Programa Ejecutivo en

MANAGEMENT ESTRATÉGICO

2da Edición

(para ser dictado en UTN é IN COMPANY)

http://www.sceu.frba.utn.edu.ar/cursosfooter/gestion/programa-ejecutivo-en-management-estrategico-.html

El Programa Ejecutivo en MANAGEMENT ESTRATÉGICO si bien puede cursarse independientemente del resto, es el segundo de los 4 Módulos en que se divide el MEyGC 2014 - Curso Universitario en MANAGEMENT ESTRATÉGICO y GESTIÓN DEL CAMBIO, y tiene como propósito el desarrollo de capacidades específicas, la formación y capacitación de Emprendedores, Empresarios, Empleados, Funcionarios, Ejecutivos y Profesionales de los Sectores Industria, Servicios, Gobierno, y ONGs, a través de Nuevas Herramientas, Metodologías y Modelizaciones de Management Estratégico que permitan crear, evaluar, investigar, planificar y gerenciar Empresas, Instituciones, y Organizaciones con y sin Fines de Lucro de los Sectores Industria, Servicios, Gobierno y ONGs, o vinculadas a ellos, basándose en la participación interdisciplinaria, el intercambio de conceptos y experiencias y el aprendizaje de metodologías y modelizaciones innovadoras, a partir de:

1. el aprendizaje y la aplicación de Nuevas Metodologías y Modelizaciones de Management Estratégico aplicado a los Sectores Industria, Servicios, Gobierno y ONGs;
2. la interrelación entre homologías temáticas y homologías problemáticas;
3. la exposición y discusión de casos reales en tiempo real, conteniendo la presentación de estrategias culturales, organizacionales y competitivas, presentes y futuras, y su implementación táctica.

Duración y Días de cursado en UTN:

27 horas presenciales (9 miércoles consecutivos) .

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Fecha de Inicio en UTN:

Miércoles 21 de Mayo de 2014, de 18:30 a 21:30 horas.

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Lugar:

Universidad Tecnológica Nacional (UTN) - Facultad Regional Buenos Aires (Medrano 951, Ciudad Autónoma de Buenos Aires, Argentina).

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Director Académico y Profesor:

Dr. Miguel Ángel Medina Casabella, ME, MBA, SMHS (para consultar su CV, hacer click aquí).

Destinatarios:

El Programa Ejecutivo en MANAGEMENT ESTRATÉGICO fue diseñado para satisfacer la necesidad del desarrollo de capacidades específicas, formación, capacitación y actualización de Emprendedores, Empresarios, Empleados, Funcionarios, Ejecutivos y Profesionales de:

• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, del Sector Industria;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, del Sector Servicios;
• Empresas, Instituciones y Organizaciones Políticas, Gubernamentales y No Gubernamentales;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, prestadoras y/o proveedoras del Sector Industria;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, prestadoras y/o proveedoras del Sector Servicios;
• Consultores especializados o con necesidad de especialización o actualización en Management Estratégico.

Requisitos de los Destinatarios para cursar:

Los Destinatarios del Programa Ejecutivo en MANAGEMENT ESTRATÉGICO deberán contar con al menos 1 (un) año de experiencia laboral en el Sector Industria, Servicios, Gobierno y/o ONGs, y estar motivados por el Aprendizaje y la Aplicación de Nuevas Herramientas y Nuevos Modelizaciones de Management Estratégico.

Temario a Desarrollar:

