Converging the world’s emerging new powers Now, a single program gives you the opportunity to learn about the four emerging powers that account for over half of the world’s growth
Particip a nts’ Tes timonia lsThe BRICs on BRICs program was asolid opportunity to revise and expandour own horizons, as we got to knowand compare the economies of Brazil, The BRICs on BRICs program was aRussia, India and China. Although they great leap in my actual knowledgewere really different, they had a lot of on emerging economies. We had acommon features, such as the strategic complete panorama of each country The BRICs on BRICs program waseffort to accelerate economic develop- and of the group of countries. The a real eye-opener into the develop-ment, combining it with social inclusion horizontal approach has allowed me to ment of business in BRIC countries.and a new model of environmental understand the economy, the culture, The program provided unparalleledmanagement. Sharing of our diverse the management style and the historical insights into the impact of history andexperiences and visions, would surely process of the countries. The in-depth culture on the business environment ingenerate a new development model. vertical approach has allowed me to each country. Each of these countries understand the most important issues offered huge opportunities within itsWindson Vieira Paz in the business environment. Addition- unique business environment. BesidesDirector for Quality ally, we made visits to both "companies the access to relevant informationFiat/Chrysler Latin America and households" that helped in drawing about each country, the program a complete picture of each society. I presented the opportunity to discuss highly recommend this Program, which real business issues with exceptional has made a difference in my career and local faculty as well as senior execu- my contribution to Petrobras. tives who have led business in these countries for many years. Overall Gilberto Ribeiro de Carvalho this course helped me to critically Strategic Planning Manager analyze our operations in specific BRIC Petrobras countries and immediately influence our business with relevant tactics and strategies. Mel Parker Vice President and General Manager - Consumer, Small Office and Member Loyalty - North America Dell
The BRICs Today Accou nt for of glo 18% Re bal GD wo pres P rld ent po 42 pu % lat of ion the The BRICs Promise % resent 39 Will rep on of peopleet this plan in 2030 f % o0 o r 47 203 nt f P by ccou GD ill alobal W gAre you ready to tap this opportunity?
Future-proofYour BRICs StrategyWHY BRICs? THE BRICs ON BRICs PROGRAM at a GLANCEEven amidst the slowdown of developed economies, the The BRICs on BRICs program is the result of a unique part-growth of Brazil, Russia, India and China (BRIC) has been nership between four top-league business schools in Brazil,explosive over the last 10 years. Forecasts suggest that they Russia, India and China. Fundação Dom Cabral (FDC) fromwill continue to be the main drivers of global growth in the Brazil, the Moscow School of Management SKOLKOVO fromcoming decades. Even the recent global financial crisis has Russia, the Indian Institute of Management Ahmedabadhad relatively little impact on their economies. (IIMA) from India and the Cheung Kong Graduate School of Business (CKGSB) from China – are the top business schoolsCompanies are increasingly turning their attention to these in their respective countries and well-known globally. Mostcountries. From being providers of natural resources and of their faculty are recognized as top scholars and havelabor, these countries now have large and affluent middle- published in leading journals worldwide. They have a deepclass consumer markets. They are also emerging as a source understanding of the issues impacting business and economyof innovation. in the BRIC countries.Despite the fact that the BRICs hold immense potential, they Each of these four schools brings to the table an insider’sare certainly not the countries that are easy to understand perspective of their respective countries in a curriculum thator operate in. The average consumer in the BRIC countries has been jointly designed by them. Participants benefit fromis very different from those in the developed economies. The interactions with professors with deep knowledge of theselaws governing business are different as is the business envi- markets, industry leaders who have a real-world perspectiveronment. Differences also exist in the role played by govern- on leading business in these countries, and company andment, economic systems, availability of natural resources and households visits.population demographics. The BRICs on BRICs program provides global companies with the knowledge, skills, and insights to successfully invest and operate in the BRIC countries. The program addresses both the macro perspectives of each of the BRIC economies as well as micro-level details of operational excellence in those countries.
