2014–2015 REPORT
GLOBAL
ACTIVITIES
“In the 21st century, Harvard Business School has to be a global institution because business is global. We have a unique role to play as a leader in management education—setting the standard for educating the women and men who will go out and realize our mission of building great enterprises that make a difference in the world.”
—Nitin Nohria, Dean of the Faculty
EnGAGEMEnT In LATIn AMERICA
FACuLTy RESEARCH FELLOwSHIP In InDIA ExAMInInG GLOBAL wORkFORCE MAnAGEMEnT
IMMERSIOn In THE uk AnD THE nETHERLAnDS
HAnDS-On LEARnInG In MALAySIA
13 11
TO EDuCATE LEADERS wHO ARE PREPARED TO MEET THE CHALLEnGES OF TODAy AnD OF THE FuTuRE, HARVARD BuSInESS SCHOOL HAS MADE InTERnATIOnALIzATIOn A
PRIORITy.
Building on a decades-long foundation of global engagement, the School provides opportunities for faculty members and students to deepen their understanding of business practices around the world, enhancing learning and fostering the dissemination of ideas with impact.
Through research, global fellowships, and multiple-day immersion experiences, faculty members gain hands-on exposure to different countries, cultures, and business challenges. This enables them to develop new insights about management best practices and ingenuity, spurring new research and the creation of cases and courses. Students also acquire personal knowledge of international business by participating in field-based coursework in emerging markets.
Supporting the efforts of HBS’s faculty and students is a network of regional research centers and offices, which serves to strengthen HBS’s relationships with businesses, academia, and alumni around the world.
Leadership requires a truly international perspective, and as the following stories illustrate, HBS is leveraging its resources to further the School’s global intelligence and to broaden its reach.
CASE wRITInG In TuRkEy
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5
7
9
“In the United States, layoffs seem normative, but in fact they are contingent on particular circumstances. Both why and how they are done matter—to employees and to the company’s future performance.”
—Professor Sandra Sucher
3
ExAMInInG GLOBAL
wORkFORCE MAnAGEMEnT
As executives of an international company are considering workforce reductions in Europe and South America, they are providing layoff support to employees and working with communities to create incentives for new businesses to replace lost jobs. Other companies in Hong Kong and China have “no-layoff” policies. In her research into how businesses are reinventing layoffs, Professor Sandra J. Sucher is examining the impact of layoffs and comparative approaches to workforce management around the world.
“In the United States, layoffs seem normative, but in fact they are contingent on particular circumstances,” says Sucher (MBA 1976), MBA Class of 1966 Professor of Management Practice and Joseph L. Rice, III Faculty Fellow. “Both why and how they are done matter—to employees and to the company’s future performance.”
Sucher is exploring how some companies are using humane and effective practices that enable them to respond to shifting economic and competitive forces while still making good on responsibilities to their workers and the communities in which they do business. By studying multinationals, she hopes to learn not just about their activities in their home regions, but also how they implement their approaches in all the countries in which they operate. The research was sparked by a discussion of layoffs in the required MBA course Leadership and Corporate Accountability.
Sucher was initially surprised to discover no clear academic consensus that downsizing improves a firm’s long-term financial health. This finding, combined with the great human toll involved, indicated to her that layoffs must be undertaken only as part of a broad strategy, not simply to cut costs.
The “how” is also key: Sucher’s recent case about Nokia shows how well-planned layoff support resulted in a defined next step, such as a new job or training, for 60 percent of the company’s employees worldwide by their last day on the job. She is currently studying Michelin’s actions, which include providing layoff and community support when closing plants in France and Hungary and its rubber operations in Brazil.
Furloughs as an alternative to layoffs are used less frequently in the United States than in the rest of the world. Sucher’s case on Honeywell reveals how the firm—the only one of its US peers to use furloughs during the Great Recession—
maintained its financial health through the downturn and recovery. She hopes that American companies will become more open to this approach.
Sucher’s goal is to change the way practitioners—and MBA students—think about workforce management by synthesizing existing cross-disciplinary research and applying it to publications such as the Nokia and Honeywell cases, as well as to a book now under development with Research Associate Susan J. Winterberg.
“Each strategy requires very firm resolve and commitment on the part of senior management,” says Sucher, “because there’s always something that looks easier.”
HBS CASES SOLD OuTSIDE THE uS
Data pertain to Academic Year 2014–2015.
