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Launch of Global Business Institute em Miami

In order to serve as a service hub for Brazilian entrepreneurs and entrepreneurs interested in investing in the North American market, the Global Business Institute (GBI) was officially presented on Thursday (25) to a select group of businessmen, press and guests.

The new institution to support Brazilian business in the United States was created by entrepreneurs with extensive experience in the procedures and needs to invest in the largest market in the world, from initial strategic planning to market research, through guidance in business development plans, marketing strategies, tax obligations, accounting and administrative functions characteristic of the US corporate environment. The leaders who make up the initiative have the expertise and history of success in the business world.

In different segments, the individual professional experiences – mostly with global companies – complement each other, and result in strategies different from what is offered in the market today.

According to GBI’s marketing head, Antonio Miranda, himself a victim of poor orientation when he decided to establish his company in the United States, the group’s goal is to avoid the sinking of Brazilian companies that invest in the US market without proper guidance. “We want to provide longevity for Brazilian initiatives in the USA. Our experts are able, among other strategies, to study the potential market for each type of business desired, analyzing the market and the risks for each customer profile, “explains Antonio. He adds that GBI was idealized from the observation of the various and recent ventures of Brazilians which failed in the USA, for one reason or another, and which cost millions of dollars to entrepreneurs. “Our group has specialists in all areas, able to assess the risks and opportunities specific to each client,” concludes Miranda.

Manoel Suhet, CEO of GBI, adds that the success of any business depends on its initial orientation, supported by strategic planning geared to the specific characteristics of each market. “Even if the investor already owns a fully functioning company in Brazil, when he takes it abroad he is faced with a brand new market. GBI was created to guide the Brazilians who want to make the business flow in the USA from the experience gathered by the qualified team of entrepreneurs who integrate it, “explains Suhet, an executive with more than 20 years of experience in business management.

The Global Business Institute presentation event was held at the Four Seasons Hotel in Miami, and was attended by the Brazilian Consul in Miami, João Mendes Pereira.

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Lançamento do Global Business Institute em Miami

Com o objetivo de servir como um hub de serviços para empresários e empreendedores brasileiros interessados em investir no mercado norte-americano, o Global Business Institute (GBI) foi oficialmente apresentado na quinta-feira (25) para um seleto grupo de empresários, imprensa e convidados.

A nova instituição de apoio aos negócios brasileiros nos Estados Unidos foi criada por empresários com larga experiência nos trâmites e necessidades para se investir no maior mercado do mundo, desde o planejamento estratégico inicial até pesquisas de mercado, passando pela orientação na elaboração de business plans, estratégias de marketing, obrigações tributárias, contabilidade e funções administrativas características do ambiente corporativo norte-americano. Os líderes que compõem a iniciativa contam com expertise e histórico de sucesso no mundo de negócios. Em diferentes segmentos, as experiências profissionais – na maioria com empresas globais – se complementam, e resultam em estratégias diferentes do que é oferecido hoje no mercado

Segundo o diretor de Marketing do GBI, Antonio Miranda, ele próprio vítima de uma orientação deficiente quando resolveu estabelecer sua empresa nos EUA, o objetivo do grupo é evitar o naufrágio das empresas brasileiras que investem no mercado norte-americano sem a devida orientação. “Queremos proporcionar longevidade para as iniciativas brasileiras nos EUA. Nossos especialistas são capazes de, entre outras estratégias, estudar o mercado potencial para cada tipo de negócio pretendido, analisando o mercado e os riscos para cada perfil de cliente“, explica Antonio. Ele acrescenta que o GBI foi idealizado a partir da observação dos vários e recentes empreendimentos de brasileiros que fracassaram nos EUA, por uma razão ou por outra, e que custaram milhões de dólares aos empreendedores. “Nosso grupo possui especialistas em todas as áreas, capazes de avaliar os riscos e oportunidades específicos para cada cliente”, conclui Miranda.

Manoel Suhet, CEO do GBI, acrescenta que o sucesso de qualquer negócio depende de sua orientação inicial, amparada por um planejamento estratégico direcionado para as características específicas de cada mercado. “Mesmo que o investidor já possua uma empresa em pleno funcionamento no Brasil, quando a leva para o exterior ele se depara com um mercado totalmente novo. O GBI foi criado para, a partir da experiência colecionada pelo qualificado time de empresários que o integram, orientar os brasileiros que querem fazer o negócio fluir nos EUA”, explica Suhet, executivo com mais de 20 anos de experiência na gestão de negócios.

