china evolving global conference:

Executive SummaryA synthesis of ideas from the Harvard University Advanced Leadership Initiative Global Conference

China Evolving June 10 - 14, 2013 | Shanghai, China

Global Conference:

Global Conference: China Evolving

7© Advanced Leadership Initiative


June 10 - 14, 2013 | Shanghai, China

GLOBAL CONFERENCE CO-CHAIRS

Rosabeth Moss KanterChair and Director, Advanced Leadership Initiative

Ernest L. Arbuckle Professor of Business AdministrationHarvard Business School

William C. KirbyT. M. Chang Professor of China Studies

Spangler Family Professor of Business AdministrationDirector, FairbankCenter for Chinese Studies

Chairman, Harvard China FundHarvard University



EXECUTIVE SUMMARY CREDITS

Valerie L. DenomyManaging Director, Advanced Leadership Initiative

[email protected]

Michael PerryCommunications Manager, Advanced Leadership Initiative

[email protected]

Erica ZendellResearch Associate to William C. Kirby

[email protected]

©2013 President and Fellows of Harvard College



TABLE OF CONTENTS

Preface: The Global Conference Premise................................................................2

Day 1: China Today: Myths and Lessons ...............................................................2 Energy, Agriculture, and the Environment...................................3 Agriculture and Sustainability...........................................................4

Day 2: Law and Civil Society in China....................................................................5 Four Enterprise Models Materials....................................................7

Day 3: Field Visit to Kunshan......................................................................................9

Day 4: Public Health and Private Welfare............................................................10 Health Care Reform in China and in Shanghai.........................10 The Modern Hospital System of Greater Shanghai................11 Conclusion: The Chinese Century?.............................................12

APPENDICES

Appendix 1: Global Conference Agenda................................................................13

Appendix 2: Global Conference Speakers.............................................................17

Appendix 3: Advanced Leadership Faculty..........................................................21

Appendix 4: Advanced Leadership Fellows.........................................................25



PREFACE: THE GLOBAL CONFERENCE PREMISEThe Advanced Leadership Initiative (ALI) represents a new stage in higher education designed to prepare experienced leaders to take on new challenges in the social sector where they can potentially make an even greater societal impact than they did in their careers. Through the Advanced Leadership Initiative, Harvard seeks to tap the experience of a socially conscious generation of leaders and help redirect and broaden their skills to fill critical leadership gaps and solve major social issues. During their year at Harvard, Fellows will be able to take advantage of the vast intellectual resources of the University to learn, teach, mentor, consult, reflect, and plan in preparation for their post-Fellowship project.

Through ALI global conferences and field experiences, Fellows will have the opportunity to understand global and regional issues firsthand. These experiences also provide opportunities to meet community leaders, NGO managers, and global thought leaders engaged in compelling research and work around the world. These will include faculty-led programs as well as individual onsite experiences that Fellows develop for themselves.

In collaboration with the Harvard China Fund, the 2013 Global Conference, “China Evolving,” was held on June 10-14, 2013 in Shanghai, People’s Republic of China at Harvard’s first university-wide center abroad, the Harvard Center Shanghai.

Over the course of the four days, visitors from over ten Chinese organizations and scholars from the Harvard schools of Law, Business, Public Health, and the Faculty of Arts and Sciences led the Fellows through an intensive introduction to modern China. In addition to lectures and panel discussions, Fellows also participated in field excursions to the entrepreneurial city of Kunshan and to the Minhang district of Shanghai, the model of Chinese community health centers.

We know that what happens in China today has global significance and we need insight into China’s trajectory to understand our own. But how did China become what it is today? What are the implications of China’s economic power? How will it face the challenges that come in the wake of industrialization, from labor migration and legal reform to higher education and healthcare? Above all, can China become a global leader?

This report, while summarizing and synthesizing the content of the Global Conference in Shanghai, highlights a few of the many challenges for growth in China that were explored over the course of the four-day conference. We hope that this brief immersion in the dynamics of modern China establishes a foundation of knowledge that will enable the Advanced Leader to navigate a world that is more dependent on China and a China that is more dependent on the world.

DAY 1: CHINA TODAY: MYTHS AND LESSONSChina’s past has tremendous impact on its present; we cannot understand China today without understanding its past. In his opening remarks, Professor William C. Kirby, T.M. Chang Professor of China Studies, Spangler Family Professor of Business Administration, and Chairman of the Harvard China Fund challenged Fellows’ assumptions about China.

• China may be a 5,000-year-old series of empires, but it is only 102 years old as a country.

• Politically speaking, there is one China. From the perspective of ethnic, cultural, linguistic, and geographical diversity, one could say that there are many Chinas.

• China’s rise is not a new phenomenon. Outside of the anomalous period of the 1950-1978 with the Great Leap Forward and the Cultural Revolution, China has been rising over the course of the past century. China is now back to where it could have been had those years not occurred, and we are paying more attention.

Insofar as where China is going, Professor Kirby shared a few predictions.

• If China is to lead the 21st century, it needs to lead in “soft power”, especially in education, as much as “hard” military and economic power.

• China’s stumbling blocks lie in issues of rule of law and political reform, exemplified by the sudden and mysterious fall of Bo Xilai.

Following this lecture, Professor Kirby introduced the case of the Wanxiang Group, an OEM auto parts manufacturer and holding company. Founded at the height of the Cultural Revolution, Wanxiang was founded in 1969 as a Commune and Brigade Enterprise (CBE) by Lu Guanqiu. With $500 of startup money, the CBE collected scrap steel from the People’s Liberation Army and made tractor ploughs. Eventually moving into the



manufacture of universal joints, Wanxiang developed a reputation of quality that led to its inclusion in the national government plan in 1979-1980.

Some points from the Fellows accounting for Wanxiang’s success starting up in China included:

• Wanxiang provided incentives for laborers.

• Wanxiang did not have access to college graduates, so it brought in and trained high school graduates.

• Wanxiang invested 5-7% in R&D.

• Wanxiang instituted an “Elimination policy” of removing obsolete equipment, products, and personnel.

Wanxiang went to the US and opened Wanxiang America in 1985 with the hopes of manufacturing auto parts at Chinese prices and selling at American prices. Lu Guanqiu’s son-in-law, Ni Pin, ran the organization and made strategic acquisitions of more than 25 American companies, including its former importing partner, Zoeller, and more recently, A123, a company in Waltham, MA specializing in Lithium-ion batteries for electric cars.

The risks for Wanxiang today:

• Despite the presence of their products in the United States, Wanxiang remains fairly unknown.

• Wanxiang has only made car parts, but is attempting to build a fully-formed electric car.

• Lu Guanqiu has made big business bets in the past, but has never had to compete against his own customers, especially in an unpredictable US auto market.

Fellows provided suggestions for Wanxiang. Some said that Lu could focus on Wanxiang’s branding in China, making the company known as a car manufacturer instead of just a parts manufacturer. Others said that Wanxiang could focus exclusively on building the electric car battery instead of the full electric car.

ENERGY, AGRICULTURE, AND THE ENVIRONMENT

In the afternoon session of the first day of the ALI Global Conference, Professor Forest Reinhardt, John D. Black Professor of Business Administration, led an interactive lecture discussing the future or energy and agribusiness in China and worldwide. Energy matters because what it means to be rich is to have more energy resources at one’s disposal.

Right now, energy is not a single industry—it has two main value chains.

• One is vehicle fuels, starting in the oil well and ending in your car.

• The other is electricity, starting with coal, water, wind, natural gas, or sunlight and ending in some electrically-powered device

In the next 30 years, the interesting phenomena in the energy industry will result from the convergence of these value chains, for example, synthesizing a non-oil fuel substance that acts like oil to run a car.

For any product, there is a spectrum between willingness to pay and production cost, with the equilibrium price of the product somewhere in between. For energy, there are also externality costs to consider, namely environmental and national security costs.

What China fears most is this national security cost: a disruption in supply, which could occur from energy becoming too expensive or the energy supply becoming inaccessible. To hedge against these types of threats, China has been actively trying to:

• Diversify away from oil by investing in new energy and technologies, such as compressed natural gas, nuclear, and coal.

• Pursue an equity oil strategy, buying paper entitling China to cash flows from oil extracted in Africa, for example.

On the agricultural front, there is a basic similar worry about food security: a disruption in supply on the food front could result in inflation or a food shortage (could be a political issue, could be a weather issue). To hedge against these types of threats is a little more difficult because:

• Land is a finite resource—what land can be cultivated worldwide is already mostly cultivated. Land in China, in particular, is heavily controlled by the government.

• Moreover, as China grows richer and people want to eat more meat, the land needs to produce enough grain not only to feed people but also to feed the animals. (The grain needed to feed all these animals will have to be supplemented by imports).



Increasing land productivity is the key to allaying China’s fears of having too many farmers making not enough income and having urban consumers get frustrated when they have to pay more than they think they should. So far, China has made investments in agricultural biotechnology and acquisitions to absorb know-how and best practices (such as the case of Smithfield’s buyout by Shuanghui). Professor Reinhardt sees seed technology as a game-changer for agricultural productivity and one that China has not considered as extensively yet.

Professor Reinhardt led the Fellows in an exercise of creating a national balance sheet to test a country’s sustainability. This sheet would be some combination of domestic investments and foreign investments, corrected for environmental degradation (the destruction of the invested-in physical assets). The United States would pass this test, oil magnate countries and sub-Saharan African ones would not. For now China, would pass since the rate and amount of investment is the same as or outpacing those of the environmental degradation. However, if its environmental situation worsened at a pace more rapid than that of the investment, China would be in trouble.

President Barack Obama welcomed Xi Jinping for talks in California just a few days before the beginning of the Global Conference, and on that note, Professor Reinhardt concluded by emphasizing the need for more open conversation about environmental issues between the United States and China, and, more honest accounting of the costs and benefits of our behaviors, in general.

AGRICULTURE AND SUSTAINABILITY: THE MODERN CHINESE MARKET

Following his first session, Professor Reinhardt began the discussion of the case of the Charoen Pokphand group. CP Group was founded in 1921 by brothers Ek Chor and Siew Whooy, who came to Thailand after a typhoon destroyed their hometown in Guangdong. Beginning as a small vegetable seed importer in Bangkok, CP Group is now a highly-diversified agribusiness and telecommunications conglomerate with over 420 subsidiaries around the world at the time the HBS case was published.

