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.
Read the full article in CNET
Originally post on the Fletcher admissions blog, a home for lots of great content from the Fletcher community!!
At one point during my first year at Fletcher, someone told me that, in the end, everything was going to be o.k. Everyone will do something during the summer break, be it an internship, research, writing, or catching up with old friends and family for two or three months. As much as I wanted to believe that, I couldn’t help but get a little nervous when it was a couple of weeks after the last final of the spring semester, summer had officially started, and there was still no official offer letter for a summer internship. I even flew back home to Indonesia, not knowing whether I was going to intern at all during the next few months, or just plain relax (or maybe start writing my capstone).
Adi (in the red shirt) and the CCB team at Citi Indonesia
Then the moment I had been waiting for finally arrived. I was offered a spot in the Global Consumer Summer Associate batch at Citigroup’s Jakarta office. While extremely relieved, I also came to realize that now the hard work would start. This would be my first exposure to working at a global corporation, first time at a financial institution, in an industry far away from my previous professional background. I was put on the Commercial Lending team. My role was to support the business analysis and marketing staff in the division. My main deliverable was an official guide for new employees of Citi Commercial Bank (CCB). This meant that I had to learn how CCB operates, understand the complete business process down to the individual roles of each person on the team, and package all this information into a guidebook that would be easily digestible to a newcomer.
As the calendar turns summer and another class leaves Fletcher, we reflect on some of the fascinating research we’ve supported from students in the past. In this post, we revisit MIB ’16 graduate Nathan Holdstein’s research on investor relations for companies in Mainland China.
For firms at various stages of development, listing shares on a major international stock exchange is the penultimate measurement for establishing oneself as a “successful” business. This is especially true of firms based in Mainland China. In many cases, firms choose to list shares outside of the country, mostly in Hong Kong and the United States, either as a primary listing or to supplement existing listings on local bourses. Those that do so can face intense scrutiny from market regulators, investors, media, and the general public. What can they do to better demonstrate the value they will bring to shareholders in international markets?
The author interviewing Prof. Zhigang Tao, Hong Kong University
My capstone looks at the investor relations component, and why Chinese companies should more actively engage key market players to better show their value. I am hypothesizing that companies doing so have larger percentages of institutional shareholders, which will reduce volatility and push the price up over the long-term. This occurs in large part because those firms that are successful will provide the market with a steady stream of reports, forward guidance, and general news updates to give analysts and stakeholders a better understanding of what the company’s value is.
With support from the Institute for Business in the Global Context, I traveled to the Special Administrative Region in Hong Kong to meet experts and practitioners of investor relations and finance there. Given its proximity to the Mainland and relatively market oriented monetary regulation & capital controls, it is no surprise that a number of Chinese companies choose to go public on the Hong Kong Stock Exchange. I wanted to get a better understanding of what it takes to have a successful listing in Hong Kong, in which the share price remains relatively stable and increases in value.
Annin Peck, MIB 2017
As part of the run-up to commencement, The Fletcher School is profiling a number of graduating MIBs, looking back on their time at Fletcher and ahead to their future. Dive deep into the Fletcher experience with 2017 MIB graduate, Annin Peck.
- Why did you choose The Fletcher School?
I chose Fletcher for several reasons. When thinking about going back to graduate school, I knew I wanted a business program with an international focus. My research into international business programs showed me there were not many schools that fit the criteria I was looking for, but The Fletcher School more than met my criteria — it passed with flying colors. The program is interdisciplinary, internationally focused in all subject matters, has a diverse faculty, staff and student body and has a broad course offering.
The alumni and student body were also critical to my decision-making process. I couldn’t believe how helpful, engaging and passionate every alum was. I recognized the passion that alumni still held for their school immediately, and by the time I made the decision to attend Fletcher, I already felt that I was a part of the community. I knew if the engagement from the alumni network was this good even before I had chosen Fletcher, it would be an alumni network I could always count on.
