International Award right. Mo Professor Bernardo Javalquinto
We are pleased to inform you that the jury of the xiv edition of the international award "Giuseppe Sciacca", Chaired by Prof. Giuseppe Santaniello, president hon.
With regard to the board of sato, along with our staff, headed by his eminence the SR. Cardinal darío castrillón holes, be assigned the special jury award to the economy.
Our cultural event involves the interest and the active cooperation of the most qualified in the world of culture and of the Italian and European institutions, distinguishing himself in a special way for their own purposes ethical and humanitarian. This edition of sciacca, under the aegis of the "Foundation Giuseppe Sciacca of charity and culture for justice and peace of the people onlus", Like its predecessors, l ' Hanni, with the sponsorship of the various departments of the Italian Republic and other institutions are important in the international arena. The Award of S. S. Benedict XVI IN 2005 with the approval of the holy father wanted to indizzarci, consideration singular repeatedly revealed to us by the presidents of the Italian Republic and the presidency of the European Parliament, the praise and recognition that receives many important Institutions, along with the accession of eminent personalities to our organization, which are a strong inventiveness to continue on the path undertaken.
One of the first researchers in 1972 for The Economist on net generation and ending poverty with my father who depute edited The Economist. I believe preferential option poor auditing is the greatest joy young impact entrepreneur professionals can master in remapping value chains. My associates work, linking china and us west coast, with leading open learning platforms and nations who wish to launch universities for the disadvantaged to become jobs creators and social world traders. I also connect partnerships in rome
[8/20/2015 12:05:02 PM] chrismacraedc: Christopher Macrae
[8/20/2015 12:05:30 PM] chrismacraedc: birth july 19 1951
[8/20/2015 12:05:39 PM] chrismacraedc: nationality uk
[8/20/2015 12:05:42 PM] chrismacraedc: redidence usa
[8/20/2015 12:43:42 PM] *** Call ended, duration 39:56 ***
[11:50:35 AM] *** Call to Bernardo Javalquinto, no answer. ***
bernardo can you help me understand diaries - we know of world bank meetings in peru
[11:51:54 AM] chrismacraedc: will there be a celebration of your award in rome
[11:53:03 AM] chrismacraedc: i most need to find something amy can do -otherwise she will have to take boriung job in china
[11:53:55 AM] chrismacraedc: bedy yang is one critical person - given her braziliam axis , question how string is your brazil uni partner
[11:54:54 AM] chrismacraedc: nancy ib dc will be helpinfg me approach various regionbal universities- but if we have amother go at catholic what to say
[11:55:38 AM] chrismacraedc: do you ecer see yourself in usa- eg writing directky to see if gutierrez in notre dame will receive a visit
[11:56:45 AM] chrismacraedc: the big issue nort being leveraged out of dc is how to advance jim kims tranforation of aid guiven it xalls for pop cultire and maximun change by millennials of their own curriculum
[11:57:48 AM] chrismacraedc: nobody is doing this properly- is it worth waitinng for antonio- do you expect ever to visit him
[11:58:42 AM] chrismacraedc: yes there is cuny but not sure what to day until i see if nancy approach to dc rehion unis makes progress
[11:59:47 AM] chrismacraedc: direct approaches to unis havent historixally been good way for me to proceed unless there is a ciibgregation of partners
[12:00:25 PM] chrismacraedc: then there is relevance of ens to dubai perhaps with mit linkls we are tryong to reactivate
[12:00:54 PM] chrismacraedc: i will try and make sure tese notes are all explanded in your forum at http://josbnet.ning.com
bernardo asked about connections at unhcr
chris writes: Not an active one
UNHCR Headquarters Organizational Structure (Geneva and Budapest) you can see he is near top of left hand box
firstname.lastname@example.org saijad malik attended inaugural social business summit in wolfburg 2009
at the time grameen trust and unhcr were expecting to partner
i did try and keep in touch but no active correspondence
georges -- is unhcr a network you link out of geneva, and how di your masterclass in florence go demonstrating digital 3d archeology etc?