1. Introducción al Pensamiento Estratégico © y su Influencia en el Management Estratégico
2. Creación, Desarrollo e Implementación de Procesos de Management Estratégico
3. Enfoques, Desenfoques y Ausencia de Enfoque Estratégico en las Culturas Desarrolladas y Subdesarrolladas ©
4. El Indiscutible Impacto de la Prospectiva en el Management Estratégico ©
5. Enfoques Multivariables Operativos de Matrices Estratégicas ©
6. Análisis, Planificación e Implementación Estratégica de Costos
7. Análisis Multivariable Tridimensional © y su Aplicación al Management Estratégico
8. Management Estratégico de la Innovación 
9. Estrategias de Microsegmentación: a) Hard; b) por Influencia; c) Funcional; d) Vincular; e) Subliminal; f) Síntesis de las Tipologías ©
10. Metodología para  el Posicionamiento y Reposicionamiento Estratégicos 
11. Metodología para la Creación e Implementación de Imagen Corporativa o Institucional
12. El Management Estratégico, ¿es reemplazo válido del Marketing Estratégico? ¿Siempre, o en algunas Culturas? ¿Por qué?
13. Estrategias Multicuturales, Transculturales e Interculturales ©
14. Estrategia Corporativa y Estrategia Competitiva: ¿Matrimonio o Divorcio?
15. Test de Competitividad ©
16. Management Estratégico de Desarrollo del Recurso Humano
17. Estrategia Organizacional por Tipologías de: a) Pensamiento; b) Lenguaje; c) Abordaje de la Realidad; d) Niveles de Introspección ©
18. Síntesis de las Tipologías
19. Las Tipologías y su relación con los Miedos ©
20. Estrategias para el Start-Up y/o el Rediseño Organizacional
21. Análisis Organizacional y Perfiles Organizacionales
22. Modelos de Evaluación del Recurso Humano para la Eficientización de Procesos 
23. Modelos de Evaluación del Recurso Humano para la detección de necesidades de Capacitación 
24. Aprendizaje Organizacional, Competencias Distintivas y  Modelos de Capacitación 
25. El Management Estratégico y su Relación con la Responsabilidad Social Empresaria y/o Corporativa y/o Institucional
26. Management Estratégico para la Competitividad Sustentable ©
27. El Management Estratégico de las Tecnologías Disruptivas ©

Informes e Inscripción para cursado en UTN:

info@sceu.frba.utn.edu.ar
(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Inversión y Forma de Pago para cursado en UTN:

1. $3000 (externos)
2. $2700 (comunidad UTN)
3. $2400 (graduados UTN)

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

MUY IMPORTANTE:
El Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

es dictado "IN COMPANY", adecuando sus contenidos, extensión, etc. a las necesidades puntuales de cada Empresa, local o regionalmente

(LatAm - América Latina)
Consultas al mail: msg.latam@gmail.com

ó al +5411-3532-0510

© Copyright Miguel Ángel Medina Casabella y MANAGEMENT SOLUTIONS GROUP LatAm

Programas Complementarios:

• Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO: 

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-pensamiento.html

• Programa Ejecutivo en GESTIÓN DEL CAMBIO: 

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-gestion-del.html

• Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS: 

msg-latam-meic.blogspot.com.ar/2014/04/taller-de-estrategias-efectivas-para.html

Programa Ejecutivo en

PENSAMIENTO ESTRATÉGICO

3ra Edición
(para ser dictado en UTN é IN COMPANY)

http://www.sceu.frba.utn.edu.ar/cursosfooter/gestion/programa-ejecutivo-en-pensamiento-estrategico.html

El Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO 2014, si bien puede cursarse independientemente del resto, es el primero de los 4 Módulos en que se divide el MEyGC 2014 - Curso Universitario en MANAGEMENT ESTRATÉGICO y GESTIÓN DEL CAMBIO, y tiene como propósito el desarrollo de capacidades específicas, la formación y capacitación de Emprendedores, Empresarios, Empleados, Funcionarios, Ejecutivos y Profesionales de los Sectores Industria, Servicios, Gobierno, y ONGs, a través de Nuevas Herramientas, Metodologías y Modelizaciones de Pensamiento Estratégico que permitan crear, evaluar, investigar, planificar y gerenciar Empresas, Instituciones, y Organizaciones con y sin Fines de Lucro de los Sectores Industria, Servicios, Gobierno y ONGs, o vinculadas a ellos, basándose en la participación interdisciplinaria, el intercambio de conceptos y experiencias y el aprendizaje de metodologías y modelizaciones innovadoras, a partir de:

1. el aprendizaje y la aplicación de Nuevas Metodologías y Modelizaciones de Pensamiento Estratégico aplicado a los Sectores Industria, Servicios, Gobierno y ONGs;
2. la interrelación entre homologías temáticas y homologías problemáticas;
3. la exposición y discusión de casos reales en tiempo real, conteniendo la presentación de Escenarios Culturales, Organizacionales y Competitivos, presentes y futuros, y su Implementación Estratégica.

Duración y Días de Cursado en UTN:

27 horas presenciales (9 lunes consecutivos).