- Do you have a favorite Fletcher memory?
by Nathan Cohen-Fournier (MIB ’17)
The Arctic, once inaccessible, today offers itself to an interconnected world and thirsty for resources. As melting ice reaches record levels, governments and multinationals are wondering how to take advantage of this region, which is full of oil, natural gas, and minerals. In Québec, the implementation of the Plan Nord is an example of this, with more than $ 50 billion invested over 25 years. Despite growing international attention, northern communities aspire to develop their markets independently. More and more Nunavimmiut – Nunavik residents – are turning to entrepreneurial approaches. During my research during the summer of 2016, I sought to understand the prospects for entrepreneurship in Nunavik.
Read Nathan’s full op-ed in The Huffington Post
by Domoina Rambeloarison (MIB 2017)
By 2020, the business process outsourcing (BPO) industry is expected to reach $220 billion. Broadly speaking, the term refers to contracting business functions and processes, typically related to information technology (IT), to a third-party service provider. It encompasses a range of activities that include customer service work, data entry, digitization, financial accounting, and other higher value-knowledge processing such as content development, legal services, engineering design, and data analytics. I developed an interest in the sector in the Francophone world after noticing a wave of IT/BPO firms establish offices in my home country, Madagascar.
Teamwork in a Malagasy BPO/IT office
Curious to know more about the sector’s potential impact on the country’s economic base, I traveled to Antananarivo with support from IBGC. I interviewed the managers of four BPO firms, ranging from a large French subsidiary to a Malagasy start-up. I also met with the national information, communication, and technology (ICT) regulatory body, the ICT industry association, the tech hub, and one of the main four telecommunication companies. I learned what attracted these firms to invest and how they overcame the challenges of operating in a low-income country. More importantly, the interviews helped shape my views on how an IT/BPO sector could contribute to economic growth through investment and job creation.
by McKenzie Smith (MIB 2017)
In their 2016 Investor’s Survey, the Global Impact Investing Network (GIIN) reported that 99% of respondents are meeting or exceeding their impact targets, whereas 89% would say the same for financial returns. As with many statistics, this near-perfect success made me wonder about the anecdotes behind the numbers, and the conversations that followed with professors, peers, and practitioners in the impact investing space formed the foundation of my capstone.
Recent research by the GIIN shows that impact data drives business value through five key channels, and other work has focused on just how impact investors are measuring impact. Still others argue for the use of impact classes to bring clarity to how we discuss impact, but few have focused on best practices for actively managing impact performance. As my conversations evolved, my list of questions grew.
What’s in a name?
by Imad Ahmed (MIB 2011)
Disputes over the Indus waters divide the Republic of India and Pakistan. There is talk of talks in Lahore this month between the countries’ representatives. Recognising shared historical identity stemming from the river could bring people of the two nations closer, and facilitate smoother discussions in the long term.
Read the full piece in Pakistan Today
by Adam Houston (MIB 2017)
A leaf affected by drought and coffee rust at high altitude in Chimaltenango district
As the climate changes, so will the coffee industry. In Guatemala in particular, the amount of suitable land for growing coffee and the livelihoods of thousands are projected to change profoundly due to climate change. According to current models, increasingly unpredictable weather patterns, increased temperatures, and extended reach of traditionally lower-altitude diseases like coffee rust are likely to be proof of this change, reducing yields for approximately 93% of Guatemala’s current coffee growing land by the year 2050. As the country’s third largest export, this threat to coffee will have a very real economic affect on the country’s GDP; the ability — or lack thereof — to adapt to these predicted changes will threaten the livelihoods of the more than 100,000 largely smallholder coffee producers. Without the financial means or technical knowledge to adapt to a changing climate, or even a more basic recognition of the gravity of the threat itself, the entire value chain of the Guatemalan coffee industry faces a bleak future.
To better assess the links among actors in this value chain, I traveled to Guatemala to interview smallholder farmers, large-scale farmers, exporters, traders, and experts in the country’s national coffee association, Anacafe. These cases help paint a more holistic picture of what the greatest obstacles are to better adaptation as a form of prevention.