4.7M
nEw CASES PuBLISHED THAT ARE GLOBALLy ORIEnTED
54 %
wORLDwIDE
OPPOSITE (TOP)
For her research into workforce management around the world, Professor Sandra J. Sucher, left, met with executives at Michelin Europe in Paris, including Fabienne Goyeneche of the company’s Corporate Public Affairs department.
OPPOSITE (BOTTOM, LEFT)
Richárd Mezo˝ségi, site dismantlement project leader in Budapest, Hungary, and HBS Research Associate Susan J. Winterberg discussed the ways in which Michelin is providing support to its employees affected by workforce reductions.
OPPOSITE (BOTTOM, RIGHT) Sucher met with Patrick Lepercq, former Michelin Corporate Public Affairs vice president, during her research into how some companies are using a more humane approach to layoffs.
“If you want to be a person who is going to be successful in business, you need to understand different cultures. The best way to really learn about an area is by living there, or by drawing upon the expertise of those who do.”
—Fernanda Miguel
HBS CASES TRAnSLATED InTO SPAnISH, AnD 300 InTO PORTuGuESE, By THE LATIn AMERICAn GLOBAL CASE COnSORTIuM
Data pertain to Academic Year 2014–2015.
CASES FACILITATED By THE LARC SInCE OPEnInG In 2000
80 +
LATIn AMERICA
5
STREnGTHEnInG HBS’S
EnGAGEMEnT THROuGHOuT LATIn AMERICA
With a sphere of influence encompassing 21 countries and 10 territories, the Latin America Research Center (LARC) enables HBS faculty and students to gain a deeper understanding of the culture and values of South America, Central America, and Mexico, and to leverage the School’s impact in the Western Hemisphere.
The LARC is part of a network of global centers that expands HBS’s intellectual footprint throughout the world. All the centers support case writing and course development; they also facilitate engagement opportunities with alumni and leaders of industry, government, and academia worldwide; and they serve as a resource for those interested in HBS’s educational programs. Many also help lay the groundwork for field courses that give faculty members and students hands-on exposure to business challenges and opportunities in emerging markets, and some support the School’s publishing efforts in the region.
The Center has offices in Buenos Aires and São Paulo, as well as a researcher based in Mexico City, so as to represent more effectively the region’s diversity of countries. Fernanda Miguel (MBA 1997), director of the LARC–Buenos Aires, which opened in 2000, is responsible for interfacing with Spanish-speaking countries, while Priscilla Zogbi (MBA 2004), director of the newly opened São Paulo office, oversees Brazil. These offices have generated more than 80 cases that focus on management and economic issues in Latin America. Recently, they assisted Fritz Foley, André R. Jakurski Professor of Business Administration, with research he conducted on the role of the CFO during the six months he spent in Latin America as a Fung Global Research Fellow.
The LARC also helps build academic partnerships with Latin American business schools. Examples include programs such as HBS’s Global Colloquium on Participant-Centered Learning, which enables educators to develop pedagogy based on the case method and to become effective case method teachers, and the Latin American Global Case Consortium, created by Harvard Business Publishing, which has translated 2,300 HBS cases into Spanish and approximately 300 into Portuguese.
By establishing the LARC, strengthening its relationships with local
constituencies, and drawing upon the insights of Latin American business leaders, HBS is broadening its influence on practice and providing its students with the global perspective they will need as leaders.
OPPOSITE (TOP)
Professor Fritz Foley, left, met with Alejandro Micco Aguayo, undersecretary in Chile’s Ministry of Finance, in July 2015 to discuss tax policy and ideas related to a case he is writing on the role of the CFO.
2,300
OPPOSITE (BOTTOM)
Priscilla Zogbi (MBA 2004), left, is director of the Latin America Research Center in São Paulo, and Fernanda Miguel (MBA 1997) is director of the LARC–Buenos Aires.
“The IXP is designed to provide students with a set of tools that they can connect directly to practice.”
—Professor Max Bazerman
LEARnInG HOw BEHAVIORAL InSIGHTS InFLuEnCE
PuBLIC POLICy
What’s the best way to nudge people to make better decisions—about eating more vegetables or wasting less energy, for instance? Behavioral insights, an emerging area of study that has significant implications for public policy, seeks to answer this question.