Some points from the Fellows accounting for CP Group’s success starting up in China included:

• CP Group had an “early-mover” advantage and excellent timing, getting into the Chinese market right in 1979 when “reform and opening up” policy shifts and agrarian reforms were occurring under Deng Xiaoping.

• CP Group used a “farm-to-fork” approach with a highly-diversified product line. Vertical integration solves the problems of controlling product quality and safety, extremely important in China.

• CP Group practiced CSR and was committed to investing in its human capital, offering farmers secure income, fair treatment, financial services, and even schooling.

• CP Group was open to strategic partnerships, including those in the United States, marrying North American technology and Chinese opportunity.

CP’s development strategy was well-aligned with the environment in China and the world in 1979, and today it is a very successful company. In turn, Professor Reinhardt asked the fellows to consider what the Chinese agricultural market might look like in 20 years and the challenges CP Group might face.

Among the risks the fellows identified were:

• Competition in the feed industry from non-Thai international companies such as Nutreco.

• Competition and potential switching costs if the government gives preference to mainland Chinese companies who compete with CP Group, such as Hope.

• Demographic and regulatory uncertainty in China. For example, the agricultural subsidy patterns may change, more people might continue relocating to urban areas, or land policy may change.

• Continued food safety concerns in China that might influence CP.

The group was joined by Dr. Sarasin Viraphol, the Executive Vice Chairman and Director of CP Group, who then offered a few remarks in reflection of his time at CP Group. He discussed CP Group’s and foreign agribusiness companies’ need to communicate with the Chinese government, especially as its role in rural areas and the agricultural sector grows more prominent. Dr. Viraphol also emphasized CP Group’s commitment to investing in China and creating a business that answers the needs of the rural sector.

The day concluded with a tour of the Pudong Lotus supermarket, a $2 billion grocery chain founded in 1997 and operated by CP Group. Fellows enjoyed dinner at Lotus’ vast food bazaar in the basement of the Shanghai Super Brand Mall.



DAY 2: LAW AND CIVIL SOCIETY IN CHINAIn this session, Fellows were joined by three legal professionals in a discussion moderated by Charles Ogletree, the Jesse Climenko Professor at Harvard Law School. Each of the panelists shed some light on a facet of the legal system in China and shared their insights with Fellows on how best to hedge legal risks when doing business in China.

The first speaker was Ananda Martin, Of Counsel in Global Compliance at Paul Hastings, LLC. Her presentation, “Anti-Corruption Enforcement in China: Global Trends and Local Implications,” explored two key concepts: the perception of corruption risk in China and the enforcement environment in the United States and the PRC.

Perceptions of corruption risk in China remain rather high. Transparency International gave China a score of 39/100 on the Corruption Perception Index, ranking 80th out of 176 countries in the world—not as bad as one might expect. But the results of the US-China Business Council China Business Environment Survey reveal, American businesses remain concerned about corruption inherent in domestic competition as a primary restraint on profitability in China. Moreover, PRC government regulations and trade barriers force multinationals to rely on third-party intermediaries, professional services, and domestic partnerships.

Trends of enforcement in the U.S. and the PRC differ in important ways. The United States enforces using the Foreign Corrupt Practices Act (FCPA), which contains both Anti-bribery provisions and Books and Records provisions. In China, however, enforcement is centered on bribery, not accounting, and three types of bribery charges exist: bribery of state functionaries, commercial bribery, and bribery of foreign officials.

Dealing with corruption, especially in the wake of the Bo Xilai scandal and other high-profile bribery prosecutions, has become a real priority for the Chinese government, described as a matter of “Party survival or extinction” for the Chinese government. The 18th Party Congress led to a corruption reform agenda, a crackdown on official perks, and a rising profile of the Central Commission for Discipline Investigation. Some PRC legislative developments include the approval of an Eighth Amendment to PRC Criminal Law in February 2011 and the release of a new interpretation on offering bribes in January 2013.

Despite their differences in enforcement, the US and the PRC both have enforcement agencies that cooperate via a number of official and unofficial channels, such as Chapter 4 of the UN Convention against Corruption, the US-PRC Mutual Legal Assistance Agreement, anti-corruption working groups, and informal channels.

Ms. Martin concluded with a few takeaway strategies for managing legal risks when doing business in China:

• Understand the business environment

• Choose the right Chinese partner and screen and monitor all agents and intermediaries

• Adopt robust policies and procedures at the beginning of any transaction

• Conduct regular audits and risk assessments

• Have an exit strategy

Ms. Martin was followed by Zhang Yan, Senior Intellectual Property Counsel in the Growth Market Unit of IBM Asia Pacific. Her presentation, “China’s IP Landscape,” discussed general IP forms and protection before moving into the specifics of the Chinese IP system and its challenges.

Ms. Zhang showed that China is more involved in the IP sphere than the Fellows might have expected:

• Chinese law protects all internationally-recognized IP rights, including patents, trademarks, copyrights, and trade secrets.

• China is a member of a number of international organizations and conventions that enforce IP law, including the Paris Convention, the Madrid Agreement and Protocol, and the WTO, among others.

• Chinese patent applications have increased substantially, surpassing US filings in 2011. In 2012, China was the number-one trademark application country, filing 1,648,000 trademarks (more than double the 698,119 it had filed only four years before in 2008).

• In 2006, 2,277 IP criminal cases were tried in Chinese court. In 2012, the number soared to 13,104 cases.

Despite all this activity in the IP sphere and its two-track system of judicial enforcement or administrative enforcement, China still has many challenges with respect to protecting and enforcing intellectual property, demonstrated such cases as “Panati wine vs. French Castle,” “Apple vs. Proview,” and “Zhu Ruizhen vs. Dongwan Weibao Cleaning Equipment Co.” :

• Counterfeiting and piracy is widespread in China

• Police, prosecutors, and relevant administrative agencies have insufficient resources to act on IP cases. There is



also shortage of adequately-trained judges to try IP cases.

• IP cases rely on evidence, as the discovery process does not exist in Chinese court

• IP enforcement costs are high, but awards for damages in cases are low, especially outside big urban areas

• There is a general lack of experience in IP management and utilization in China

Ms. Zhang closed with a few tips for the Fellows with regard to protecting their IP in China:

• Conduct due diligence and create an IP strategy and policy: determine which IP assets should be present in China and how they should be present

• Implement security measure to protect trade secrets

• Know your competitors: keep track of their patent portfolio and regularly monitor official gazettes for rogue trademark applications, oppositions, and cancellations against rogue applications

• Put a vigorous plan in place when attacking or being attacked on IP grounds: have experienced local counsel ready, prepare for a collateral attack or a counter-attack, be open to a settlement, and know your bottom line

The third speaker, Dr. Yang Yuntao, In-house General Counsel for Sinotrans, one of the three largest shipping companies in China and part of SASAC, rounded out the presentations with “A Brief Introduction to the Chinese Legal System,” discussing the structure of the law and judicial systems in China before honing on the law practitioners of China.

China uses a civil law system, meaning that the source of the law is statutory and judicial decisions are largely based on whether an existing statute has been violated, not on interpretations of past judicial opinions (as in a common law system). The Chinese law system can be divided into three levels:

• Laws, which are enacted and amended by National People’s Congress and Standing Committee.

• Administrative regulations, which are formulated by the State Council.

• Department Rules and Local Decrees, which are created by ministries of the State Council and local representatives of the Standing Committee, respectively.

Some recent trends and developments in the Chinese law system include:• Supreme People’s Court publishing guiding cases periodically as references for deciding similar types of cases

(reminiscent of common law)• A more comprehensive law system: up to 240 national laws, 706 administrative regulations, 8600 local decrees

by August 2011• More protection for market economy in the form of such laws as Companies Law and Securities Law (published

and amended, respectively, in 2009)• More protection for private rights in the form of such laws as the Property Law (2007) and the Tort Law (2009)• Legislative bodies soliciting local public opinion in revising drafts of laws, potentially leading to more “demo-

cratic” legislative protocol, according to Dr. Yang.The Chinese judicial system is hierarchical, with the Supreme People’s Court at the very top, followed by the High People’s Courts, the Intermediate People’s Courts, and the Basic People’s Courts and local branches. China also has four types of specialized courts: Railway Transportation Courts and Maritime Courts (in the ten major Chinese port cities), in addition to an Agricultural court and a Military Court. In general, in the Chinese court system, the second instance is final, with any procedure for trial or retrial regulated under Civil Procedure Law. A retrial can be initiated by a court of the same or a higher level, with the time limit for application of retrial being six months after the original trial judgment becoming legally effective. To handle matters outside of the courtroom, Arbitration Law was implemented in China in 1995 and operates institutionally—there are no territorial limitations for accepting cases. By 2011, China’s 215 domestic arbitration institutions by 2011 accepted cases for over 686 billion RMB (accumulated). As domestic institutions explore the international market and foreign arbitration institutions explore the Chinese market, organizations such as the China International Economic and Trade Arbitration Commission (CIETAC), which handles domestic and foreign international commercial arbitration, are becoming even more important. Moreover, since China is a contracting state of the New York Arbitration Convention, arbitration awards made by Chinese institutions can be recognized and enforced in other contracting states. In terms of practitioning framework, China has about 18,000 law firms with 232,000 practicing lawyers. There are over 100 foreign law firms in Beijing and Shanghai. The 117 member companies of the State-owned Assets Supervision and Administration Commission (SASAC) have combined 112 general counsels and over 18,000 in-house counsels. However, the Fellows discovered in the



subsequent panel discussion, by actual number and by proportion, there are fewer lawyers in China than in the United States, and the passing rate for the bar is only 10% in China, leaving room for growth.