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Fecha de Inicio en UTN:

Lunes 26 de Mayo de 2014, de 18:30 a 21:30 horas.

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Lugar:

Universidad Tecnológica Nacional (UTN) - Facultad Regional Buenos Aires (Medrano 951, Ciudad Autónoma de Buenos Aires, Argentina).

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Director Académico y Profesor:

Dr. Miguel Ángel Medina Casabella, ME, MBA, SMHS (para consultar su CV, hacer click aquí).

Destinatarios:

El Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO fue diseñado para satisfacer la necesidad del desarrollo de capacidades específicas, formación, capacitación y actualización de Emprendedores, Empresarios, Empleados, Funcionarios, Ejecutivos y Profesionales de:

• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, del Sector Industria;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, del Sector Servicios;
• Empresas, Instituciones y Organizaciones Políticas, Gubernamentales y No Gubernamentales;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, prestadoras y/o proveedoras del Sector Industria;
• Empresas, Instituciones y Organizaciones, con o sin Fines de Lucro, prestadoras y/o proveedoras del Sector Servicios;
• Consultores especializados o con necesidad de especialización o actualización en Pensamiento Estratégico.

Requisitos de los Destinatarios para cursar:

Los Destinatarios del Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO deberán contar con al menos 1 (un) año de experiencia laboral en el Sector Industria, Servicios, Gobierno y/o ONGs, y estar motivados por el Aprendizaje y la Aplicación de Nuevas Herramientas y Nuevos Modelizaciones de Pensamiento Estratégico.

Temario a Desarrollar (en Contenidos Mínimos):

1. Introducción al Pensamiento Estratégico
2. El Factor Cero.
3. El Pensamiento Estratégico en los Países Desarrollados y Subdesarrollados.
4. El Ser y Hacer Emprendedor / Empresarial, ¿Juego de Mente o Juego Demente?
5. Pensamiento Estratégico y su Relación con el Negocio / Resultados.
6. Análisis de Estilos de Pensamiento / Acción: ¿Por qué el pollo cruzó la carretera?
7. Eterno Resplandor de una Mente Empresarial: Adaptación, Valor Agregado, Percepción, Objetividad, Realidad, Prognosis, Necesidad, Funcionalidad, Aprendizaje, Cambio y Fuerza Impulsora.
8. El Pensamiento Estratégico en los Países Desarrollados y Subdesarrollados.
9. Tipos o Niveles de Pensamiento Estratégico: a) Operativo; b) Analítico; c) Científico; d) Conceptual ©.
10. Análisis Multivariable Tridimensional © y su Aplicación al Pensamiento Estratégico.
11. Pensamiento Estratégico y su Aplicación a a la Creación, Desarrollo e Implementación de Procesos, y al Análisis de la Cadena de Valor.
12. Pensamiento Estratégico y su Aplicación al Análisis, Desarrollo e Implementación de Estrategias Organizacionales por Tipologías de: a) Pensamiento; b) Lenguaje; c) Abordaje de la Realidad; d) Niveles de Introspección ©.
13. Síntesis de las Tipologías ©.
14. Las Tipologías y su relación con los Miedos ©.
15. Pensamiento Estratégico y su Aplicación a la Prospectiva (Construcción de Escenarios) ©.
16. Pensamiento Estratégico y su Aplicación a Enfoques Multivariables Operativos de Matrices Estratégicas ©.
17. Pensamiento Estratégico y su Impacto en la Innovación:
18. Pensamiento Estratégico y su Impacto en las Estrategias de Microsegmentación: a) Hard; b) por Influencia; c) Funcional; d) Vincular; e) Subliminal; f) Síntesis de las Tipologías ©.
19. Pensamiento Estratégico y su Aplicación al Posicionamiento y Reposicionamiento Estratégico.
20. ¿Signos, Íconos, Símbolos, o la suma / combinación de todos ellos?
21. Pensamiento Estratégico y su Aplicación a Estrategias Multicuturales, Transculturales e Interculturales ©.
22. Pensamiento Estratégico y su Aplicación al Desarrollo del Recurso Humano: Test de Competitividad ©.
23. Pensamiento Estratégico y su Aplicación a Estrategias para el Start-Up y/o el Rediseño Organizacional.
24. Pensamiento Estratégico y su Aplicación al Análisis Organizacional y Perfiles Organizacionales.
25. Pensamiento Estratégico y su Aplicación al Aprendizaje Organizacional, Competencias Distintivas y Modelos de Capacitación.
26. Pensamiento Estratégico y su Aplicación a las Estrategias y los  Procesos de Cambio.
27. Pensamiento Estratégico y su Aplicación a las Tecnologías Disruptivas.