During the winter of 2015, a group of Harvard Kennedy School (HKS) and second-year HBS MBA students participated in an immersion experience program (IXP) to get a deeper understanding of the field. The United Kingdom and the Netherlands IXP gave them the opportunity to see firsthand how governments apply behavioral economics and psychology to policy making.
In London, 37 students met with members of the Behavioral Insights Team, a government entity that is the leading example of how to incorporate practical research into policy. “The UK has applied expertise. There’s no better place on earth to learn from,” says Professor Max Bazerman, who designed and led the IXP with Assistant Professor Michael Luca. Bazerman is the Jesse Isidor Straus Professor of Business Administration. He is also codirector of Harvard’s Behavioral Insights Group, a collaboration of scholars and practitioners from HKS, HBS, and the University’s Foundations of Human Behavior Initiative, all of whom are working to help people make better decisions.
The IXP included six sessions of initial work in the United States during the fall; field work in London, Amsterdam, and The Hague for two weeks in January;
and a final written report.
In advance of the trip, students were partnered with clients in the UK or the Netherlands who wanted help in implementing specific behaviors. Topics in the UK included working with public health officials on childhood obesity and with revenue policy makers on developing fines for people who don’t pay their taxes on time. One of the Dutch projects involved strategizing ways to encourage employees to conserve energy when lights are not necessary. “The ministry had programs in place, but most employees continued to leave the lights on,” explains Ali Nicholson (MBA 2015). “We were tasked with developing nudges that would encourage people to turn them off.”
“The behavioral insights movement is spreading quickly around the world,”
notes Bazerman. “The IXP is designed to provide students with a set of tools that they can connect directly to practice.”
MBA STuDEnTS wHO PARTICIPATED In IMMERSIOn ExPERIEnCE PROGRAMS In THEIR SECOnD yEAR
ARGEnTInA & PERu:
BuILDInG CITIES uk & THE nETHERLAnDS:
BEHAVIORAL InSIGHTS InDIA: SOCIAL EnTREPREnEuRSHIP
JAPAn: InnOVATInG FOR RECOVERy
Data pertain to Academic Year 2014–2015.
SECOnD-yEAR MBA STuDEnTS wHO PARTICIPATED In FIELD-BASED LEARnInG (COuRSES AnD InDEPEnDEnT PROJECTS) uk AnD THE nETHERLAnDS
72 %
OPPOSITE
Professor Max Bazerman helped students gain a deeper understanding of behavioral insights during an immersion experience in the United Kingdom and the Netherlands in January 2015.
40 37 31 28
7
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“If we aren’t able to do research, write cases, develop articles, and write books in a global context, we will not be a successful business school in the 21st century. In order to find solutions to big problems, you need a global perspective.”
—Professor David Yoffie
ALuMnI OuTSIDE OF THE uS
BASED In 168 COunTRIES, REPRESEnTInG 31% OF THE TOTAL ALuMnI POPuLATIOn
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GLOBAL RESEARCH
FELLOwSHIP EnHAnCES THE unDERSTAnDInG
OF BuSInESS In InDIA
Although he had traveled abroad extensively to conduct research on competitive and corporate strategy, Professor David Yoffie was interested in gaining the kind of global exposure that only extended in-country experiences can provide. As a Fung Global Research Fellow, he achieved that, spending one month last year in Europe, two in China, and one in India, meeting with business leaders and studying their operations.
“My hope was to be more deeply engaged in the culture, particularly in China and India, where you need to have a fuller appreciation of the context in order to write a great case. Spending a few days would never have allowed me the same level of understanding or to address the questions I was trying to answer,” says Yoffie, who is the Max and Doris Starr Professor of International Business Administration.
During his fellowship, Yoffie conducted research in India that built on a previous case he had written with staff members at the HBS India Research Center. The new cases, “Coffee Wars in India: Starbucks 2012,” “Coffee Wars in India: Café Coffee Day 2015,” and “Coffee Wars in India: Starbucks 2015,”
explore the competition between established Indian coffeehouse chain Café Coffee Day and Starbucks, which partnered with the Tata Group to enter the marketplace in 2012. He taught the cases during the spring of 2015 in HBS's Owner/President Management Executive Education program.