The BRICs on BRICsProgram AdvantagesWHY BRICs ON BRICs Key Takeaways from the ProgramAs the BRIC countries continue to gain global prominence, By attending the program, participants will be able to posi-it has become imperative for companies to understand them tion their companies for a profitable growth. They will bebetter. The potential and opportunities are immense, but able to:success is mainly dependent on the solutions to the followingquestions: — Make more informed decisions to take advantage of the market and value chain opportunities in each— What market and industry segments in BRIC countries of the BRIC countries present the biggest opportunities for global companies? — Leverage opportunities presented by the rise of BRIC— How do we adapt global business models to compete countries for developing their company’s global successfully in BRIC countries? strategy— How does one access valuable talent in BRIC countries? — Understand how to adapt global business models to compete successfully in BRIC countries— What are the best ways to build local partnerships and how to benefit from them? — Analyze and take advantage of the differences in management practices in each of the BRIC countries— What are the competitive threats coming from the so-called emerging giants (like Huawei and Haier from — Build networks with key influencers in the government China, Tata Group from India, Embraer from Brazil, and the private sector within each of the four countries, Lukoil from Russia, etc.) and how your company can as well as with their peers in the program deal with them? — Contrast and combine investment opportunities across— What is the role of the governments in these countries the four BRIC countries and how can companies work effectively with the authorities? — Participants will become alumni of the four leading business schools of the BRIC countries— What is the role of state-owned enterprises and public sector units? Is it going to change in future? The BRICs on BRICs program is the only— What has contributed to the outstanding success executive program in the world that focuses of some industries in the BRIC countries, such as on all four countries and offers a deep extractive industries, manufacturing and IT services? immersion experience in each of them. Participants of the BRICs on BRICs Program spend 5 6 days in each country over four - modules spread across nine months. They learn from professors who have a deep knowledge of the economic and business environments of their countries. Senior business leaders and important government officials also deliver lectures in the program. The participants visit both households and leading companies, and get first-hand experience of ground-level issues.
Program Design modules will analyze each of the BRIC All PEDAGOGY countries from three perspectives: The program pedagogy will be based mainly on experiential Markets (Business-to-Business and learning including: Business-to-Consumer) — Live cases Sources of efficiencies across value chains — Companies and households visits Management practices that are effective — Interactions with top level speakers from the industry in those countries and government he country modules have the same basic T curriculum to enable the participants to compare and synthesize their experiences Who Should Attend across the countries The BRICs on BRICs program is aimed at: The first module starts in Brazil with a broad perspective of emerging — CEOs and heads of business units of companies with economies and the BRIC countries business interests in BRIC countries The last day of the final module in China — Executives from multinational companies in charge of will be dedicated to the comparison global strategy and business development and contrast of what participants have acquired in each of the BRIC countries — Executives from BRIC countries who are keen to evalu- visited ate new markets and build networks and partnerships eaching is done by the local faculty with T — Investment professionals interested in BRIC countries deep knowledge of the local environment — Executives who plan to work in or with BRIC countries ctive participation of leading executives A and government officials give participants — Government officials interested in understanding the a real-world perspective BRIC economies and business environments