Informes e Inscripción para cursado en UTN:

info@sceu.frba.utn.edu.ar
(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

Inversión y Forma de Pago para cursado en UTN:

1. $3000 (externos)
2. $2700 (comunidad UTN)
3. $2400 (graduados UTN)

(para dictado IN COMPANY, consultar al mail msg.latam@gmail.com)

MUY IMPORTANTE:
El Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO 

es dictado "IN COMPANY", adecuando sus contenidos, extensión, etc. a las necesidades puntuales de cada Empresa, local o regionalmente

(LatAm - América Latina)
Consultas al mail: msg.latam@gmail.com
ó al +5411-3532-0510

© Copyright Miguel Ángel Medina Casabella y MANAGEMENT SOLUTIONS GROUP LatAm

Programas Complementarios:

• Programa Ejecutivo en MANAGEMENT ESTRATÉGICO 2014: 

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-management.html

• Programa Ejecutivo en GESTIÓN DEL CAMBIO 2014: 

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-gestion-del.html

• Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS 2014: 

msg-latam-meic.blogspot.com.ar/2014/04/taller-de-estrategias-efectivas-para.html

PHARMA DEALS DURING MARCH 2014

Following on from last month's Deal Watch, which included four transactions of over $1bn, March looks rather subdued in terms of deal values. On the last day of the month Johnson & Johnson (J&J) agreed to accept the $4bn offer from The Carlyle Group, which was originally announced in January, to acquire its Ortho-Clinical Diagnostics business. The transaction is expected to close towards the middle of the year.

The March deals with financial details disclosed summarised in this month's Deal Watch combine a rather mixed bag of early stage drug discovery collaborations, clinical stage and approved product licences and divestments, and company and product acquisitions. We also note some less frequent transaction types: a co-promotion agreement and buy back of rights from a deal signed some time ago. It is also interesting to see press announcements covering the payment of milestones, which is always valuable information for benchmarking deal terms. A broad range of therapeutic areas is represented in this month's deal table including oncology, immune-related diseases, dermatology, ophthalmology, gastroenterology and respiratory. 

Immune checkpoint modulators

Two of the largest deals announced this month focus on immune checkpoint modulator research. Many pharma and biotech companies are now investing in this area for the development of novel therapeutics and combinations of therapies in the treatment of cancer. Based on the activities we covered in last month's Deal Watch, this is certainly becoming a hot topic.   

The first of these deals was between recently floated Five Prime Therapeutics and Bristol-Myers Squibb (BMS) under which the companies will collaborate to discover, develop and commercialise immuno-oncology therapies. BMS is paying $20m upfront and will commit up to $9.5m in research funding to access Five Prime's proprietary protein discovery platform to develop immuno-oncology therapies against targets identified in two undisclosed immune checkpoint pathways. 

This transaction has a familiar discovery deal structure: BMS will obtain exclusive, worldwide rights to develop and commercialise the new therapeutics generated and is purchasing 4.9 per cent of Five Prime common stock at approximately a 30 per cent premium for around $21m. In addition, Five Prime could receive up to $300m in future development, regulatory and sales-based milestones per collaboration target, as well as tiered mid-single-digit rising to low-double-digit royalties on net sales of each product sold by BMS.

The second deal, the $341m discovery transaction between AnaptysBio and Tesaro, is focused on the development of antibodies that activate immune checkpoints disabled by various cancers. The collaboration is targeting three checkpoint molecules: PD-1 (programmed death receptor-1), LAG-3 (Lymphocyte Activation Gene-3) and TIM-3 (T cell Immunoglobulin and Mucin protein-3). In addition to $17m upfront, AnaptysBio will receive clinical milestones of $18m per drug candidate in each programme and up to $90m in regulatory milestones per programme. Royalties on sales will be in the single digit range.  