Yoffie met with Café Coffee Day’s owner and managing director at their headquarters in Bangalore to follow up on his earlier research in 2012. He also spoke with members of the Starbucks–Tata Group management team at their base in Mumbai. “A big question was whether Starbucks would be able to deliver the real Starbucks experience in India,” says Yoffie. “I had studied Starbucks’s entry through the eyes of Café Coffee Day management, but I had not had an opportunity to talk with Starbucks executives in Mumbai. The Starbucks team members offered new insights into their original goals and vision as well as the successes and challenges over their first two years.”
Yoffie, who estimates that about 40 percent of the cases he has written are globally focused, stresses the importance of broadening HBS’s intellectual reach.
“If we aren’t able to do research, write cases, develop articles, and write books in a global context, we will not be a successful business school in the 21st century,” he says. “In order to find solutions to big problems, you need a global perspective.”
InDIA
25,000
uS
HBS RESEARCH PuBLISHED In Fy15 THAT wAS GLOBAL In nATuRE
44 %
OPPOSITE (TOP)
Café Coffee Day Founder and Chairman V.G.
Siddhartha, left, and Managing Director Venu Madhav, center, met with Professor David Yoffie in Bangalore during Yoffie’s research trip to India in 2014.
OPPOSITE (BOTTOM)
Customers in Mumbai visited the first Starbucks to open in India in 2012. The cases Yoffie wrote focused on the competition between this new entry into the marketplace and the more established chain, Café Coffee Day.
“Until you actually immerse yourself in a culture, you can’t really understand what people’s perspectives are. You have to have boots on the ground to fully capture what a customer wants.”
—Jennifer Henderson (MBA 2016)
FIRST-yEAR MBA STuDEnTS PARTICIPATED In FIELD 2 IMMERSIOnS
932
FIELD 2 GIVES STuDEnTS HAnDS-On ExPOSuRE
TO GLOBAL BuSInESS PRACTICES In MALAySIA
Not long after arriving in Kuala Lumpur in January 2015, Jennifer Henderson (MBA 2016) realized that her perception of what it would be like to work with a company there differed from the reality. Although she had read articles and cases on Malaysia and watched a video to get an understanding of the culture, she wasn’t fully prepared for how dynamic Kuala Lumpur has become. “It is an impressive city where people are very smart and business-driven, and where there is a strong focus on innovation,” she explains.
Henderson was one of 48 first-year MBA students who worked for a week in Malaysia’s capital as part of FIELD 2, the second module of the required course Field Immersion Experiences for Leadership Development. She and her five teammates helped Groupon Malaysia explore the potential for developing its own loyalty program. The company was already partnering with merchants in the BCARD, a lifestyle and brand-focused rewards program, but executives were uncertain about the card’s effectiveness. When the students interviewed customers about their use of the card, they discovered that people at first were often too polite to express their honest opinions. “It was drastically different from US culture,” explains Henderson. “I did not have an appreciation of that before being in-country and talking to consumers.”
The HBS team presented its findings to Groupon Malaysia’s top executives and recommended that the company take the loyalty program in house. Henderson says that even though she and her teammates did some introductory project work during the preceding semester, it was daunting to deliver a viable business plan in-country in just a week’s time. Still, adds Henderson, it was an enlightening experience.
“Until you actually immerse yourself in a culture, you can’t really understand what people’s perspectives are. You have to have boots on the ground to fully capture what a customer wants.”
She also valued working under pressure in a team. “In my old job, leadership was defined as my boss. Working with peers, you learn that leadership is much more about the person who can keep everyone motivated and can make sure everyone’s opinions are heard,” says Henderson. “I don’t think I would have come to that realization if we had not been in this kind of situation.”
MALAySIA
OPPOSITE (TOP)
Forty-eight first-year MBA students worked at businesses in Kuala Lumpur during their FIELD 2 immersion experience in January 2015.
OPPOSITE (BOTTOM, LEFT)
Jennifer Henderson (MBA 2016) and five teammates helped Groupon Malaysia explore the feasibility of developing its own in-house loyalty program.
OPPOSITE (BOTTOM, RIGHT) Students high-fived one another upon learning where they would be working during the FIELD Global Dinner in 2014.
PARTnER ORGAnIzATIOnS In 18 CITIES In 13 COunTRIES HOSTED STuDEnT TEAMS DuRInG FIELD 2
Data pertain to Academic Year 2014–2015.
155
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“Thanks to the School’s research centers, when we hear about a fascinating company or business phenomenon thousands of miles from Boston, we know we can bring it back to the classroom.”