FOUR ENTERPRISE MODELS MATERIALS: SOE, GLOBAL/LOCAL CORPORATIONS, FAMILY BUSINESS, ENTREPRENEURSDuring the afternoon, the Conference moved to the exploration of different business frameworks as implemented in China, specifically those of a state-owned enterprise (SOE), a multi-national company (MNC), a family business, and a start-up. Professor Rosabeth Moss Kanter, Chair and Director of the Advanced Leadership Initiative and Ernest L. Arbuckle Professor of Business Administration at Harvard Business School, moderated the discussion among Wang Jianzhou of China Mobile, D.C. Chien of IBM’s Greater China Group, John Cheh of Esquel Group, and Douglas Raymond of Julu Mobile. Technology is becoming more digitized, more globalized, and the younger generation is developing values that greatly differ from those of their parents. Professor Kanter first asked the group to consider, “Are these shifts in technology, market scope, and generational values affecting these four types of business frameworks differently?” She then delved into an explanation of the five main inputs of a business, each of which operates on a short-term to long-term continuum:• Strategy: a business can be transactional, financially-oriented, and short-term-oriented or purpose-based and

long-term-oriented.• Products and Services: a business can imitate and create products for the lowest cost and cheapest price or

innovate and seek to create products of the highest value.• Partnerships: a business can operate in closed partnerships, filled with cronies and based on opportunism or

operate in open partnerships, highly transparent and designed for mutual benefit of the partners involved.• People: a business can treat its people as pure commodities or as cultivatable talent.• Social and Community Action: a business can be reactive and do the minimum required or be proactive,

market-building, and engaging in value-based community action. A great company, based on her book Supercorp, tends to orient itself towards on the long-term end of the spectrum of action in these five areas. Professor Kanter asked the Fellows to consider the following statement with respect to the visiting companies, “As China evolves, are changes in technology, market scope and generational values pushing businesses to the purpose-based, innovative, high-value, proactive side of the spectrum?”Mr. Wang began by sharing his experience at the SOE, China Mobile, where he was Chairman and CEO. People often misconceive that a SOE indicates total monopoly by the state and no competition. But this is not the case in China. In the telecommunications industry, for example, China Mobile must compete fiercely with two other players, China Telecom, China Unicom, and while its competitors provide both fixed and mobile network service, China Mobile is exclusively focused on mobile service. Moreover, SOEs are not totally state-owned. In the case of China Mobile, 25% of the shares are public and China Mobile is listed on stock exchanges in both the United States and Hong Kong. China Mobile’s first telephone office was established in Shanghai in 1982, and the 80s would lead to much change in China, especially in telecom. Even during Mr. Wang’s seven-year tenure as CEO and Chairman, China Mobile continued to undergo substantial change: it was getting 5 million new subscribers per month, receiving 10 dollars of revenue per subscriber per month, and reached a market cap of $200 billion USD. Now, everybody in China has at least one mobile phone and those phones receive coverage all over the country, even in the Himalayas.Eight years ago, when China Mobile decided to improve coverage in rural areas, it was part of its social responsibility. Big banks such as Morgan Stanley and Goldman Sachs warned China Mobile against expanding into poor, rural areas, Mr. Wang said. Still, China Mobile committed to its expansion strategy and, in the end, attained high margins because they were first to tap into the village market. Now, China Mobile faces the very real challenges posed by:• Market saturation in both urban and rural China.• The business transformation from voice to data-based revenue.• Innovation in the design and manufacture of mobile phones. “Customers’ needs are our opportunities,” Mr. Wang said in the HBS case on China Mobile, and it is these needs that guide the company’s future prospects, especially those in mobile media, education, payment, and even healthcare. Mr. Wang also answered Fellows’ questions about China Mobile’s corporate governance and about security and privacy in China. Regarding the latter, while telecom companies know everything about their customers, only public security bureaus have the right to know telecom user information.Mr. Wang was followed by D.C. Chien, a General Manager in the Beijing office of IBM’s Greater China Group. In his presentation, he discussed the history of IBM in China, starting with “reform and opening up” over thirty



years ago, when it was the first PC company to approach the PRC government for a joint-venture. Now the company’s global supply chain is based out of China and IBM is in its fifth generation of new leadership in China. Its innovation, best practices, and community-minded action have allowed IBM to get a seat at the table and be seen as an essential company in China: it has been awarded the title of “Most Respected Company in China,” for 11 consecutive years.As a globally-integrated company, IBM is focused on providing goods and services in and outside of China. Inside of China, it has had tremendous growth: IBM China was founded in 1992 and in 2000 there were IBM China branches in only four cities: Beijing, Shanghai, Guangzhou, and Shenzhen. By 2012, there were 79 different branches across mainland China, in addition to 2 research labs, 5 innovation centers, 4 software development labs, and 8 global delivery centers.China’s national agenda is to move forward and support “four new modernizations” in urbanization, agriculture, industrialization, and “informatization.” IBM is optimistic about the next ten years and sees the company aligned with China’s dreams for the future, given its “smarter city” and “smarter enterprise” initiatives, as well as its big data analytics and cloud computing. Mr. Chien cited the cases of developing physical and technological infrastructure for the power company, State Grid, the electronics retailer, Su-ning, and the bank, ICBC to demonstrate how IBM China’s collaborative innovation approach has succeeded in creating high value for its clients. IBM has committed itself to serving the Chinese people, exemplified by its involvement in crisis situations such as the 2004 tsunami. In terms of Chinese recruitment, IBM believes in the importance of getting close to university campuses, giving its talent pool an understanding of the company’s ethically-grounded mission.The next speaker was Dr. John Cheh, the CEO and Vice Chairman of Esquel Group. Established in 1979, Esquel was a family business that sought to create the best cotton shirt. Today it is a vertically-integrated “thread-to-shirt” company with over 55,000 employees, producing shirts for such brands as Lacoste, J. Crew, Polo Ralph Lauren, and Tommy Hilfiger. It prides itself on being China’s number-one men’s woven shirt exporter.Esquel’s guiding corporate cultural principles are the “5 E’s” (ethics, environment, exploration, excellence, and education) and the “5 C’s of Competitiveness” (consolidation, caring, conservation, creativity, and cost-containment). The “5 C’s,” in particular, highlight Esquel’s greatest challenges and opportunities:• Consolidation: Esquel has remained competitive through strategic acquisitions of spinning mills in Xinjiang

and garment factories in Vietnam, for example.• Caring: Esquel cares for its employees and also engages in local CSR, such as partnering with Novartis in

promoting health education in Xinjiang. It is accredited by the Fair Labor Association.• Conservation: Esquel practices sustainable manufacturing, focusing saving energy and water. On the

horizon for Esquel is a new facility and retail project in Guilin that is more campus than factory, “a place where sustainable manufacturing meets fashion.”

• Creativity: Esquel invests in R&D for cotton material development and recruits and invests in top talent.• Cost-containment: Esquel uses state-of-the-art equipment to improve productivity and quality and adopts

lean manufacturing for more efficient manufacturing procedures and lines.Dr. Cheh then fielded questions from the Fellows about Esquel’s tax structure, planning, and auditing. After witnessing the SOE, MNC, and family business frameworks, the Fellows heard from Douglas Raymond, former Google China executive, founder of the startup Julu Mobile (sold to Zhubaijie) and now Director of the Amazon App Store in China. He offered a few insights on how to generate an idea that works in China:• Understand that you’re always a foreigner in China if you didn’t grow up inside the culture, so you need to

consider your strengths and strategic advantages from there.• Local Chinese entrepreneurs tend to raise capital from family resources or other wealthy Chinese investors.

Foreigners tend to require alternative strategies. Mr. Raymond raised capital from investors in China and local investors wanting to adapt U.S. technology or business models to China.

• While United States start-up investors are more concerned with the product and its technology, Chinese start-up investors are more concerned with relationships and partnerships backing the product. Mr. Raymond focused on finding Chinese mentors to help his company.

• Getting young, entrepreneurially-minded Chinese to commit to joining the company for the long-term can be difficult given the academic, parental, and other social pressures on their generation.

In short, the landscape of start-ups in China is changing dramatically, relationships and partnerships remain important but are getting easier to make, and early-stage venture.



DAY 3: FIELD VISIT TO KUNSHANThe third day of the Global Conference was a field trip to Kunshan, one of China’s burgeoning entrepreneurial hubs only 20 minutes away from Shanghai by high-speed rail. Kunshan, the richest city of its size in China, is located 50km from Shanghai and 37km from Suzhou. In the 1980s, Kunshan began industrializing under local government initiative, developing its own Special Economic Zone (SEZ) in 1985 without national government clearance. The risky strategy of doing first, asking permission later eventually paid off, with Kunshan becoming recognized as a SEZ in 1992. In 2000, it even received government approval to own an Export Processing Zone (EPZ), and given its strong ties with Taiwanese businesses, Kunshan is now a state-level experimental zone for the deepening of cross-strait industrial cooperation. It has topped the Forbes China list of “Best County-Level Cities in China” for five consecutive years. After a briefing session at the Harvard Center Shanghai, Fellows boarded the high-speed train to Kunshan. At the Kunshan high-speed rail station, the group was welcomed by Vice Minister Jin Ming and her cohort of officials from the Kunshan Municipal Government. From there, the group boarded buses to its first destination, Xin Jiangnan, set in the greenery and wide roads of West Kunshan. Formerly part of Kunshan’s vast farmland, the Xin Jiangnan complex emerged from government subsidies to replace the old houses in the area. The Kunshan government emphasized the residents’ improved quality of life in the new housing community, from the additional infrastructure provided by the new community, including healthcare facilities, schools, shopping, along with convenient transportation to the downtown area.After touring the complex’s community center, sports and recreation center, and senior citizens center, the Fellows visited the construction site of Duke Kunshan University, a joint venture institution supported by the Kunshan Municipal Government, Duke University (DKU), and Wuhan University. Dr. Nora Bynum, Vice Provost for Duke Kunshan University and China Initiatives, led the fellows around the site and discussed the plans for DKU in the run-up to and after its opening in fall 2014. The Fellows then boarded buses for lunch at the Fairmont Hotel followed by a special presentation by the Party Secretary of Kunshan, Guan Aiguo. Party Secretary Guan spoke of the spirit of openness that has allowed for Kunshan’s development, incorporating both international and local domestic influences.He also discussed Kunshan’s innovative past, dating back to Zu Chongzhi, the first person to calculate pi to seven decimal places over 1500 years ago, and the foundation of Kun Opera, an art form on UNESCO’s Representative List of the Intangible Cultural Heritage of Humanity. Party Secretary Guan explained that Kunshan has been able to attract investment for three main reasons: its focus on innovation, the modern business spirit and energy of the city, and its service-oriented municipal government. Recently, Kunshan has been investing in education, seeking to recruit and cultivate talent to improve the city and further develop its service-oriented economy. Institutions such as DKU, Kunshan Dengyuan College of Science and Technology, Tsinghua University Science Park (TusPark), and the Kunshan Industrial Technology Research Institute, are all testament to Kunshan’s value for innovation. Kunshan has committed itself to staying ahead of the curve by creating an environment that allows people to engage in open exchange of ideas and research. Right now, the service industry accounts for 40% of the city’s GDP, a percentage that Kunshan hopes to increase in the future. Party Secretary Guan discussed three urban “role models” for Kunshan in terms of developing and advancing its core competencies: Cupertino, Durham, and Singapore. Kunshan seeks to be like Cupertino because it is “a paradise for entrepreneurs,” with an efficient market environment, a market-oriented innovation system, a development-oriented talent system, and a financial system that serves enterprises. In Durham, Kunshan sees a great ability to attract new businesses and upgrade old ones. Kunshan looks up to Singapore because of its advanced social service sector that serves the health, welfare, and overall well-being of its people. In Guan’s view, all these cities reflect desirable industrial activity, talent pool, size of talent pool, quality of the environment, and resource availability for Kunshan. Finally, Party Secretary Guan highlighted Kunshan’s efforts to reinforce cooperation with Taiwan, its largest provider of FDI. Taiwan has helped Kunshan move up the value chain and such institutions as the Made in Taiwan Museum, the Taiwan-funded Enterprise Games, and the Cross-Strait Science and Technology forum in Kunshan demonstrate the pivotal role Taiwan has had both in Kunshan’s past and the foreseeable future. Before returning to Shanghai, the group paid a brief visit to the Capgemini office in Kunshan, a final reminder of the city’s burgeoning power and emphasis on the IT services sector.