M&A

There continues to be M&A activity in the industry although not quite at the values we have seen in previous months. US-based Horizon Pharma's acquisition of Irish-based Vidara Therapeutics via a reverse merger for cash and stock comes in at $660m. The shareholders of Vidara will retain approximately 26 per cent of the new company and receive around $200m in cash. The NewCo will be called Horizon Pharma plc and will be an Irish company to take advantage of the lower corporate tax rates in Ireland. This follows on from several other acquisitions of Irish entities, which result in US companies paying Irish corporation tax, eg the acquisition by Perrigo of Elan and Actavis' acquisition of Warner Chilcott last year. With its sight set on becoming a profitable specialty pharmaceutical company, the new Horizon will have a portfolio of four products marketed primarily in the US, three from Horizon and one from Vidara. Horizon's arthritis and anti-inflammatory products are novel formulations/combinations of established drugs: Duexis (ibuprofen and famotidine), Vimovo (naproxen and esomeprazole) and Rayos/Lodotra (delayed release prednisone).  Vidara brings Actimmune (interferon gamma-1b) for the treatment of chronic granulomatous disease (CGD) and severe, malignant osteopetrosis (SMO). Sales of Actimmune were $58.9m in 2013.

Vectura's acquisition of private German company Activaero for $181m in cash and equity brings a smart nebuliser-based technology and three nebuliser device families, in addition to a series of clinical and preclinical stage drug development programmes. The most advanced asset in Activaero's portfolio is Favolir for severe adult asthma, which is in late stage clinical development with an EU regulatory filing anticipated by late 2017.  This acquisition expands Vectura's respiratory formulation and device technology offerings which has been focused on dry powder inhaler (DPI) technologies.   

Galapagos decided to sell its BioFocus and Argenta drug discovery service divisions to Charles River during the month so that it could focus on being an R&D company and use the proceeds for its evolving clinical stage drug pipeline. The overall transaction value was around $185m, comprising an immediate cash consideration of approximately $178m and an earnout of about $7m if revenue targets are achieved 12 months after closing. The purchase price is a multiple of approximately 2 times 2013 sales.

Large pharma activity

Several of the large pharma announced strategic transactions during March. Following on from Abbott's split into two businesses last year, Baxter International announced that it is forming two independent companies: one in biopharmaceuticals and the other in medical products. With 2013 revenues of approximately $6bn, Baxter's biopharmaceuticals business focuses on recombinant and plasma-based proteins to treat haemophilia and other bleeding disorders, and plasma-based therapies to treat immune deficiencies, alpha-1 antitrypsin deficiency, burns and shock, and other chronic and acute blood-related conditions.

Baxter's medical products business has annual sales of over $9bn and a portfolio of intravenous solutions and nutritional therapies, drug delivery systems, premixed and other injectable drugs, inhalation anaesthetics and hospital-based biosurgery products. This business combines renal dialysis company Gambro which Baxter recently acquired for $4bn.

In plans to strengthen their marketing presence in the Far East, both AstraZeneca (AZ) and GlaxoSmithKline (GSK) have taken full control of units there. AZ completed its acquisition of the remaining shares held in its Japanese unit, AstraZeneca KK, by Sumitomo Chemical for $102m. Turning to the rapidly growing market of Indonesia, GSK is paying $40m to take full control of its consumer health unit by buying out the 30 per cent share held by Sarasvati Venture Capital. Sales from this unit were nearly $84m in 2013, over 3-times sales in 2008.

Bayer Healthcare is also making significant investment in the Far East by increasing the production capacity of its Beijing plant via $137.5m of funding to ensure it can meet further demand for its products in China.

Innovation in drug discovery

At the other end of the pharmaceutical development process and focusing on generating new and novel drug leads, AZ has just recently announced an innovative arrangement with the UK's Medical Research Council (MRC). Under the five-year agreement, scientists from the MRC will work closely with AZ's scientists to identify drug targets and screen promising candidates. A joint research facility will be created at AZ's new R&D centre in Cambridge, UK. MRC scientists will have access to AZ's vast compound library and will use high-throughput screening technologies, with the MRC funding up to 15 screening projects per year. AZ will have the first option to enter a negotiation to license any resulting drug discovery programmes relevant to the company's therapeutic areas of interest.  If this option is not used, MRC scientists will be free to negotiate with other parties.