—Professor Felix Oberholzer-Gee
CASE FOCuSInG On TuRkISH COMPAny BRInGS RESEARCH BACk TO THE CLASSROOM
International corporate governance is a complex topic that offers valuable lessons for students and practitioners alike. So when an HBS faculty member finds a company based in an emerging market that illustrates many of the important challenges of governance, he or she naturally wants to pack a bag and head for the airport.
“We want students to understand how governance varies across the world and, equally important, the implications of governance for owners and management,”
notes Felix Oberholzer-Gee, Andreas Andresen Professor of Business Administration and MBA Program chair. In 2013 and 2014, he spent considerable time in Istanbul interviewing a dozen executives, including former CEO Süreyya Ciliv (MBA 1983), at Turkcell, Turkey’s leading mobile communications operator. The research led to a new HBS case that documents events during a time span when Turkcell operated
“essentially without owners,” Oberholzer-Gee relates, a situation that resulted from a dispute among three major shareholders.
“Traditional governance mechanisms were substantially weakened at a time when Turkcell had to make major decisions in response to global opportunities and increasing regulatory intervention,” he explains. Taught for the first time in the fall of 2014 in the required MBA course Financial Reporting and Control, the Turkcell case offers insights not only into governance, but also into political and regulatory constraints that affect businesses in Turkey and the competitive landscape for mobile communications companies.
The case was researched and cowritten with Charles C.Y. Wang, assistant professor, and Esel Çekin (AMP 184), executive director of the HBS Istanbul Research Center (ITRC), which opened in 2013. “The ITRC accelerated our knowledge of the area in an amazing way,” says Oberholzer-Gee. “Thanks to the School’s research centers, when we hear about a fascinating company or business phenomenon thousands of miles from Boston, we know we can bring it back to the classroom.”
TuRkEy
OPPOSITE (TOP)
Professor Felix Oberholzer-Gee taught the case he cowrote on Turkcell, Turkey’s leading mobile communications operator, in the fall of 2014.
OPPOSITE (BOTTOM, LEFT)
Oberholzer-Gee met with Abdullah Gül, the 11th president of Turkey, in 2014 during a faculty research immersion in the country.
InVESTMEnT In RESEARCH (Fy15);
61% InCREASE SInCE Fy05
$ 124M
nuMBER OF MBA STuDEnTS wHO PARTICIPATED In IMMERSIVE LEARnInG ExPERIEnCES (Fy15)
1,068
OPPOSITE (BOTTOM, RIGHT) The Turkcell case helped students understand how governance varies around the world.
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We gratefully recognize the members of the HBS Global Leaders Circle. These alumni and friends have made leadership gifts to enhance the global understanding of our faculty and students and to expand the School’s impact around the world.
HBS GLOBAL LEADERS CIRCLE
Founders Members
The James S.C. Chao and Ruth Mulan Chu Chao Family Victor Fung, PhD 1971 William Fung, MBA 1972 Robert F. Greenhill, MBA 1962 André R. Jakurski, MBA 1973 David M. Rubenstein Ratan N. Tata, AMP 71, 1975 Anonymous
Pujit R. Aggarwal, OPM 33, 2004 Mohammed K. A. Al-Faisal, MBA 1996 Ajay Arora, OPM 43, 2013 Is¸ik Keçeci As¸ur, MBA 1997 Sharyar Aziz, MBA 1976 Rahul Bajaj, MBA 1964 Lincoln Benet, MBA 1989
and Patricia Benet, MBA 1989 Bharti Airtel Ltd.