PROGRAM DATES Where When Brazil – Belo Horizonte and São Paulo October 14 to 19, 2012 Russia – Moscow December 03 to 07, 2012 India – Ahmedabad March 04 to 08, 2013 China – Beijing May 20 to 25, 2013A TYPICAL PROGRAM MODULE Time Monday Tuesday Wednesday Thursday Friday Debrief of the Debrief of the Debrief of the previous day previous day previous day Debrief of the Module Introduction previous day Value chain analysis Country challenges Session 1 General Information Country history and challenges of growth: and culture: How Country market about the Country of supplying and government official they shape people’s analysis distributing in the as a guest speaker behavior country Value chain analysis Country history and challenges Country Economic and culture: How Country market Country specific Session 2 Outlook they shape people’s analysis of supplying and theme distributing in the behavior country Wrap up and Lunch module closure Challenges of Consumer Country Economic leadership and understanding: Session 3 Outlook talent management preparation to visit Company visit Lunch in the country households Country Competitiveness: Challenges of Consumer Difficulties and leadership and Session 4 enablers of talent management understanding: Visit Company visit to households developing business in the country in the country Leading a company Developing business Consumer in the country: Session 5 in the country: Debate with foreign understanding: Visit Company visit Executive panel to households executives Opening cocktail Evening and dinner Free evening Free evening Cultural activity
FacultyThe Program faculty includes a mix of senior academics, industry experts, and governmentofficials. The academicians will provide the content framework for the program and theconceptual underpinning of the discussions, while experts from industry will provide richperspectives on each of the BRIC countries. Senior executives from companies and governmentswill address the participants both in the classroom as well as during company visits.Program Directors Program Director Prof Antonio Batista Dean for Executive Education at Fundação Dom Cabral (FDC) Prof Antonio Batista is responsible for Customized and Open-Enrollment Programs. He is also a Professor of Strategy and teaches Competitive Strategy and Strategic Alliances courses in FDC MBA and executive programs. He has carried out work in organizational development projects for several domestic and international private companies. He is a Doctor in Management, Fundação Getulio Vargas/EAESP, and has published several articles in congresses and journals Brazil Module – Fundação Dom Cabral (FDC) Prof Aldemir Drummond Professor of Strategy and Organizations Director of the Center for Strategy and Emerging Economies at FDC PhD in Management Studies from Judge Business School, Cambridge University Prof Aldemir Drummonds areas of expertise are strategy process, strategy implementa- tion and strategies of multinational corporations. He teaches in both open enrolment and customized programs at FDC. In customized programs, he has worked with companies like ABB, Arcelor Mittal, British American Tobacco, Bosch, Bunge, EADS, Embraer, NEC, Novartis, Pirelli, Syngenta, Vale, Votoran- tim and VW. Russia Module – Moscow School of Management SKOLKOVO Prof Elizabeth Sadova Academic Director of Executive Education Programme Moscow School of Management SKOLKOVO Prof Elizabeth Sadova is SKOLKOVO Professor of Leadership and Organizational Behav- ior. Her areas of expertise include Leadership, Organizational development, Change management, Performance and Talent management. She created several unique multi- module program on Leadership for HR directors and Top Executives of Russian and multinational companies. She successfully combines her professional management and international experience with her expertise in business education. For over 10 years, she worked for CBSD/ Thunderbird. Her clients include companies like Boeing, Caterpillar, Coca Cola, Danone, ExxonMobil, ТНК-BP, Hewlett Packard, Unilever, and Сorning. Her research interests lie in the Russian business model and its influence on organizational development.
India Module – Indian Institute of Management AhmedabadProf Tathagata BandyopadhyayProfessor, IIM AhmedabadPhD, University of CalcuttaProf Tathagata Bandyopadhyay is a Professor in Production Quantitative Methodsarea and has been teaching in regular as well as executive programs of the Institute.He has published more than thirty articles in peer reviewed journals. He is in the edito-rial board of several research journals.He has been a Visiting Professor at Michigan State University, US (2010), BirminghamUniversity, UK (2009), University of Umeå, Sweden (2009), Iowa State University, US(2003, 2005, 2007), University of Georgia, US (2003, 2005), Visiting Associate Professorat University of Nebraska, US (1999-2000), Uni ersity of Connecticut, US (2001), Visting vScientist at University of Windsor, Canada (1995, 1999, 2000, 2005, 2012), NationalUniversity of Singapore, Singapore (2002, 2007).Prof Atanu GhoshDean (Alumni and External Relationships) of IIM AhmedbadProfessor in Business Policy area at IIMAProf Atanu Ghosh is a Professor in Business Policy area, IIM Ahmedbad (on lien) andProfessor at the School of Management, IIT Bombay. He currently teaches and research-es in the areas of Strategy, Leadership and Marketing. His major areas of interest areBusiness Strategy, Growth Strategy, Industry