DAY 4: PUBLIC HEALTH AND PRIVATE WELFARE

Presentation, “Health Care Reform in China and in Shanghai”

Barry Bloom, Harvard University Distinguished Service Professor and Joan L. and Julius H. Jacobsen Professor of Public Health at the Harvard School of Public Health, began the final day of the Global Conference with a brief history of public health in China.In 1965, Mao wanted to prioritize well-being of rural populations and in 1968, the “Barefoot Doctor” program was institutionalized. While these practitioners weren’t high-tech or well-trained, they did provide access. In 1981, however, the program disappeared, health care was privatized, Western-style medical systems entered China, and quality healthcare became concentrated in urban areas. The coverage of rural population plummeted from 90% to 5%. 14-16% of households in rural areas have gone broke trying to afford healthcare. Moreover, the percentage of money allocated towards drugs in the healthcare system in China is 45% (compared to 10% in the United States), incentivizing doctors and clinics to sell expensive drugs over providing quality general care. Even as 400 million people have been lifted out of poverty and life expectancy has soared from 28 years during the Cultural Revolution to 77.3 years in 2012, income inequality has worsened, as reflected in China’s GINI Index for economic disparity. Ill health remained the single largest cause of poverty and personal bankruptcy in rural populations until health care reform in 2006. China’s sweeping healthcare reform was a part of Hu Jintao’s “Harmonious Society” Program of September 2006. In October 2008, the government drafted new healthcare reform guidelines, involving 14 different ministries and with input from think tanks and experts. The public was also invited via internet to comment on the draft: the government received 30,000 responses and made 190 revisions to the plan from public input. On April 6, 2009, the new plan was put into effect, with an upfront investment of 124 billion USD dedicated to providing universal healthcare, building 40,000 town hospitals and community health centers, and reforming the provider payment model.But the healthcare plan does not account for some of China’s greatest public health problems, including the preponderance of smokers and the increase in the dependent population. The major causes of death in China today are cancers, not cardiovascular diseases, as is the case in many other parts of the world. Needless to say, lung cancer is among them, as China has a population of 350 million smokers and is the world’s largest consumer of tobacco. Also, as a result of the “One Child Policy,” the over-65 population is continuing to increase (the dependent population) while the productive population is dropping.To assess the success of healthcare reform in China, Professor Bloom put forth the following “tests of time” questions for today and 2020.

Today:• Are healthcare finances dispersed? Yes• Is there healthcare infrastructure being developed? Yes• Are policies being implemented? Yes• Are the new mechanisms functional? Unclear

For 2020:• Is access universal? • Has the quality of service improved?• Has utilization improved? • Have coverage, equity and benefits improved?• Has corruption diminished? • Have the actual health outcomes improved? • Are services responsive and protective against risk?

Professor Bloom then stepped down to introduce Dr. Liu Yuanli, Founding Director of the China Initiative at the Harvard School of Public Health, who discussed the founding of the China Initiative, which has three programs in applied research (field research and policy research), leadership development, and high-level policy dialogue. It brings Chinese leaders to Harvard and Harvard students and faculty to the United States to facilitate a forum for discussion of public health issues. Dr. Liu added to Professor Bloom’s discussion on progress and challenges for public health in China, beginning by



discussing the three major transitions in public health in China:• Demographic transition, in the form of an aging population.• Disease pattern transitions, with the rise of non-communicable diseases from unhealthy diets, unsafe environ-

mental conditions, and smoking, among other factors.• Disability transition, from physical to mental health illnesses.China’s 2009 healthcare reforms address some of the challenges associated with these transitions. The government hopes that:• By financing reform, it can make insurance more available.• By implementing an essential medicine system, medicine can become more affordable.• By instituting public hospital reform, healthcare delivery can occur in a more efficient, appropriate manner.He then focused the discussion on the organizational structure of healthcare in China. Medical organizations across China are three-tiered: in cities, the tiers are tertiary hospitals, secondary hospitals, and community health centers, while in rural areas, the tiers are county hospitals, township health centers, and village clinics. Provisions are dominated by the public hospitals. Within this imperfect framework, China has some systematic healthcare issues and challenges:• While financing differs by geography and personal income, payment for healthcare services is still largely fee-

for-service.• The government only covers 10% of public hospitals’ expenses, forcing the hospitals to work for profit and

oftentimes rely on drug sales as a way to turn that profit.• There is rapidly increasing demand for more and better healthcare, but the supply side is highly unbalanced. • Private hospitals have been increasing but account for a very small market share.• Hospitals are becoming overcrowded, and in turn, China seeks to build more hospitals. But according to Dr.

Liu’s research, services in bigger hospitals do not correlated with greater patient satisfaction. • There is a trust crisis between patients and doctors, which has even resulted in some outbursts of patient-led

violence in healthcare facilities. One of Dr. Liu’s China Initiative surveys showed that over 60% of Chinese believed that doctors put their personal financial interests ahead of patient health interests.

• There is a broken social contract with respect to medicine in Chinese society. Doctors in China are overworked and underpaid relative to their United States counterparts, seeing an average of 70-80 patients per day (versus 25 in the U.S.). In another China Initiative research project that asked hospital CEOs if they would want their children to study medicine, 70% of those surveyed said no.

“The Modern Hospital System of Greater Shanghai”

Dr. Liu then invited Dr. Xu Su, Deputy Director of the Shanghai Health Bureau and Former Director of the Minhang Health Bureau to speak about healthcare in Shanghai and introduced the Minhang Community Health Center, which the Fellows visited after his presentation. The city of Shanghai is 6,000 km2 and has a population of 23 million people, 14 million of which are registered residents of the city. Though there are discrepancies in these health indicators between the registered and nonregistered population, Shanghai leads the nation in lowest infant and maternal mortality rates and highest life expectancy. There are 3,000 healthcare clinics, 100 public health institutions, and 300 hospitals in Shanghai, and 5% of GDP in Shanghai is spent on health. Even though there are many opportunities for growth in healthcare in Shanghai and China as a whole, Dr. Xu noted, in the wake of the economic slowdown, there is concern that health care expenditure will outpaces GDP growth.Dr. Xu then discussed some problems with respect to resource allocation and organizational management in the Chinese healthcare system. As Dr. Liu mentioned in the previous presentation, increased resource input in hospitals is not positively correlated with satisfaction, calling into question how to efficiently utilize resources in healthcare facilities. Moreover, there is an imbalance in resource allocation between hospitals and public health/preventative service institutions, with 85% of government resources going to hospitals. Dr. Xu also emphasized how the health sector is generally lagging behind other economic sectors in embracing new technology, especially IT. The Minhang Community Health Center, however, is an exception to the trend, relinquishing the traditional model of management with a combination of technology and system innovation. Each Minhang resident has two password-protected cards, an electronic health insurance card and an electronic record card on which their basic health information and medical records are stored and updated in real time. These records are also stored on a cloud computing base and can be accessed by all hospitals and care centers in the region. Practitioners can see the comprehensive health records of their patients and make informed decisions to safely and efficiently deliver care. All of this provides a huge data set to help evaluate practitioner and facility performance. Minhang is now seeking ways to meaningfully use the information collected to provide an even



higher quality of service to patients while protecting their privacy.In their field visit, Fellows were able to witness the complexity and comprehensiveness of the information systems in place at the Minhang Community Health Center. Now, over 50 cities are piloting programs that replicate the Minhang center IT model.

CONCLUSION: THE CHINESE CENTURY?The final session of the ALI Global Conference gathered the Fellows together after brief discussions in small groups in which the small groups shared their responses to the open-ended question, “Can China lead?” The responses were varied, but all the Fellows shared concerns regarding the system of governance, research and innovation, environmental conditions, and education.