Turning east again, AZ has also recently announced a research collaboration with Shenzhen University Health Science Center for preclinical research focused on chronic kidney disease (CKD).  Kidney disease in China is a significant and growing problem. The numbers are huge: over 112 million people in China suffered from kidney disease in 2010 and this is expected to rise by 20 per cent to more than 135 million by 2025.

Terminations

Sometimes a partnership does not survive in the long term for a variety of reasons; change in a development and commercialisation partner's strategy is one of them. Being able to maintain a good relationship and have all rights returned in a timely manner is very important so that precious development time is not lost. This seems to have been the case with Kythera Biopharmaceuticals and its partner since 2010, Bayer Healthcare's Consumer Care Division. 

Dating back to August 2010, Kythera entered into a $373m licensing deal with what was Intendis at that time (Bayer HealthCare's dermatology business), for rights to ATX-101 outside the US and Canada.  ATX-101 is a proprietary injectable formulation of a synthetic version of deoxycholic acid currently in late stage development for the reduction of submental fat (double chin). Citing a change in strategic focus, Bayer is selling back the rights to ATX-101 to Kythera. Under the buy back provisions, Kythera is paying Bayer $33m in Kythera common stock plus a $51m promissory note, payable no later than 2024. In addition to the equity stake and promissory note, Bayer is also eligible to receive long term sales milestones on annual sales outside North America. In a webcast to coincide with the buy back announcement, Kythera stated that its priority focus is an NDA filing for ATX-101 with the FDA, planned for Q2 this year, and ex-US submissions planned within the next 12 months. The company will review its commercialisation strategy for territories outside North America to establish whether securing an alternative partner is the best approach to generating the best value for ATX-101.

Fuente: PMLive

Haciendo click en los links siguientes, accederán a los Contenidos de algunos de nuestros CURSOS A MEDIDA:

Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-pensamiento.html

Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-management.html

Programa Ejecutivo en GESTIÓN DEL CAMBIO

http://msg-latam-meic.blogspot.com.ar/2014/04/programa-ejecutivo-en-gestion-del.html

Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS

http://msg-latam-meic.blogspot.com.ar/2014/04/taller-de-estrategias-efectivas-para.html

Por dictado IN COMPANY, consultar al mail: msg.latam@gmail.com

ó al +5411-3532-0510

How Will We Feed 9 Billion People in 2050?

Experts at GW’s Feeding the Planet Summit discuss sustainable innovations in food security.

by Lauren Ingeno

USAID Administrator Rajiv Shah was the keynote speaker at the Feeding the Planet Summit. He presented the "five most innovative things the U.S. is doing to feed the planet," such as an orange-flesh sweet potato enhanced with high levels of Vitamin A.

By the year 2050, experts predict the world population will rise to 9 billion.

To meet the needs of that many people, humans will have to produce as much food in the next 40 years as they have in the last 8,000, says Jason Clay, senior vice president of market transformation for the World Wildlife Fund. Currently, more than 800 million people in the world do not have enough to eat.

And as the world population surges, the Earth’s health is declining. Humans are destroying forests, draining rivers and building factory farms to increase food production. Meanwhile, climate change is impacting all elements of food security—availability, access, utilization and stability.

So how will we feed the world without destroying the planet? And what role will consumers, farmers, policymakers and scientists play in addressing these challenges?

These were two of the big questions tackled at the day-long Feeding the Planet Summit held in the George Washington University’s Jack Morton Auditorium on Wednesday.

“Feeding the Planet: Sustainable Innovations in Food Security” was launched by GW Planet Forward—a project created in 2009 by GW School of Media and Public Affairs Director Frank Sesno and based at SMPA’s Center for Innovative Media. Planet Forward is an online community where “experts and engaged citizens come together” to find solutions in the areas of energy, climate and sustainability.More than 20 speakers—including chef and ThinkFoodGroup owner José Andrés, New York Times correspondent Amy Harmon and USAID Administrator Rajiv Shad—brought a wide range of expertise to the summit.

“This is complicated stuff, this feeding the planet,” Mr. Sesno said in his opening remarks. “But it’s also unbelievably exciting. And it’s what I had in mind when I started Planet Forward—to create a media lab where we could learn, innovate, implement and, along the way, engage incredibly important conversations that could benefit the country and the world.”

It’s a tall order, Mr. Sesno admitted.