analysis, Leadership and Innovation.He has presented papers and delivered invited talks at many national and internationalconferences/seminars/workshops and also at many institutions in India and abroad.He has more than 12 years of experience as an academic and more than 18 years ofsenior- level corporate experience with many textile and apparel organizations in Indiaand abroad; he has also worked on many consultancy assignments.He has conceptualized a new way of learning about the leadership from the leaders ofvarious walks of life and implemented it successfully. He has been the Project Leaderof a worldwide study of Internet uses by the business sectors in India and has also ledthe Indian team of a collaborative research project between four Indian institutes andfive UK universities to address various issues of Next Generation Global Supply Chain.He has been an elected member of the Management Council of AIMA (All India Man-agement Association) since 2009. He is also currently the Dean (Alumni and ExternalRelationships) of IIM Ahmedbad.China Module – Cheung Kong Graduate School of BusinessProf. Bingsheng TENGAssociate Dean,Associate Professor of Strategic ManagementPhD, City University of New YorkProf Teng Bingsheng is Associate Dean responsible for the CKGSB MBA program. He isalso an Associate Professor of Strategic Management at CKGSB and a tenured Profes-sor of Strategic Management at George Washington University (GWU). He serves as adoctoral advisor and lead professor of the departmental doctoral program at GWU. Hehas published over 20 articles in academic journals including the Academy of Manage-ment Review and Organization Science. His research is included in most of the textbookson strategic management. An authority on strategic alliances, he has been interviewedby media such as The Wall Street Journal and The Washington Post. He is a member ofthe Academy of Management and serves on the editorial board of International Entre-preneurship and Management Journal. He has received many rewards for his research,including the Wendell and Louis Crain Research Scholar at the GWU School of Busi-ness. His biography appears in Whos Who in America and Whos Who in AmericanHigher Education.
How to apply?To apply for admission to the program,visit www.bricsonbrics.org Contacts For general enquiries, please send an email to email@example.com Partner schools: Brazil Fundação Dom Cabral (FDC) Denis Garcia, Executive Education Program Manager firstname.lastname@example.org Customer services: +55 31 3589 7300 Russia Moscow School of Management SKOLKOVO Olga Mironenko, Executive Education Program Manager Olga_Mironenko@skolkovo.ru +7 916 555 1892 India Indian Institute of Management Ahmedabad (IIMA) Manager, Management Development Programs email@example.com, firstname.lastname@example.org Vastrapur, Ahmedabad – 380 015 +91-79-6632 4071-7/6544 9057 China Cheung Kong Graduate School of Business (CKGSB) Legend LIN, Executive Education Program manager email@example.com +86 137 8890 4152 (Beijing), +1 212 782 3997 (New York), +44 207 104 2380 (London)
s ts’ Test imonial n Participa The BRICs on BRICs program was very important because we received a lot For me, the BRICs on BRICs program of information and reliable data about has opened the cultural boundaries each of the BRIC countries. HighlyThe BRICs on BRICs program was of the worlds largest emerging qualified academics and businessmenindeed a valuable experience of economies. It has allowed me to both delivered lectures. Another strong pointintercultural and managerial exper- look beyond the stereotypes and have of the program was the visits to thetise exchange on economy, business information directly from those who leading companies in the segmentsmentality, prospects and opportunities are actually involved with day-to-day these businessmen serve. With thisof growth across the worlds’ most business at the top level. It has also Program executives of companies thatimportant emerging markets. It was a provided me with an assessment of the are interested in developing business ingood idea to combine various aspects economic environment of the countries the BRIC countries get relevant insightsof doing business with interviews, we visited. That was combined with into those countries.site visits, interactive exercises just in a convenient schedule, appropriateseveral modules convenient to fit the accommodation and educational facili- Ruben A. Bisiusually tight executives’ schedules. In ties, and excellent faculty. Diretor of Strategy and Developmentmany respects, it is on par with a mini Marcopolo S.A.MBA course. Establishing networks Kirill Lyubopytovacross industries and countries and Deputy CEOgoing into the details of local business MECHEL CARBON AGenvironment are essential benefits ofthe program. Collaboration of the lead-ing business schools from each of thefour BRIC countries particularly led tovery fruitful results.Nikita MazeinVice President for International BusinessDevelopmentOJSC Atomenergomash, Rosatom GroupCompany