O evento de apresentação do Global Business Institute foi no hotel Four Seasons, em Miami, e contou com a presença do cônsul do Brasil em Miami, João Mendes Pereira.

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What if you need not just one interim manager, but a dozen? Here’s how to build an interim team for success.

By Alium Partners – a Globalise member

Appointing a team of interim managers isn’t easy, but done properly, it can be well worth the effort. Here’s what to consider to make sure the decision is rewarded.

Interims are often seen as a lone rangers. Specialised professionals who fix problems, with help of no one but the highly experienced voice in their brain.

But sometimes businesses need the help of more than just one person, which is where interim teams come in. These are collections of specialists, often with a wide range of skills and experiences. They have capacity that doesn’t exist within the business as it stands.

Employing an entire team of interims sounds like a big step, and it is. There is a lot of investment and risk involved. But with the right planning, thought and strategy, an interim team can be the just the thing your organisation needs.

1. A mission statement

Working with interims usually happens when an organisation lacks the in-house talent to deliver a project internally. There can be numerous reasons for this: an opportunity, challenging circumstances, gaining a foothold in a market or country, difficulty implementing change, an unexpected leadership vacuum, or a dozen other situations that require an outsider’s perspective or new talent, of some description.

At this point, a company can be faced with three choices: find a consultancy, recruit new staff or work with an interim.

For the sake of the argument, let’s assume you want to weigh up the pros and cons of an interim team. Firstly, this means assessing current teams and respective workloads, to be sure there is not, realistically, the resources to solve your specific problem internally. Avoiding a ‘them vs. us’ mentality when bringing in interims is important since interim teams will need cooperation from functional managers when driving forward the change you need.

Empower them with a mission statement that gives the interim team sufficient latitude to accomplish your goals. Ensure you have buy-in from the relevant managers and departments; make sure the path has been cleared before they land. Most interim teams are there to deliver specific projects, which is easier without them taking departmental crossfire, or worse, a prolonged siege before they can achieve anything of value.

2. A singular deployment

There are two ways to recruit an interim team: on demand, or deployed like a special forces team, in one go. A team with a singular purpose, a clear mission statement and recruited at the same time, for this reason, has a greater chance of success.

Whilst interims are not ego-driven since they don’t set out to establish political turf or dominate departments, recruiting at the same time bonds interims more closely, before they deliver value.

3. Appoint a leader

Interim teams need a clear chain of command. It will help ensure success to have in an interim team leader, a first among equals, to drive the mission forward, and a single point person for the organisation. This way ego clashes are avoided and everyone has a role to play within the team.

4. Ensure ongoing engagement

An effective team isn’t a unit kept apart from internal teams. The most successful interim teams are their own unit, whilst being embedded, or at least a functioning part, of other teams within your organisation.

The aim of most project-based teams will be to leave a working legacy that can be implemented going forward, either by a permanent team that they will help hire and train, or in the case of change management, by your existing staff, throughout the organisation.

This should mean that training and handover of intellectual property is an ongoing process. When interim teams leave without passing on new procedures or knowledge, it can leave organisations questioning the value of their involvement. Lines of communication, within the company should be established and actively maintained by all members of the interim team.

5. Assess cultural fit

Cultural fit is a key consideration, when hiring any new member of staff. The same applies when working with an interim team.

When assessing team candidates, make sure to ask the right questions to ensure there’s a strong values alignment. There’s nothing worse than finding a values and egos clash after you have hired someone. At senior levels this can lead to costly disagreements and dysfunctional working relationships, the opposite of teamwork.

6. Provide ongoing feedback

Interim teams are comprised of self-starters, who are skilled at making decisions and leading other teams. However, leaving them in the jungle to fight without support and feedback could result in them getting bogged down in difficult situations when a simpler route exists.

Don’t ignore the fact that engagement works both ways. Interims will come armed with questions, but not all will cover the knowledge transfer they will need to be successful. Institutional expertise can help guide interims when they need it, but those in leadership roles mustn’t stick too rigidly to their usual ways of doing things either; since that’s one key advantage from working with interims.

In summary:

  • Provide a clear mission statement: Big enough goals to provide a challenge and demonstrate a clear case for working with interims
  • Recruit and deploy a team together, giving them the ability to bond in the early days of the mission;
  • Ensure the team has a leader and a clear chain of command within your organisation;
  • At the same time, don’t silo them. An interim team should be embedded within existing team frameworks, to ensure knowledge transfers are happening ongoing;
  • Ensure there’s a strong cultural fit between the team, organisations values and those they will be working closest with;
  • Provide ongoing feedback, to ensure everyone is on the same page and the mission is going according to plan.