Len Blavatnik, MBA 1989 The Bullard Family Hope X. Chen, MBA 1995 William A. Chen, MBA 1995 Sir Ronald M. Cohen, MBA 1969 André François-Poncet, MBA 1984 Vikram S. Gandhi, MBA 1989
Dionisio Garza-Medina, MBA 1979 William W. George, MBA 1966 Nadir B. Godrej, MBA 1976 Ken Hakuta, MBA 1977 Martin Halusa, MBA 1979 John K. F. Irving, MBA 1989 Sajjan Jindal Alex Knaster, MBA 1985 Ali Y. Koç, MBA 1997
Tatparanandam Ananda Krishnan, MBA 1964
The Lemann Foundation The Lorentzen Family John McCall MacBain, MBA 1984 Anand G. Mahindra, MBA 1981 Scott D. Malkin, MBA 1983
Hiroshi Mikitani, MBA 1993 Rajiv C. Mody, AMP 161, 2001 Hüsnü M. Özyeg˘in, MBA 1969 Ajay G. Piramal, AMP 110, 1992 Anand Ajay Piramal, MBA 2011 Thierry Porté, MBA 1982 Gayatri Sondhi, MBA 1989 Sir Martin Sorrell, MBA 1968 The Colin Taylor, MBA 1990, Family Brahmal Vasudevan, MBA 1997 William P. Wilder, MBA 1950 Siddharth Yog, MBA 2004 Michael A. Zaoui, MBA 1983 Anonymous (3)
Asia-Pacific Advisory Board Malek A. Ali, MBA 1995
Philip M. Bilden, MBA 1991 Elaine L. Chao, MBA 1979 John S. Clarkeson, MBA 1966 Stuart L. Dean, MBA 1979 Ramon R. Del Rosario Jr., MBA 1969 Janine J. Feng, MBA 1996 William D. Ferris AO, MBA 1970 William Fung, MBA 1972 Tan Sri Datuk G. Gnanalingam,
AMP 91, 1983
Sir Nicholas Frank Hugo Greiner AC, MBA 1970
Boon-Hwee Koh, MBA 1976 Lin-Net Koh, MBA 1999 Kuo-Chuan Kung, MBA 1995 Raymond P. L. Kwok, MBA 1977 Warren K. K. Luke, MBA 1970 Jun Makihara, MBA 1981 Minoru B. Makihara, AMP 75, 1977 Sunshik Min, DBA 1989 Tuan Anh Nguyen, AMP 166, 2004 Gordon R. Orr, MBA 1986 Mark Schwartz, MBA 1978 Stan Shih
Michael Shih-ta Chen, MBA 1972 Hugo X. Shong, AMP 151, 1996 Jackson P. Tai, MBA 1974 Veronica Tao Chevalier Wei James Wang, MBA 1996 Marjorie M. T. Yang, MBA 1976 George Yong-Boon Yeo, MBA 1985 Jaime A. Zobel de Ayala II, MBA 1987
Europe Advisory Board Paul M. Achleitner, VIS 1984 Juan Arena de la Mora, AMP 156, 1999 Jim T. Barry, MBA 1994
Julia A. Bojko, MBA 2001
Christoph-Matthias Brand, MBA 1994 Antony Burgmans, AMP 101, 1987 Massimiliano Cagliero, MBA 1997 Marie-Christine Coisne-Roquette Bertrand P. Collomb Sherry Leigh Coutu, MBA 1993 Frank E. Dangeard, HLS LLM 1985 Rodolfo De Benedetti Jean-François Decaux Rafael del Pino Margaret M. Doyle, MBA 1994 Diego du Monceau, MBA 1976 André H. François-Poncet, MBA 1984 Mark D. Gazecki, MBA 2000 Alan G. Greenshields, MBA 1992 David A. Gutierrez, MBA 1994 Martin Halusa, MBA 1979 Andrzej P. Klesyk, MBA 1993 Avid Larizadeh, MBA 2006 Jean-Jacques Lebel Xavier M. Marin, MBA 1987 Neil A. Rimer, MBA 1991 Gianfelice M. Rocca, PMD 43, 1982 P. Christian Salamon, MBA 1988 Ulf M. Schneider, MBA 1993 Philippe Sereys De Rothschild, MBA 1991 Sir Martin Sorrell, MBA 1968 Nikos P. Stathopoulos, MBA 1995 Axelle Vialla Strain, MBA 2000 Michael A. Zaoui, MBA 1983
Japan Advisory Board Masako Egawa, MBA 1986 Ken Hakuta, MBA 1977 Tomonori Ito, MBA 1984 Daisuke Iwase, MBA 2006 Yoshihisa Kainuma Shin Kanada, MBA 1982
PHOTOGRAPHERS
