On September 16th 2011, Jared Cohon, President of Carnegie Mellon University (CMU) and Paul Kagame, President of Rwanda announced a major partnership between CMU and the government of Rwanda to offer graduate engineering degree programs in Rwanda. This is the first time that such a highly ranked university is opening a campus in Africa with on-site presence.
You can read more about it in my paper in Next Billion.
If you Google "Carnegie Mellon Rwanda", you will find 300+ media articles commenting about it. Here is an interesting one by the Wall Street Journal.
See you later alligator...
You can read more about it in my paper in Next Billion.
If you Google "Carnegie Mellon Rwanda", you will find 300+ media articles commenting about it. Here is an interesting one by the Wall Street Journal.
See you later alligator...
1 comment:
We think that the insight below is particularly relevant to your interest in American university investment in African institutes of higher learning. Creating well-educated global citizens globally diversifies talent and makes it easier to have a culturally diverse and internationally-focused business. From our analysis at http://blog.frontierstrategygroup.com:
Many executives, when pressed to explain what differentiates their corporate culture from that of their competitors will say something along the lines of, “our company is like a family” or, “employees are attracted to our values.” At established offices in developed markets, where hundreds of long-time employees live and breathe the corporate culture, this ambiguous but definition may be sufficient.
In emerging markets, however, companies do not have this luxury. Very few employees in a local office will ever make the trip to headquarters to absorb and live that culture first-hand. Furthermore, as companies rapidly expand their local headcount, the ratio of “indoctrinated” employees to “un-indoctrinated” employees will become even more skewed. Some locations may get lucky, organically developing their own unique corporate culture in the local office that successfully engages talent and differentiates the work environment, but relying on luck is never a best practice.
The companies that have been most successful in attracting and retaining top talent have put in place formal processes for defining, differentiating, and instilling their corporate culture in their furthest-flung emerging market locations.
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Mitchell Langley
International Marketing Associate
Frontier Strategy Group
mlangley (at) frontierstrategygroup (dot) com
http://blog.frontierstrategygroup.com
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