also worth asking anna in case she comes across unhcr people in san diego and as timely to try again to build millennial clubs around values of Francis, Jim Kim et al
bernardo just won a prize from rome for being a latin ameican economist who develops social mba courses and impacts studnets in region more deeply than pther professors
we are also aiming to get to lima for world bank start of the year first week of october
I would like to understand if there is anything more we can do as preferential option poor still very badly misunderstood in dc development world. Also now peace summit has been lost from atlanta and is being hosted in barcelona- maybe its best if the summit stays in latin culture countries
from my research in europe (eg while volunteer editor of eu knowledgeboard) rome and barcelona have always been top in trying to encourage positive translation between faiths
and i still feel there is deep support among spanish peoples if not the banks themselves for comeback in community banking
Dear Katerina\uap id="yui_3_16_0_1_1442178842847_4224"> \uap id="yui_3_16_0_1_1442178842847_4224">In bernardo's weekly newsletter to me, he mentioned your interest in helping youth massively understand curriculum of social business \uap id="yui_3_16_0_1_1442178842847_4224"> \uap id="yui_3_16_0_1_1442178842847_4224">Between 2007 and 2012 i visited muhammad yunus 10 times in dhaka to see if there were ways to help- mostofa who grew up in bangladesh villages had been working tireless on youth ambassador projects since 2006 \uap id="yui_3_16_0_1_1442178842847_4224"> \uap id="yui_3_16_0_1_1442178842847_4224" dir="ltr">my father had been the pro-youth (end poverty ) economist at The Economist so dad enjoyed sharing his last public birthday with muhammad yunus at the royal automobile club in london \uap id="yui_3_16_0_1_1442178842847_4224" dir="ltr">this became the joint brochure of dad and yunus on how to prevent a decade of banking destroying youth \uap id="yui_3_16_0_1_1442178842847_4224" dir="ltr"> \uap id="yui_3_16_0_1_1442178842847_4224" dir="ltr"> \uap id="yui_3_16_0_1_1442178842847_4373"> \uadiv id="yui_3_16_0_1_1442178842847_4412">\uahttp://www.erworld.tv/sitebuildercontent/sitebuilderfiles/considerb1.pdf \ua/div> \uadiv id="yui_3_16_0_1_1442178842847_4412">\ua \ua/div> \uadiv id="yui_3_16_0_1_1442178842847_4412" dir="ltr">\uaand my family and friends and we distributed 10000 dvds to youth from youtube interviews made with leadership team in grameen bank summer 2008 - the day the nobel peace laureate judge visited mirpur to open the yunus museum and to promise that bangaldeshi youth would never be forgotten\ua/div> \uadiv id="yui_3_16_0_1_1442178842847_4412">\ua \ua/div> \uadiv id="yui_3_16_0_1_1442178842847_4412">\ua \ua/div> \uadiv id="yui_3_16_0_1_1442178842847_4412" dir="ltr">\uayunuschoolusa
I. EXECUTIVE SUMMARY
HAVE YOU EVER WONDERED WHY ONLY 10% OF M & AS ARE REALLY SUCCESSFUL?
A Successful Merger and Acquisition (M&As) seems to be the magic answer to the globalization of the economy. Every day new business operations of this nature are announced in newspapers all over the world. However, in the HBS Magazine the article The Big Idea: The New M&A Playbook, by Clayton M. Christensen, Richard Alton, Curtis Rising, and Andrew Waldeck “when a CEO wants to boost corporate performance or jump-start long-term growth, the thought of acquiring another company can be extraordinarily seductive. Indeed, companies spend more than $2 trillion on acquisitions every year. Yet study after study puts the failure rate of mergers and acquisitions somewhere between 70% and 90%. A lot of researchers have tried to explain those abysmal statistics, usually by analyzing the attributes of deals that worked and those that didn’t. What’s lacking, we believe, is a robust theory that identifies the causes of those successes and failures.” And only 10% of the M&As are successful. This means that, in most of the cases, when you add 1 plus1 is not equal to 2, but 1, 5. Studies of numerous cases of M&As have shown that the formula of success is made up of, at least, three basic fundamental factors. First, you have to think about the strategic vision that you will have with this new entity and of the value added that will contribute to this new merger. Second, choose the best similarities of the different cultures that shared same or similar values and that will make or empower your organization. Finally, make the integration process to be well managed. This last statement is very delicate. Because if you think carefully the value of a company is changing from the tangible value factors in the past to intangible factors, that are appearing to be extremely valuable, e.g., the clients and the personnel. Of course, those are obviously the ones that we don't buy. We should change our way of thinking and we should convince them that the merger will be profitable for them; otherwise, they simply leave and or are fired because they create chaos in the process and leads to the destruction of value of the company. The integration is not a mere arithmetic operation, but rather it requires, to be very careful, and especially to have tact in order to avoid a rupture between the winning assumptions and the presumed losers. The first step is to define who will be the "Architect of the Merger" and quickly clarify the situation to the top management level, to avoid the concern of a future stagnation in the main level of executives of the company. The decisions taken should be objective and applied with judgment in order not to generate a "war of clans." Also, it means to constitute a mixed and quite balanced team that will really do the job for you "all the way, just for the success of the merger.” The next step is defining the rules of the game clearly, where the fairness and impartiality of the Architect is completely reliable, with no question, whatsoever. At the same time, during the whole process is required a good plan of communication, without it, the field is left free for all kind of speculations and uncertainty. The speech should be coherent with the acts and vice versa. The management team should define their plan of action quickly and put it in progress immediately, in order to avoid deception and the risk of being left in the middle of road. The biggest problem is that all the energy could be absorbed solving internal problems of the M&As. If this happen, it is possible that when you lose control of the administration and of the business, this will create a great benefit for the competitors. So, in order to completely successful, the merger cannot be a mere absorption of one company to another. On the contrary, the result should be “in the creation of a new entity that arises with their own culture that emerges with the