Miguel Candia Ceballos/Getty Images, Stephan Gladieu/Getty Images, Stephanie Mitchell, Ayush Ranka/Getty Images, Barbara Tuza, Susan Young
wRITERS
Deborah Blagg, Susan Geib, Jennifer Gillespie, Susan Young
DESIGnER Stoltze Design
HBS Global Advisory Board Members
Mika Kumahira, MBA 1989 Hiroshi Mikitani, MBA 1993 Takashi Mitachi, MBA 1992 Yumiko Murakami, MBA 1994 Takeshi Niinami, MBA 1991 Kanoko Oishi, MBA 1988 Etsuko Okajima, MBA 2000 Thierry Porté, MBA 1982
Latin America Advisory Board Carlos A. Adamo, OPM 25, 1997 Edward D. Bullard, MBA 1975 Carlos F. Cáceres, ITP 1973 Felipe Antonio Custer, MBA 1979 Ana Maria Diniz, OPM 36, 2007 André Esteves
Andrés Freire, OPM 33, 2004 Luis G. Gallo, MBA 1988 Ellen M. Guidera, MBA 1986 Gustavo A. Herrero, MBA 1976 André R. Jakurski, MBA 1973 Haakon Lorentzen, PMD 54, 1987 Andrónico Luksic Craig Antonio Madero, MBA 1961 Alvaro Rodriguez-Arregui, MBA 1995 Gustavo Roosen
Gabriel T. Rozman
Veronica Allende Serra, MBA 1997 Enrique Téllez-Kuenzler, MBA 1991 Andrés M. Von Buch, AMP 104, 1989
Middle East & north Africa and Central Asia Advisory Board Hani A. Al-Qadi, MBA 1988 Omar Kutayba Alghanim, MBA 2002 Koray Arikan, AMP 164, 2003 Is¸ik Keçeci As¸ur, MBA 1997 Elif Bilgi Zapparoli, MBA 1994 Ümit Boyner
Murat Çavusoglu, MBA 1994 Süreyya Ciliv, MBA 1983 Hisham H. El-Khazindar, MBA 2003 Majid Hamid Jafar, MBA 2004 Ali Y. Koç, MBA 1997 Galya Frayman Molinas Lubna S. Olayan Murat Özyeg˘in, MBA 2003 Suzan Sabanci Dinçer South Asia Advisory Board Dhruv Agarwala, MBA 2002 Seema Aziz, OPM 39, 2010 Rahul Bajaj, MBA 1964 Neeraj Bharadwaj, MBA 1995 Ashraf M. Dahod, MBA 1981 Ashish Dhawan, MBA 1997 Hiran C. Embuldeniya, MBA 2005 Nadir B. Godrej, MBA 1976 Rajive Kaul, AMP 104, 1989 Naina Lal Kidwai, MBA 1982 Uday S. Kotak Arun Maira
Sanjiv S. Mehta, AMP 167, 2004 Rajiv C. Mody, AMP 161, 2001 Vikas R. Oberoi, OPM 28, 1999 Priya Paul, OPM 28, 1999 Subramaniam Ramadorai Renuka Ramnath, AMP 156, 1999 Suneeta Reddy, OPM 28, 1999 Saquib H. Shirazi, MBA 1995 Jayant Sinha, MBA 1992 Bejul P. Somaia, MBA 1998 Murugappa Vellayan Subbiah,
PMD 22, 1971 Ranjan Tandon, MBA 1977 Ratan N. Tata, AMP 71, 1975 Arshad R. Zakaria, MBA 1987
HBS AROunD THE GLOBE
BOSTOn
SÃO PAuLO CALIFORnIA
EuROPE
LIMA
BuEnOS AIRES
LATIn AMERICA (BRAzIL)
LATIn AMERICA (ARGEnTInA)
uk AnD THE nETHERLAnDS
ARGEnTInA AnD PERu
BELO HORIzOnTE CASABLAnCA
GLOBAL RESEARCH CEnTERS FIELD 2 LOCATIOnS
IMMERSIOn ExPERIEnCE PROGRAMS
In FY15, HBS faculty and students gained a deeper understanding of business around the world by drawing upon the resources of nine Global Research Centers and by participating in FIELD 2 immersions in 18 cities and four topic-oriented immersions in six countries.
HO CHI MInH CITy
JOHAnnESBuRG
kuALA LuMPuR PHnOM PEnH MuMBAI
nEw DELHI
JAPAn ISTAnBuL
InDIA
JAkARTA
BACk COVER
First-year MBA students gathered at Batten Hall to attend the FIELD Global Dinner. At the event they learned where they would work during their FIELD 2 immersion experience.
