New ESCP Europe Ambassadors in Brazil

Desde abril de 2019, Laurent Sciamma e Arnaud Bert são os novos embaixadores da ESCP Europe Alumni no Brasil. Desejamos-lhes muito sucesso

Depuis avril 2019, Laurent Sciamma et Arnaud Bert sont les nouveaux ambassadeurs de ESCP Europe Alumni au Brésil. Nous leur souhaitons beaucoup de succès.

Since April 2019, Laurent Sciamma and Arnaud Bert are the new ESCP Europe Alumni ambassadors in Brazil. We wish them all the best.

Laurent Sciama graduated from ESCP Europe in 1997 with a Major in Finance. He started his career in Brazil in Investment Banking, and then occupied Director positions for Strategy and Corporate Development within international groups such as Saint-Gobain and Eurofins Scientific in various countries. He came back to Brazil in 2012 with a CFO and Operations Director role in a Brazilian SME under turnaround and restructuring phases, and then became CFO of Lactalis do Brasil in a high-growth and acquisition context. He has created his Consulting firm Paratzta in mid-2017, with a focus on Strategic Planning, Transformational projects (Acquisitions, Restructuring, New Projects), and Financial management assignments.

Arnaud Bert, graduated from ESCP Europe in 2003. Executive MBA in Strategy and Management of Economic Affairs by FGV-SP (2014).
Over 16 years of experience in the financial markets and management consulting. Arnaud has started his career in France in advisory and M&A within Accenture in Paris and Millennium Finance Corporation in Dubai.
He has been working in the transaction department services within Ernst & Young in due diligences processes for private equity funds and corporate companies in France and in the US. 
In Brazil, he joined the Restructuring department at KPMG in 2012 bringing an experience in M&A, operational and financial restructuring, cash management, and profit improvement process.
Since 2014, he joined JCDecaux to act as CFO in a high-growth context.

«Quelles stratégies pour développer des affaires et collaborer efficacement avec les Brésiliens ? Les enjeux du «business development» et de la transformation d’entreprise au Brésil»

Conférence organisée par la CCBF et CERALE – ESCP Europe le 15 novembre 2018 à l’Ambassade du Brésil en France

Maxime Rabilloud
Société TOTAL et Président de la Chambre de Commerce et d’Industrie France-Brésil (CCIFB)
et
Frédéric Donier
Managing Partner de CRESCENDO,
Ambassadeur pour le Brésil de FRENCHFOUNDERS et
Administrateur de la CCIFB-SP
ont présenté les enjeux liés au développement des affaires et à la transformation d’entreprise au Brésil à partir de leur expériences biculturelles euro-brésiliennes accumulées sur plus de 30 ans.
Les problématiques ont été abordées et illustrées par des exemples concrets provenant du monde de l’entreprise et des associations à but non lucratif.  

ESCP Europe Alumni meeting at INSPER, São Paulo, October 22

In the framework of the Executive MBA Seminar in Brazil  CERALE (Centre d’Etudes et de Recherche Amérique latine Europe) and CRESCENDO organised a pannel session with managers and Alumni operating in Brazil about
«Strategic Intelligence in Brazil : are there singularities in doing strategy in Brazil?»
With : 

  • Frédéric DONIER, Managing Partner CRESCENDO / Member of the Board CCIFB-SP and FrenchTech São Paulo
  • Raphael MANTOVANI,   Senior business development & strategy Manager – Schneider South America
  • Marcos GRASSO,  Senior Advisor /Head Eurazeo South America and Partner of M2G Advisors

ADAPTING A LEAN PRODUCTION PROGRAM TO NATIONAL INSTITUTIONS IN LATIN AMERICA: DANONE IN ARGENTINA AND BRAZIL

Adapting a Lean Production Program to National Institutions in Latin America: Danone in Argentina and Brazil

This article argues that national institutions identified in the varieties of capitalism approach have a significant impact on the degree of fidelity and extensiveness of best practices adapted by geocentric multinational corporations in host countries in emerging markets. To illustrate this argument it shows how differences in national institutions between Brazil and Argentina caused Danone to adapt a lean production in radically different ways in each of these countries.

Both of the programs implemented had low degrees of fidelity and extensiveness to the original best practice.

This article contends that in Argentina strong labor laws and the ability of unions to negotiate significant salary increases combined with a desire of workers to have individual pride in their jobs caused Danone to empower them individually instead of creating teams as foreseen in this company’s original lean production program. In Brazil the weakness of unions combined with labor laws that promote employee turnover and the desire of workers to improve their salaries caused this company neither to empower workers nor create teams. Instead, it motivated workers by providing them the previously unavailable opportunity to become a manager.

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