People. Two Questions. One Degree.,” features MIB alumni working in a common industry who bring a unique Fletcher perspective to their organizations. Through a pair of questions, they look back at their time at Fletcher and forward to the future:

THREE PEOPLE


Zandile Lambu ‘17
Circle
Compliance Specialist

Boston, MA

Jesse Simmons ‘16
Align Impact
Investment Analyst

Santa Monica, CA

Ammar Karimjee '17
One Acre Fund
Impact Ventures Associate

Tanzania

TWO QUESTIONS

  • What did you learn at Fletcher that is most relevant to your career today?
  • What idea/innovation gives you the most hope for helping those at the bottom of the pyramid?

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The Countries that Trust Facebook the Most are also the Most Vulnerable to its Mistakes

Whatever solutions the good folks at Facebook devise – or have thrust upon them by regulators and lawmakers – must work not just for the more recently outraged American or the already skeptical European user. The solutions must work for the world from where Facebook picked up its second billion users, and is looking to pick up its third.

Read the full piece from Dean Chakravorti in The Conversation

Three People. Two Questions. One Degree. – Focus on Technology & Innovation

Our Master of International Business alumni step out of Fletcher into fascinating careers across sectors and geographies. Our new series, “Three People. Two Questions. One Degree.” features MIB alumni working in a common industry who bring a unique Fletcher perspective to their organizations. Through a pair of questions, they look back at their time at Fletcher and forward to the future.

THREE PEOPLE


Shailesh Chitnis ‘10
Compile
Vice President of Marketing

Bangalore, India

Sarah Ryan ‘13
SONOS
Global Commercial Insights

Boston, MA

David Rottblatt ‘11
Embraer
Business Development Director

San Francisco, CA

TWO QUESTIONS

  • What did you learn at Fletcher that is most relevant to your career today?
  • What innovation do you think will impact businesses most over the next 5 to 10 years?

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Bhaskar Chakravorti in Quartz – “How Facebook can really fix itself”

How Facebook Can Really Fix Itself

Company founder and CEO Mark Zuckerberg says he wants to win back users’ trust. But his company’s efforts so far have ignored the root causes of the problems they intend to fix, and even risk making matters worse. Specifically, they ignore the fact that personal interaction isn’t always meaningful or benign, leave out the needs of users in the developing world, and seem to compete with the company’s own business model.

Read the full piece from Dean Chakravorti in Quartz

International Corporate Social Responsibility: What Role for Governments?
UCL Global Governance Institute Keynote Lecture with Jette Steen Knudsen

In February 2018, Jette Steen Knudsen, Professor of Policy and International Business at the Fletcher School of Law and Diplomacy, called for a more systematic analysis of the various ways in which government policies interact with CSR initiatives as part of her recent keynote lecture at University College London’s Global Governance Institute. You can watch the full lecture above or on the UCL website.

Read a recap of Prof. Knudsen’s talk

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