Professors Reinhardt, Bloom, Kanter, and Ogletree shared their thoughts before Professor Kirby delivered closing remarks for the Global Conference. China is not the international crossroads of different civilizations and seeking of values. China doesn’t stand for anything. This next century will be the world century and the US will still play a very essential role and China will be a great power, but not lead in the same sense so long as it is China for the Chinese and exclusively focused on the development of the Chinese. Can China lead? “Yes,” he said, “but not alone.” This cannot be the “Chinese century” because China has not and cannot thrive without partnership, trade, and borrowing and building from international ideas. Ever since the founding of the Republic of China one hundred years ago, China has borrowed from the international “menu of options “for how to build a country, adopting models from the Russians to the Germans to the Americans. Over the years, China has shown that it can industrialize, plan, militarize, and even terrorize, but has not yet shown that it can civilize. It has yet to do what it did in the Confucian era when it culturally dominated all of East Asia, to build on the great talent of the Chinese people and stand for something in human values that others also value.”Today, Sino-American relations, for the first time in history, are the number one priority for both countries for political, economic, and environmental issues,100 years ago, Chinese were buying American clothes made in Lowell, MA, and Americans were buying Chinese railway bonds. Today we are buying China’s clothes and China is buying our bonds. The world has changed and much is uncertain, but what is clear is that “the United States and China, the world and China—we are embedded together, and we dream many, but by no means all the same dreams.”



GLOBAL CONFERENCE AGENDA

MONDAY, JUNE 10, 2013

8:30a – 8:45a Welcome and Overview Led by: Rosabeth Moss Kanter Ernest L. Arbuckle Professor of Business Administration Harvard Business School

William C. Kirby T. M. Chang Professor of China Studies Spangler Family Professor of Business Administration Director, FairbankCenter for Chinese Studies Chairman, Harvard China Fund Harvard University

8:45a – 10:00a Morning Session China Today: Myths and Lessons

Led by: William C. Kirby T. M. Chang Professor of China Studies Spangler Family Professor of Business Administration Director, Fairbank Center for Chinese Studies Chairman, Harvard China Fund Harvard University

10:30a – 11:45a Morning Session Continued China Today: Wanxiang Group: A Chinese Company’s Global Strategy

1:30p – 2:45p Afternoon Session Interactive Lecture: Energy, Agriculture and the Environment

Led by: Forest Reinhardt John D. Black Professor of Business Administration Harvard Business School

3:00p – 4:30p Afternoon Session - Continued International Agribusiness in China: Charoen Pokphand Group

Guest Speakers: Dr. Sarasin Viraphol and colleagues Charoen Pokphand Group

AfternoonField Visit Agriculture and Sustainability: The Modern Chinese Market



TUESDAY, JUNE 11, 2013

9:00a - 11:45a Morning Session Law and Civil Society in China

Moderator: Charles J. Ogletree Jesse Climenko Professor of Law Harvard Law School Executive Director, Charles Hamilton Houston Institute for Race & Justice Guest Speakers: Ananda Martin Of Counsel, Litigation Department Paul Hastings

Zhang Yan Senior Counsel, IBM China IP Law and IBM Asia Pacific GMU IP Law

Dr. Yang Yuntao In-house General Counsel, Sinotrans

1:15p – 4:30p Afternoon Session Business Evolving: Four Enterprise Models Materials Introduction Led by: Rosabeth Moss Kanter Ernest L. Arbuckle Professor of Business Administration Harvard Business School

China Mobile: Growth Strategies of a State-Owned Enterprise

Guest Speaker: Wang Jianzhou Former Chairman & CEO, China Mobile Limited and Chief Executive,China Mobile Communications Corporation

IBM: The Global Corporation as Local Citizen

Guest Speaker: D.C. Chien General Manager, IBM Greater China Group, Beijing

Esquel: Multi-Generational Family Business -- The Old China Meets the New

Guest Speaker: John Cheh Vice Chairman and CEO, Esquel Group, Hong Kong Starting a Business: An Entrepreneur’s Perspective

Guest Speaker: Douglas Raymond HBS MBA 2002, former Google China executive Founder and Chief Executive Officer, Julu Mobile, Shanghai

Panel and Dialogue The Path Forward: Business and Society in an Evolving China Guest Speakers: Wang Jianzhou, D.C. Chien, John Cheh, Douglas Raymond, Rosabeth Moss Kanter



WEDNESDAY, JUNE 12, 2013

10:30a – 4:30p Field Visit, Kunshan Kunshan, Incorporated: Business and Education in China’s Richest Town

Field Visit Highlights: Duke Kunshan University construction site, various company visits, and meetings with Party and Government Officials

Led by: William C. Kirby T. M. Chang Professor of China Studies Spangler Family Professor of Business Administration Director, Fairbank Center for Chinese Studies Chairman, Harvard China Fund Harvard University

Guest Speakers: Nora Bynum Vice Provost, Duke Kunshan University and China Initiatives, Duke University

Guan Aiguo Party Secretary, Kunshan

THURSDAY, JUNE 13, 2013

8:30a – 9:50a Morning Session Public Health and Private Welfare

Led by: Barry Bloom Harvard University Distinguished Service Professor and Joan L. and Julius H. Jacobson Professor of Public Health Harvard School of Public Health The Modern Hospital System of Greater Shanghai

Guest Speakers: Dr. Yuanli Liu Founding Director, China Initiative, Harvard School of Public Health

Dr. Xu Su, Deputy Director of Shanghai HealthBureau Former Director of Minhang Health Bureau

11:00a – 12:45p Minhang Hospital Tour Led by: Dr. Yuanli Liu Dr. Xu Su



3:30p – 5:00p The Chinese Century? Conclusions and Predictions

Led by: Rosabeth Moss Kanter Ernest L. Arbuckle Professor of Business Administration Harvard Business School

William C. Kirby T. M. Chang Professor of China Studies Spangler Family Professor of Business Administration Director, Fairbank Center for Chinese Studies Chairman, Harvard China Fund Harvard University



2013 THINK TANK SPEAKER BIOGRAPHIES

Barry R. Bloom

Barry R. Bloom, formerly Dean of the Harvard School of Public Health, is Harvard University Distinguished Service Professor and Joan L. and Julius H. Jacobson Professor of Public Health. Bloom has been engaged in global health for his entire career and made fundamental contributions to immunology and to the pathogenesis of tuberculosis and leprosy. He served as a consultant to the White House on International Health Policy from 1977 to 1978, was elected President of the American Association of Immunologists in 1984, and served as President of the Federation of American Societies for Experimental Biology in 1985.

Nora Bynum

Nora Bynum is Vice Provost for Duke Kunshan University and China Initiatives in the Office of Global Strategy and Programs at Duke University. For the past 15 years, Nora has worked in international higher education and capacity development in the Americas, Asia, and Africa. Previously, she was Associate Director for Capacity Development and Project Director of the Network of Conservation Educators and Practitioners (NCEP, http://ncep.amnh.org) for the Center for Biodiversity and Conservation at the American Museum of Natural History. Nora is also Adjunct Associate Professor at the Nicholas School of the Environment, Duke University, where she has taught since 1995.

John Cheh

John Cheh is Vice President and CEO of Esquel Group, a company that manufactures approximately 100 million cotton shirts annually through its 54,000 workers in China, Malaysia, Mauritius, Sri Lanka and Vietnam. Its vertically-integrated operation includes cotton farming, spinning, weaving, knitting, dyeing, finishing and garment manufacturing. Cheh was elected Vice Chairman of the China Cotton Textile Association (CCTA) in 2005 and Vice Chairman of the China Chamber of Commerce for Textile Import and Export (CCCT) in 2009. In early 2011, he was appointed as a member of the Board of Directors of the International Textile Manufacturers Federation.

D.C. Chien

D.C. Chien is Chairman and Chief Executive Officer of IBM Greater China Group (GCG), since 2009. Previously, he served as Chief Executive Officer of IBM GCG. Chien held senior leadership positions including General Manager of ASEAN/South Asia, Vice President for Systems & Technology Group (STG) in the Asia Pacific region and General Manager of STG in GCG. Mr. Chien played a key role in developing IBM’s sales and distribution channels in China, Hong Kong and Taiwan during his tenure as Director of Business Operations in GCG in the late 90’s. He also served as General Manager of IBM Taiwan from 1993 to 1996. Mr. Chien is a member of the IBM Performance Team and IBM Integration & Values Team, both headed by IBM Chairman, President and CEO Ginni Rometty.

Wang Jianzhou

Mr. Wang Jianzhou formerly served as the Chairman and CEO of China Mobile, the largest telecommunications company in terms of customer base and market value and he retired in 2012. Jianzhou was nominated as one of the World’s Best CEOs in 2006 by Business Week and he was the Co-Chairman of the World Economic Forum in 2008. Before took office in China Mobile, Mr. Wang served as the Chairman and CEO of China Unicom.



Rosabeth Moss Kanter

Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change and serves as the Chair and Director of the Advanced Leadership Initiative. Her strategic and practical insights have guided leaders of large and small organizations worldwide for over 25 years, through teaching, writing, and direct consultation to major corporations and governments. The former Editor of Harvard Business Review (1989-1992), Professor Kanter has been repeatedly named to lists of the “50 most powerful women in the world” (Times of London), and the “50 most influential business thinkers in the world” (Thinkers 50). In 2001, she received the Academy of Management’s Distinguished Career Award for her scholarly contributions to management knowledge; and in 2002 was named “Intelligent Community Visionary of the Year” by the World Teleport Association; and in 2010 received the International Leadership Award from the Association of Leadership Professionals. She is the author or co-author of 18 books. Her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, a manifesto for leadership of sustainable enterprises, was named one of the ten best business books of 2009 by Amazon.com. A follow-up article, “How Great Companies Think Differently,” received Harvard Business Review’s 2011 McKinsey Award for the year’s two best articles.

William C. Kirby

William C. Kirby is T. M. Chang Professor of China Studies at Harvard University and Spangler Family Professor of Business Administration at the Harvard Business School. He is a Harvard University Distinguished Service Professor. He serves as Director of the Fairbank Center for Chinese Studies and Chairman of the Harvard China Fund. A historian of modern China, Professor Kirby’s work examines China’s business, economic, and political development in an international context. He has written on the evolution of modern Chinese business (state-owned and private); Chinese corporate law and company structure; the history of freedom in China; the international socialist economy of the 1950s; relations across the Taiwan Strait; and China’s relations with Europe and America. His current projects include case studies of contemporary Chinese businesses and a comparative study of higher education in China, Europe, and the United States.