“But we can do it because of who we are, where we are, who you are—because you’re empowered,” he said.

More than 350 people attended the summit, from farmers to students from Purdue, Middlebury, Roger Williams, the University of Oregon and Virginia Tech, among others. Hundreds more watched via a live webcast. Many engaged in the day’s dialogue through social media by tweeting comments and questions to speakers, with more than 3000 tweets to the event’s hashtag, #foodFWD.  Five videos by SMPA students were shown at the event.

Provost and Executive Vice President for Academic Affairs Steven Lerman addressed college students directly at the summit.

“Today’s summit is about what will be one of the grand challenges that will face your generation. And that challenge revolves around how you will feed a growing population in a way that is sustainable, that is healthy and that will thrive on what, turns out to be, our very small planet,” he said.

A theme that ran throughout the day’s discussions was the idea that feeding the planet will require a “balancing act” between multiple stakeholders. 

As the president and CEO of an agricultural cooperative, Land O’Lakes, Inc.’s Chris Policinski said he finds that there is actually much conversation going on about food production. The challenge, he said, is that the conversation “is happening in silos.”

In contrast, the Feeding the Planet summit offered the opportunity for leaders from all different sectors to come together. They stressed the importance of being open minded and inclusive when it comes to talking about agricultural technology and food security.

Phil Miller, vice president of global regulatory affairs at Monsanto—an agricultural biotechnology corporation that has come under fire from those who oppose genetically modified organisms, joined a diverse panel of leaders to discuss the controversial topic of GMOs.

Mr. Miller stressed that biotechnology is “not going to solve every issue” when it comes to food security, but it can be used as “one of the tools” that should be considered on a “case-by-case basis.”

Besides GMOs, there are many other sustainable innovations in food security that are changing the way we feed the planet.

USAID Administrator Rajiv Shah highlighted five of those innovations during his keynote speech at the summit.

Dr. Shah showed off innovative tools and technological advancements such as an orange-flesh sweet potato enhanced with high levels of Vitamin A and urea deep placement, a technique that increases yield percentages while reducing fertilizer costs for farmers.

"It is now possible to imagine a world without widespread hunger and malnutrition," Dr. Shah said.

Speakers such as the World Wildlife Fund’s Dr. Clay and Margaret Walsh, a senior ecologist in the U.S. Department of Agriculture’s Climate Change Program Office, spoke about the environmental impacts of producing enough food for 9 billion people.

If we do not quickly figure out how to make agriculture more efficient, how to do more with less, then “we’re going to be in trouble,” Dr. Clay said.

He said we need to start thinking about how to optimize many different resources, rather than maximize any one thing. And he identified “nine wedges”—such as genetics, better farming practices and cutting waste—that if applied globally and simultaneously, could help to reform the food system.

“We need to figure out what we can do to move the needle,” Dr. Clay said. “No one can do everything. Everyone can do something. What are you going to do?”

Luckily, many young people are already stepping up to the challenge.

Following Dr. Shah’s keynote presentation, four young food innovators took the stage to discuss the ways they are also helping to feed the planet in sustainable ways, hosted by chef and popular restaurant owner Spike Mendelsohn.

Harman Johar, a recent graduate of the University of Georgia, encouraged the audience to “eat more bugs.”

Mr. Johar is the founder of World Entomophagy—an edible insect supplier with a range of individual and corporate clients. He said insects are nutritious and encouraged those at the summit to give them a try. To the audience’s excitement, Diane Robinson Knapp, chair of GW’s Urban Food Task Force, which hosted a Food Day extravaganza at GW last week, ate a cricket on stage.

At the closing of the summit, George Washington President Steven Knapp said it is the young people of today who will find the solutions to feed the world of tomorrow.  

“Our students are at the forefront of leading our efforts,” he said. “They are committed to ending world hunger, and they are the ones who are really going to carry this whole cause forward.”

Haciendo click en los links siguientes, accederán a los Contenidos de algunos de nuestros CURSOS A MEDIDA:

Programa Ejecutivo en PENSAMIENTO ESTRATÉGICO

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Programa Ejecutivo en MANAGEMENT ESTRATÉGICO

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Programa Ejecutivo en GESTIÓN DEL CAMBIO

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Taller de ESTRATEGIAS EFECTIVAS para ESCENARIOS TURBULENTOS

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