About the SchoolsFundação Dom Cabral – FDCFundação Dom Cabral (FDC) is an autonomous, non-profit institution of Brazil. Created in 1976, FDC designs educational solutionsfor business that help executives modernize their corporate structures, improve their business environments, achieve sustainableeconomic growth and promote the development of society. For more than 35 years, FDC has interacted with leaders from numerousorganizations, and has attracted more than 20,000 executives to attend its programs every year. As an international center alignedwith the most current management practices, FDC is engaged in strategic alliances and agreements with world-renowned schoolsfrom Europe, Asia, the United States and Latin America. In Brazil FDC has its main campus in Belo Horizonte and an office andeducational facility in São Paulo. For the past six years, FDC has been ranked among the best business schools in the world by theFinancial Times Executive Education ranking, and it stands in 5th place in 2011. Accreditations such as EQUIS and AMBA alsoattest to the quality of FDC programs. The educational solutions offered by FDC include open-enrolment and customized programs;business partnerships; specialization and executive MBA.Moscow School of Management SKOLKOVOThe Moscow School of Management SKOLKOVO is a joint project between the major Russian and international business leaders.SKOLKOVO is a dynamically developing international business school with a vision based on a unique mix of three dimensions:entrepreneurial leadership, emerging markets and experiential learning. SKOLKOVO focuses on developing a new type of manager– leaders who will be in demand in the 21st century, the age of human resources and the age of rapidly changing global markets.Created in partnership with the government of the Russian Federation, SKOLKOVO is a part of the national priority projectsprogram. Dmitry Medvedev, the former President of the Russian Federation is the Chairman of the SKOLKOVO InternationalAdvisory Board. Since 2006 SKOLKOVO runs Executive Education Programs. Executive MBA, the school’s first degree program,was launched in January 2009, while the full-time MBA started in September 2009.Indian Institute of Management Ahmedabad (IIMA)IIMA was set up by the Government of India in collaboration with the Government of Gujarat and the Indian industry as anautonomous institution in 1961. It quickly assumed leadership in management education in India and has maintained it eversince. The Institute provides education, training, consulting, and research facilities in management. IIMA’s vision is to be aglobal institution that influences managerial and administrative practices by creating new frontiers of knowledge and developingentrepreneurial and socially sensitive leader-managers committed to excellence and ethical standards. Being the institute that hasset benchmark in management education in the country, it attracts the crème de la crème of students and faculty. Governmentsand leading companies in both the private and public sectors seek its advice on a wide range of issues. In the Asia-Pacific region,IIMA has been repeatedly ranked among the top five business schools. In global rankings, it has consistently found itself amongthe top 100 business schools. In 2008, IIMA became the first business school in India to receive the EQUIS accreditation whichhas subsequently been renewed in 2012. In 2001, the Financial Times ranked IIMA’s Two Year Post Graduate Program at 7thglobally among Masters in Management Programs that do not insist on work experience for admission. The One Year Post GraduateProgram for Executives was ranked 11th globally among MBA programs by the same agency.Cheung Kong Graduate School of Business (CKGSB)CKGSB generates and disseminates global business and economic insights with an emphasis on China and emerging markets. It isChina’s first independent, faculty-governed, not-for-profit business school. Founded in Beijing in 2002, CKGSB has grown to becomea global business school with satellite campuses in Shanghai and Shenzhen and a network of overseas offices in Hong Kong, NewYork and London. Through its innovative educational programs, CKGSB is fostering the next generation of socially responsiblebusiness leaders. The school’s emphasis on research and knowledge creation has opened a unique bridge between the East and theWest. Faculty research insights, though international in nature, are characterized by the growing influence of China and emergingmarkets. Domestically, CKGSB alumni are some of the most entrepreneurial and influential businesspeople in China. CKGSB wasfounded through the generous financial support of the Li Ka Shing Foundation. The Foundation is the charitable project of LiKa-shing, Asia’s most successful entrepreneur.www.bricsonbrics.org