Yuanli Liu

Yuanli Liu is Senior Lecturer of Global Health and founding Director of China Initiative at Harvard School of Public Health. He has worked in many African and Asian developing countries. In particular, he has been closely involved in helping inform China’s health policy making process for series of reforms and strategic developments. Since 2006, he has been leading the Harvard China Initiative to conduct series of high impact programs in healthcare reform research, leadership development and policy dialogues. Dr. Liu also served on the United Nations Millennium Development Taskforce on HIV/AIDS, Malaria, TB, and Access to Basic Medicines. He consulted for many international agencies including the World Health Organization, World Bank, Asian Development Bank, UNICEF. He is also an Adjunct Professor of Tsinghua University and currently serves on the Experts Committee of Health Policy and Management of the Chinese Ministry of Health.

Ananda Martin

Ananda Martin leads Paul Hastings LLP’s Global Compliance and Disputes Practice Group in Asia, advising public and private corporations in multi-jurisdictional transactions, regulatory matters and disputes across multiple sectors including technology, consumer goods, insurance, pharmaceuticals and real estate development. She regularly advises multinational clients on compliance issues regarding U.S., Chinese and international anti-corruption law, including pre-acquisition due diligence, risk assessment and compliance program review. She also conducts internal investigations related to governmental and commercial bribery, conflicts of interest and whistleblower reports. The formation of Oriental DreamWorks joint venture with DreamWorks Animation, in which she represented China Media Capital with respect to compliance matters, was awarded 2012 Joint Venture Deal of the Year by China Business Law Journal.



Charles J. Ogletree, Jr.

Charles Ogletree is the Harvard Law School Jesse Climenko Professor of Law, and Founding and Executive Director of the Charles Hamilton Houston Institute for Race and Justice (www.charleshamiltonhouston.org) named in honor of the visionary lawyer who spearheaded the litigation in Brown v. Board of Education. Professor Ogletree is a prominent legal theorist who has made an international reputation by taking a hard look at complex issues of law and by working to secure the rights guaranteed by the Constitution for everyone equally under the law. Ogletree has examined these issues not only in the classroom, on the Internet, and in the pages of prestigious law journals, but also in the everyday world of the public defender in the courtroom and in public television forums where these issues can be dramatically revealed.

Doug Raymond

Douglas Raymond is currently the Director of Amazon’s Appstore for China. Prior to joining Amazon, he was the founder and CEO of Julu Mobile, a mobile advertising technology company, which was acquired by Zhubajie, a Chongqing-based technology company, in 2012. Doug previously spent 5 years at Google, most recently as the lead for monetization product development in Asia, with a focus on building new advertising and mobile products in Asia-Pacific. He is a three-time winner of Google’s Operating Committee award for Impact and Innovation and an inventor on several patents. Earlier in his career, he served in the United States Army as an officer in the 1st Armored Division, stationed in Germany. Doug is a frequent speaker and writer on mobile technology and innovation, and has been published in Harvard Business Review China, HBR Online, and the Christian Science Monitor, among others.

Forest L. Reinhardt

Forest L. Reinhardt is the John D. Black Professor of Business Administration at Harvard Business School and serves as the Faculty Chair of Harvard Business School’s European Research Initiative. Professor Reinhardt is interested in the relationships between market and nonmarket strategy, the relations between government regulation and corporate strategy, the behavior of private and public organizations that manage natural resources, and the economics of externalities and public goods. He is the author of Down to Earth: Applying Business Principles to Environmental Management, published by Harvard Business School Press.

Xu Su

Xu Su serves as the deputy director of Shanghai Health Bureau. Su formerly served as Director of the Minhang Health Bureau, pioneering Minhang’s health information system development. In 2007, under Su’s direction, the Minhang District Health Bureau carried out a plan to manage chronic disease with an e-health system.The Health Bureau in Minhang District was the first regional governmental body in Shanghai to build a region-wide, full-scale, interoperable information platform that links primary care, secondary care, and regional and municipal health bureaus.

Sarasin Viraphol

Sarasin Viraphol serves as the Executive Vice President in business development for Charoen Pokphand Group, Thailand, a multinational company that operates in agribusiness, retailing and telecommunications. Viraphol became Lecturer and Assistant Professor at Chulalongkorn University, and then started his political career in the Thai Ministry of Foreign Affairs, attaining the rank of Ambassador. He has worked as a First Secretary and later Deputy General of the Department of the Americas & Pacific, and then Deputy Permanent Secretary. Viraphol was appointed Ambassador-at-large in 1988 and Ambassador to the Republic of the Philippines in 1990.



Zhang Yan

Zhang Yan is Senior IP Law Counsel for IBM China and IBM Asia Pacific Growth Market Units (GMU). Yan is responsible for all of IBM’s intellectual property matters and issues in Asia Pacific, excluding Japan. She manages IBM IP law departments and staff in China, India and Taiwan, as well as an IBM Virtual Law Firm in Korea. Yan manages IBM patent and trademark portfolios in AP GMU countries, advising on IP legal issues in customer contracts, negotiations, dispute resolution, conducting product clearance, supporting patents and trademark licenses and assignments, handling IP claims and litigations, and providing standards participation IPR policy review and negotiations. Previously, Yan worked as a patent examiner for 6 years in the China Patent Office and as a division director for international cooperation for 7 years in the State Intellectual Property Office of China (SIPO).

Yang Yuntao

Yang Yuntao serves as General Manager of the legal department of Sinotrans & CSC Holdings Co, Ltd., one of the key state-owned enterprises operating under the direct administration of State-owned Assets Supervision and Administration Commission of the State Council. It is the biggest comprehensive logistics service supplier in China with world-wide businesses in integrated logistics, shipping and shipbuilding industry.



2013 ADVANCED LEADERSHIP FACULTY BIOGRAPHIES

Rosabeth Moss Kanter, Chair and Director

Rosabeth Moss Kanter holds the Ernest L. Arbuckle Professorship at Harvard Business School, where she specializes in strategy, innovation, and leadership for change. Her strategic and practical insights have guided leaders of large and small organizations worldwide for over 25 years, through teaching, writing, and direct consultation to major corporations and governments. The former Editor of Harvard Business Review (1989-1992), Professor Kanter has been repeatedly named to lists of the “50 most powerful women in the world” (Times of London), and the “50 most influential business thinkers in the world” (Thinkers 50). In 2001, she received the Academy of Management’s Distinguished Career Award for her scholarly contributions to management knowledge; and in 2002 was named “Intelligent Community Visionary of the Year” by the World Teleport Association; and in 2010 received the International Leadership Award from the Association of Leadership Professionals. She is the author or co-author of 18 books. Her latest book, SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good, a manifesto for leadership of sustainable enterprises, was named one of the ten best business books of 2009 by Amazon.com. A follow-up article, “How Great Companies Think Differently,” received Harvard Business Review’s 2011 McKinsey Award for the year’s two best articles.

James P. Honan, Co-Chair and Senior Associate Director

James P. Honan has served on the faculty at the Harvard Graduate School of Education since 1991. He is also a faculty member at the Harvard Kennedy School and a principal of the Hauser Center for Nonprofit Organizations. He is Educational Co-Chair of the Institute for Educational Management and has also been a faculty member in a number of Harvard’s other executive education programs and professional development institutes for educational leaders and nonprofit administrators, including the Harvard Seminar for New Presidents, the Management Development Program, the ACRL/Harvard Leadership Institute, the Principals’ Center, and the Harvard Institute for School Leadership; Governing for Nonprofit Excellence, Strategic Perspectives in Nonprofit Management, NAACP Board Retreat, and Habitat for Humanity Leadership Conference (Faculty Section Chair); and Strategic Management for Charter School Leaders, Achieving Excellence in Community Development, American Red Cross Partners in Organizational Leadership Program and US/Japan Workshops on Accountability and International NGOs.

Barry R. Bloom, Co-Chair

Barry R. Bloom, formerly Dean of the Harvard School of Public Health, is Harvard University Distinguished Service Professor and Joan L. and Julius H. Jacobson Professor of Public Health. Bloom has been engaged in global health for his entire career and made fundamental contributions to immunology and to the pathogenesis of tuberculosis and leprosy. He served as a consultant to the White House on International Health Policy from 1977 to 1978, was elected President of the American Association of Immunologists in 1984, and served as President of the Federation of American Societies for Experimental Biology in 1985.

David R. Gergen, Co-Chair

David Gergen is a senior political analyst for CNN and has served as an adviser to four U.S. presidents. He is a Public Service Professor of Public Leadership at the Harvard Kennedy School and the Director of its Center for Public Leadership. In 2000, he published the best-selling book, Eyewitness to Power: The Essence of Leadership, Nixon to Clinton. Gergen joined the Harvard faculty in 1999. He is active as a speaker on leadership and sits on many boards, including Teach for America, the Aspen Institute, and Duke University, where he taught from 1995-1999.

Rakesh Khurana, Co-Chair

Rakesh Khurana is the Marvin Bower Professor of Leadership Development at the Harvard Business School. He teaches a doctoral seminar on Management and Markets and The Board of Directors and Corporate Governance in the MBA program. Khurana received his BS from Cornell University in Ithaca, New York and his AM (Sociology) and PhD in Organization Behavior from Harvard University. Prior to attending graduate school, he worked as a founding member of Cambridge Technology Partners in Sales and Marketing.



Charles J. Ogletree, Jr., Co-Chair

Charles Ogletree is the Harvard Law School Jesse Climenko Professor of Law, and Founding and Executive Director of the Charles Hamilton Houston Institute for Race and Justice (www.charleshamiltonhouston.org) named in honor of the visionary lawyer who spearheaded the litigation in Brown v. Board of Education. Professor Ogletree is a prominent legal theorist who has made an international reputation by taking a hard look at complex issues of law and by working to secure the rights guaranteed by the Constitution for everyone equally under the law. Ogletree has examined these issues not only in the classroom, on the Internet, and in the pages of prestigious law journals, but also in the everyday world of the public defender in the courtroom and in public television forums where these issues can be dramatically revealed.

Fernando M. Reimers, Co-Chair

Fernando Reimers is the Ford Foundation Professor of International Education and Director of the Global Education and International Education Policy Program at the Harvard Graduate School of Education. Professor Reimers focuses his research and teaching on identifying education policies that support teachers in helping low-income and marginalized children succeed academically. His courses focus on the core education challenges in the development field and on the role of social entrepreneurs in creating solutions of value to improve the quality and relevance of education. His current research in Brazil and Mexico focuses on the impact of education policy, education leadership and teacher professional development on literacy competencies and civic skills. He is currently serving on the Global Learning Leadership Council of the American Association of Colleges and Universities Project “General Education for a Global Century” focusing on some of the pressing issues related to global learning and undergraduate education.

Peter Brown Zimmerman, Co-Chair

Peter Brown Zimmerman is Lecturer in Public Policy and Senior Associate Dean for Strategic Program Development at the Harvard Kennedy School. He also serves as faculty Chair of the Senior Executive Fellows Program and is Co-Chair of the Advanced Leadership Initiative. He is a graduate of the Kennedy School’s Public Policy program. Before coming to Harvard, he worked for the U.S. Navy, on the National Security Council staff and on the staff of the Senate Intelligence Committee. He has consulted with and advised a wide range of public and nonprofit organizations.

David E. Bloom, Executive Board

David E. Bloom is Clarence James Gamble Professor of Economics and Demography in the Department of Global Health and Population, Harvard School of Public Health. Dr. Bloom also serves as Director of Harvard’s Program on the Global Demography of Aging. He is an economist whose work focuses on health, demography, education, and labor. In recent years, he has written extensively on primary, secondary, and tertiary education in developing countries and on the links among health status, population dynamics, and economic growth. Dr. Bloom has published over 300 articles, book chapters, and books in the fields of economics and demography.

Arnold M. Epstein, Executive Board

Arnold M. Epstein, M.D., is Chair of the Department of Health Policy and Management at the Harvard School of Public Health where he is the John H. Foster Professor of Health Policy and Management. He is also Professor of Medicine and Health Care Policy at Harvard Medical School. Dr. Epstein’s research interests focus on quality of care and access to care for disadvantaged populations. Recently his efforts have focused on racial and ethnic disparities in care, public reporting of quality performance data and incentives for quality improvement, and Medicaid policies. He has published more than 150 articles on these and other topics. During 1993-1994, Dr. Epstein worked in the White House where he had staff responsibility for policy issues related to the health care delivery system, especially quality management.



William W. George, Executive Board

Bill George is a professor of management practice at Harvard Business School, where he has taught leadership since 2004, and the former chairman and chief executive officer of Medtronic. He is the author of four best-selling books: Authentic Leadership, True North: Discover Your Authentic Leadership; Finding Your True North: A Personal Guide; and 7 Lessons for Leading in Crisis. True North Groups: A Powerful Path to Personal and Leadership Development, his most recent book, was published in September 2011. Professor George is currently the faculty chair of HBS’s Executive Education program Authentic Leadership Development.

Allen S. Grossman, Executive Board

Allen Grossman was appointed a Harvard Business School Professor of Management Practice in July 2000. He joined the Business School Faculty in July 1998, with a concurrent appointment as a visiting scholar at the Harvard Graduate School of Education. He served as President and Chief Executive Officer of Outward Bound USA for six years before stepping down in 1997 to work on the challenges of creating high performing nonprofit organizations. His current research focuses on leadership and management in public education; the challenges of measuring nonprofit organizational performance; and the issues of managing multi-site nonprofit organizations.

Monica C. Higgins, Executive Board

Monica Higgins joined the Harvard faculty in 1995 and is currently a Professor of Education at Harvard Graduate School of Education (HGSE) where her research and teaching focus on the areas of leadership development and organizational change. Prior to joining HGSE, she spent eleven years as a member of the Faculty at Harvard Business School in the Organizational Behavior Unit. In education, Professor Higgins is studying the effectiveness of senior leadership teams in large urban school districts across the United States and the conditions that enhance organizational learning in public school systems. While at Harvard, Professor Higgins’ teaching has focused on the areas of leadership and organizational behavior, teams, entrepreneurship, and strategic human resources management.

Robert H. Mnookin, Executive Board

Robert H. Mnookin is the Samuel Williston Professor of Law at Harvard Law School, the Chair of the Program on Negotiation at Harvard Law School, and the Director of the Harvard Negotiation Research Project. A leading scholar in the field of conflict resolution, Professor Mnookin has applied his interdisciplinary approach to negotiation and conflict resolution to a remarkable range of problems; both public and private. Professor Mnookin has taught numerous workshops for corporations, governmental agencies and law firms throughout the world and trained many executives and professionals in negotiation and mediation skills. In his most recent book, Bargaining with the Devil: When to Negotiate, When to Fight, Mnookin explores the challenge of making such critical decisions.

Forest L. Reinhardt, Executive Board

Forest L. Reinhardt is the John D. Black Professor of Business Administration at Harvard Business School and serves as the Faculty Chair of Harvard Business School’s European Research Initiative. Professor Reinhardt is interested in the relationships between market and nonmarket strategy, the relations between government regulation and corporate strategy, the behavior of private and public organizations that manage natural resources, and the economics of externalities and public goods. He is the author of Down to Earth: Applying Business Principles to Environmental Management, published by Harvard Business School Press.

Guhan Subramanian, Executive Board

Guhan Subramanian is the Joseph Flom Professor of Law and Business at the Harvard Law School and the H. Douglas Weaver Professor of Business Law at the Harvard Business School. He is the only person in the history of Harvard University to hold tenured appointments at both HLS and HBS. At HLS he teaches courses in negotiations and corporate law. At HBS, he teaches in executive education programs, such as Strategic Negotiations, Changing the Game, Managing Negotiators and the Deal Process, and Making Corporate Boards More Effective. He is the faculty chair for the JD/MBA program at Harvard University and Vice Chair for Research at the Harvard Program on Negotiation.



Ronald S. Sullivan, Jr., Executive Board

Professor Ronald S. Sullivan, Jr. joined Harvard’s law faculty in July 2007. His areas of interest include criminal law, criminal procedure, legal ethics, and race theory. Prior to teaching at Harvard, Professor Sullivan served on the faculty of the Yale Law School, where, after his first year teaching, he won the law school’s award for outstanding teaching. Professor Sullivan is the Faculty Director of the Harvard Criminal Justice Institute. He also is a founding fellow of The Jamestown Project. Professor Sullivan is a Phi Beta Kappa graduate of Morehouse College, and the Harvard Law School, where he served as president of the Black Law Students Association and as a General Editor of the Harvard BlackLetter Law Review. After graduating from Harvard, Professor Sullivan spent a year in Nairobi, Kenya as a Visiting Attorney for the Law Society of Kenya.



2013 ADVANCED LEADERSHIP FELLOWS

Antonio Ardit Arlandis

Antonio Ardit was the Unit Head Iberia – Spain and Portugal – for A.T. Kearney. Mr. Ardit serves as an independent advisor to several European firms, including those in the mining, communications, technology, and manufacturing sectors, with a focus on global business development and other strategic issues.

Linda Basch

Linda Basch is President Emerita of the National Council for Research on Women, a network of 120 leading research, advocacy and policy centers dedicated to advancing rights and opportunities for women and girls. Her areas of expertise include the impact of public policy on women and families, expanding diversity and inclusion in the corporate arena and higher education, and advancing women’s leadership.

Michael Bush

Michael Bush is a Director of Ross Stores and Technoserve, a global not-for-profit involved in economic development in Africa and Latin America. Mr. Bush has led a number of organizations involved in consumer and retail businesses in turn-around or change situations where strategic and operational improvement is required, often as part of a new ownership team.

Beatriz Cardoso

Beatriz Cardoso is the Executive Director of “Laboratório de educação,” an NGO developing applicable knowledge in education in Brazil. Ms. Cardoso founded and led Comunidade Educativa CEDAC, a Sao Paulo-based organization dedicated to democratizing education for all children. Most recently, Ms. Cardoso trained teams of professionals at Comunidade Educativa CEDAC and formulated strategies for several programs developed in partnership with private sponsors.

Eduardo José Gonçalves de Carvalho

Eduardo Carvalho is the CEO of ABA-Associação Brasil-America, a global education organization in Brazil. Mr. Carvalho previously was the Manager and Director of Grupo Industrial João Santos, and lead multiple projects, including the construction of a cement plant in the Amazon region.

Jack C. Chow, M.D.

Jack C. Chow is a physician-diplomat who served as U.S. ambassador on HIV/AIDS and global health at the State Department and as assistant director-general of the World Health Organization on HIV/AIDS, tuberculosis, and malaria. Dr. Chow has authored several major articles on global health security issues.



Daniel B. Cunningham

Daniel B. Cunningham is the CEO and former President of the Long-Stanton Group, a 150 year old metal and rubber manufacturer, with operations in Ohio and China. Mr. Cunningham is a member of the Board of Directors of the Cincinnati Branch of the Federal Reserve Bank of Cleveland.

Vincent de Luise, M.D.

Vincent de Luise is an assistant clinical professor of ophthalmology at Yale University School of Medicine and adjunct clinical assistant professor at Weill Cornell Medical College. Dr. de Luise spent 28 years as a founder, partner and corneal and cataract surgeon at OptiCare Eye Health Centers in Connecticut. He is a founder and President of The Connecticut Summer Opera Foundation.

Guy W.L. Dietrich

Guy Dietrich was most recently a Managing Director at UBS, and head of their Private Wealth Management practice in New York City. He also led their client development in San Francisco. Prior to UBS, he spent 26 years at Morgan Stanley Smith Barney, where he built their Silicon Valley based Corporate and Venture Services business and established the Citigroup Family Office.

Stephanie Dodson

Stephanie Dodson is the co-founder of Strategic Grant Partners, a coalition of families that combines philanthropic investing and pro bono consulting to address issues for Massachusetts children in poverty. Ms. Dodson also co-founded Project Healthy Children to design and implement food fortification programs to improve basic health in developing countries and the Maranyundo Initiative, a boarding school for girls and a teacher enrichment program in Rwanda.

Howard Fischer

Howard Fischer is the founder and CEO of Basso Capital Management, the manager of the Basso family of hedge funds, with a core focus on investing in convertible securities and SPACs. Mr. Fischer is responsible for strategic decision making, marketing and business development. Randee Fischer joins Mr. Fischer as an Advanced Leadership Partner.

Richard Gluck

Richard Gluck is an owner at Garvey Schubert Barer, practicing transportation law. Mr. Gluck is also chair of the legal committee for the industry’s worldwide trade association, the International Federation of Freight Forwarders Associations. He has written and spoken frequently on legal and public policy issues affecting the industry, and has acted as a liaison among the national forwarders associations in the Americas, Europe and the Far East.



Jerry Gramaglia

Jerry Gramaglia serves as the Chairman for Acxiom Corp., a data/marketing services provider. Mr. Gramaglia is also a Director of Coldwater Creek, a national multi-channel apparel retailer and WageWorks, a provider of tax-advantaged employee benefits. Previously, Mr. Gramaglia was a Partner with Arrowpath Venture Partners, a venture capital firm investing in early-stage technology start-ups.

Eric Jacobsen

Eric Jacobsen is the Managing Partner and co-founder of Dolphin Capital, a private equity firm which invests in high growth companies in the Mountain West region. Mr. Jacobsen has previously held a variety of senior operating positions in the software, Internet and financial services sectors.

Susan G. Johnson

Susan G. Johnson is a Principal, General Counsel, and Executive Vice President of Echelon LLC, a private company which invests in and manages various commercial business ventures. Ms. Johnson’s previous experience has included directing corporate activities in M&A, finance, real estate development, marketing, sales, operations, and investor and governmental relations.

Mark A. Kelley, M.D.

Mark A. Kelley, M.D. recently served as Executive Vice President, and Chief Medical Officer for the Henry Ford Health System in Detroit. Previously, he was professor of medicine and vice dean for clinical affairs at the University of Pennsylvania School of Medicine. A pulmonary-critical care physician, Dr. Kelley has led national initiatives on physician workforce and quality, and medical education.

Dorian Klein

Dorian Klein, a financial entrepreneur, most recently founded several companies in the financial and technology sectors including the only independent mortgage companies in Romania and Turkey. Mr. Klein previously worked in investment banking at Merrill Lynch, Bankers Trust and a privately-owned merchant bank in London, New York, and Tokyo.

Nina Lahoud

Nina Lahoud is currently Principal Officer in the Asia and Middle East Division at the United Nations Department of Peacekeeping Operations. For three decades, Ms. Lahoud has dealt extensively with legal, peacekeeping/peace-building, rule of law, development, and gender matters, while in various positions at the United Nations, including in six peacekeeping operations in Lebanon, Namibia, Cambodia, former Yugoslavia, Kosovo and East Timor.



Ronald A. Lauderdale

Ronald A. Lauderdale was most recently Vice President and IBM Assistant General Counsel, Intellectual Property Law and Strategy. Mr. Lauderdale directed IBM’s Intellectual Property Law function, providing legal counsel for all facets of protecting and licensing IBM’s intellectual property assets and leading IBM’s engagement of intellectual property law policy. Valerie Lauderdale joins Mr. Lauderdale as an Advanced Leadership Partner.

Paul W. Lee

Paul W. Lee is a Partner at the law firm of Goodwin Procter LLP in Boston with over 35 years experience advising companies and boards of directors on mergers and acquisitions, securities offerings, corporate governance and SEC disclosure and compliance. Mr. Lee is a past president of the National Asian Pacific American Bar Association and has also been active in many local and national Asian American civil rights and social services organizations.

Ann MacDougall

Ann MacDougall most recently served as the Chief Operating Officer of Acumen Fund, a venture capital fund for the poor. She headed strategy, operations and expansion for Acumen and was a member of its Management Committee. Ms. MacDougall has had a long career as a manager and business lawyer, holding various senior roles at PricewaterhouseCoopers in New York and Paris, including General Counsel of PwC-US.

Brian Meltzer

Brian Meltzer served as the Managing Partner of the Chicago area law firm of Meltzer, Purtill & Stelle from its inception in 1996 to mid 2012. Mr. Meltzer’s legal career spans over 40 years, representing homebuilders, condominium developers, financial institutions, investors and other key constituents in the housing industry. Rosemary Meltzer joins Mr. Meltzer as an Advanced Leadership Partner.

Garrett Moran

Garrett Moran most recently served as the Chief Operating Officer of Blackstone’s Private Equity Group, overseeing the group’s daily operations, playing a senior role in its investment process and guiding the firm’s corporate social responsibility initiatives. Previously, he was the President of MMC Capital and co-head of the Banking Group at Donaldson Lufkin & Jenrette. Mary Penniman Moran joins Mr. Moran as an Advanced Leadership Partner.

Tomoe Odahara

Tomoe Odahara serves as Vice President and Portfolio Manager at Merrill Lynch Global Wealth and Investment Management. Ms. Odahara has managed substantial assets for families and endowment funds. Ms. Odahara is called on as speaker in the business education community.



Eileen O’Neill Odum

Eileen is the former Executive Vice President and Group CEO of NiSource Inc.’s Northern Indiana Energy business unit. Previously, Ms. Odum was Chief Operating Officer of Commonwealth Telephone Enterprises and President – National Operations for Verizon Communications. Ms. Odum serves as Vice Chair of the Indiana Chapter of The Nature Conservancy,Treasurer for The Committee of 200 and was a member of Indiana’s Commission for Higher Education.

Marcello Palazzi

Marcello Palazzi is the founder and President of the Progressio Foundation for human progress. Mr. Palazzi is also the founder and Principal of Epic Venture Partners. Mr. Palazzi is a public-minded entrepreneur and developer of ventures, projects and initiatives that combine private and public interests for the benefit of the common good.

Thomas Pappas

Tom Pappas was most recently a Partner and Bond Portfolio Manager at Wellington Management Company LLP. Mr. Pappas managed an aggregate $70 billion in multiple portfolios for over 50 major clients. Mr. Pappas currently balances a variety of civic responsibilities and serves as a part-time angel investor.

William A. Plapinger

William A. Plapinger is a partner in the law firm of Sullivan & Cromwell LLP, specializing in capital markets, M&A and general corporate (including governance) matters. He was based in the firm’s London office for the past 25 years, where he also occupied a number of management positions. He is the Chair of the Board of Trustees of Vassar College and a Commissioner on the US-UK Fulbright Commission. Cassie Murray joins Mr. Plapinger as an Advanced Leadership Partner.

Miguel Rey

Miguel Rey most recently served as President of Renaissance Executive Forums of South Florida, helping business owners advance and grow their companies via peer to peer advisory boards. Mr. Rey headed family-owned companies in Colombia through critical start-up phases, reorganization, turnaround, and fast-track growth in the midst of economic uncertainty. He currently serves as Vice Chairman of the board at Atrion.net.

Cristián Shea

Cristián Shea is Chairman and CEO of Equitas Capital, an international investment firm based in Santiago, Chile, with offices also in Vienna, Austria. Equitas Capital specializes in later stage venture capital and early stage private equity investments in the areas of environmental services, natural resources and consumer-related industries. Gaelle Duret joins Mr. Shea as an Advanced Leadership Program Partner.



Prakash Shukla

Mr. Prakash Shukla is a Director of HOVS, a company that manages a variety of investment portfolios. Most recently CIO and Senior Vice President of the Taj Group of Hotels and Resorts, Mr. Shukla has been involved in the early stage with startups such as SST, Travelguru, Transerv, and Mango Tree. Mr. Shukla has also consulted for Morgan Stanley, Goldman Sachs, Citigroup, and Solomon Smith Barney. Sonya Sainani Shukla joins Mr. Shukla as an Advanced Leadership Program Partner.

Roselyne Chroman Swig

Roselyne Chroman Swig is the founder of the advocacy group, Partners Ending Domestic Abuse. Ms. Swig has devoted decades to philanthropic and community service efforts, at the local, national and global level with a focus on women empowerment, social welfare, fine art, political advocacy and education.

Jeffrey P. Williams

Jeffrey P. Williams is President of Jeffrey Williams & Co. With more than 30 years of investment banking, private equity and corporate management experience, Mr. Williams has served in key strategic positions throughout his career, both as a financial advisor to the world’s largest corporations and as a senior executive.

2013 SENIOR ADVANCED LEADERSHIP FELLOWS

Nusret Cömert

Nusret Cömert was the Managing Director of Royal Dutch Shell Group’s Exploration & Production and Gas & Power activities in Turkey. Mr. Cömert led the liberalization process of, and founded, the first private natural gas company in Turkey. He led exploration deals of shale oil in Turkey and deepwater offshore oil in the Mediterranean.

Mark Feinberg, M.D.

Mark Feinberg is a physician-scientist who most recently served as the Vice President and Chief Public Health and Science Officer for Merck Vaccines. Dr. Feinberg’s AL project focuses on creating a new partnership between innovator pharmaceutical companies, generic drug manufacturers, public health authorities and donors to foster the development and availability of antiretroviral therapies optimized to meet HIV treatment and prevention needs in resource-limited countries.

Anne Punzak Marcus

Anne Punzak Marcus was most recently Senior Vice President of Fidelity Investments where she managed portfolios of bond funds and was Co-Research Director for the Fixed Income Division. Ms. Punzak Marcus is on the founding team of the Autism Consortium which facilitates collaboration among 15 Boston institutions, funding clinical research. Ms. Punzak Marcus’s AL project focuses on helping families who have children with disabilities connect to resources.



Iyabo Obasanjo

Iyabo Obasanjo most recently served as a Senator and the Chairman of the Senate Committee on Health for Nigeria. Prior to that, Dr. Obasanjo was appointed the commissioner for health for Ogun state, Nigeria. Ms. Obasanjo’s AL project focuses on issues surrounding women and leadership in Africa.

Robin L. Russell

Robin Russell most recently served as Senior Executive Vice President, Worldwide Operations Marketing and Distribution for the motion picture group of Sony Pictures Entertainment. Ms. Russell’s career highlights include other executive roles at Sony and Walt Disney Pictures as well as private practice in entertainment law. Ms. Russell’s AL project focuses on the study and research of Corporate Social Responsibility strategy, specifically with content companies.

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