Print Profile

Total Page：16

File Type：pdf, Size：1020Kb

Blythe J. McGarvie is a Senior Lecturer and teaches the MBA required curriculum course Financial Reporting and Control at Harvard Business School. McGarvie has Blythe McGarvie operated profitable business units and managed employees in business endeavors from China to Chile, France to Finland. She serves as a member of the boards of directors of Accenture, Viacom, Wawa and LKQ and formerly served on the boards Speech Topics of Travelers Insurance, Pepsi Bottling Group and Lafarge NA. During the prior ten years, Ms. McGarvie served as Chief Executive Officer and Founder of Leadership for International Finance (LIF Group), offering a global perspective to clients Peak Performance seeking profitable growth. LIF Group offers tailor-made consulting services and Management leadership seminars for corporate and academic groups. She was a pioneering Leadership CFO, and in 1995, was one of only 10 female CFOs in the Fortune 500. Global Leadership Executive Speaker She speaks worldwide to audiences on consumer markets, worldwide economic trends, and leadership strategy. Blythe McGarvie is a professional speaker who Business Ethics loves to reach audiences large or small. Her vision is that business is a positive force for strengthening the global community. She executes her vision with companies and individuals through her speeches, writings, board service and coaching. In addition, she has developed a unique senior management consortium at LIF Group who, individually and collectively, provide selected companies with essential strategic and practical solutions for profitable growth. We invite you to explore the videos and the website. Her motto is to provide insight, influence and leadership to create high performance. 901.754.9404 www.executivespeakers.com.

Copy Link

Recommended publications

Regional Foreign Direct Investment Review
PROMOTING INDUSTRIAL ZONES AND INVESTMENT MOBILIZATION USAID WB/G SO1: EXPANDING ECONOMIC OPPORTUNITIES CONTRACT NO. 294-C-00-00-00071-00 Regional Foreign Direct Investment Review SUBMITTED ON MAY 20, 2002 TO THE USAID MISSION TO THE WEST BANK AND GAZA MARGOT ELLIS, CTO BY THE SERVICES GROUP (TSG) SUTHERLAND MILLER III, SENIOR CONSULTANT 2300 CLARENDON BOULEVARD 1110 ARLINGTON, VIRGINIA 22201 USA WWW.TSGINC.COM USAID PRIZIM Project Regional Foreign Direct Investment Review Table of Contents Executive Summary i Chapter 1: Introduction and Methodology 1 Chapter 2: Regional Foreign Direct Investment Overview 7 Chapter 3: Sectoral Focus on Information Technology 24 Chapter 4: Sectoral Focus on Apparel and Textiles 48 Chapter 5: Sectoral Focus on Stone and Marble 59 Chapter 6: Conclusion 69 Annex A.1: Top 1,000 Companies in Pre-packaged Software A1-1 Annex A.2: Top 1,000 Companies in Computer Programming A2-1 Annex A.3: Top 1,000 Companies in Apparel Manufacturing A3-1 Annex A.4: Top Companies in Dimension Stone A4-1 The Services Group USAID PRIZIM Project Regional Foreign Direct Investment Review Executive Summary This report summarizes the available data on foreign direct investment (FDI) inflows into the Middle East region, and provides information that can help the Palestinian Investment Promotion Agency (PIPA) target firms for investment promotion. The goal of this document is to better inform PIPA about regional FDI trends and guide their strategic planning for active and successful investment promotion activities. For this analysis regional investment activity was reviewed in detail for three sectors - information technology (IT), apparel manufacturing, and stone and marble - based on the previously completed Investor Targeting Strategy (ITS) completed by The Services Group in 1999.
[Show full text]
A Foundation for the Future
A FOUNDATION FOR THE FUTURE INVESTORS REPORT 2012–13 NORTHWESTERN UNIVERSITY Dear alumni and friends, As much as this is an Investors Report, it is also living proof that a passion for collaboration continues to define the Kellogg community. Your collective support has powered the forward movement of our ambitious strategic plan, fueled development of our cutting-edge curriculum, enabled our global thought leadership, and helped us attract the highest caliber of students and faculty—all key to solidifying our reputation among the world’s elite business schools. This year, you also helped set a new record for alumni support of Kellogg. Our applications and admissions numbers are up dramatically. We have outpaced our peer schools in career placements for new graduates. And we have broken ground on our new global hub. Your unwavering commitment to everything that Kellogg stands for helps make all that possible. Your continuing support keeps us on our trajectory to transform business education and practice to meet the challenges of the new economy. Thank you for investing in Kellogg today and securing the future for generations of courageous leaders to come. All the best, Sally Blount ’92, Dean 4 KELLOGG.NORTHWESTERN.EDU/INVEST contentS 6 Transforming Together 8 Early Investors 10 Kellogg Leadership Circle 13 Kellogg Investors Leaders Partners Innovators Activators Catalysts who gave $1,000 to $2,499 who gave up to $1,000 99 Corporate Affiliates 101 Kellogg Investors by Class Year 1929 1949 1962 1975 1988 2001 1934 1950 1963 1976 1989 2002
[Show full text]
ADAPTIVE GOVERNANCE: BOARD OVERSIGHT of DISRUPTIVE RISKS the NACD Blue Ribbon Commission Report Series
THE REPORT OF THE NACD BLUE RIBBON COMMISSION ON ADAPTIVE GOVERNANCE: BOARD OVERSIGHT OF DISRUPTIVE RISKS The NACD Blue Ribbon Commission Report Series Executive Compensation: Guidelines for Corporate Risk Governance: Balancing Risk and Reward Directors Adm. William Fallon and Reatha Clark King, Cochairs Jean Head Sisco, Chair The Audit Committee Performance Evaluation of Chief Executive, Boards, and Dennis R. Beresford and Michele Hooper, Cochairs Directors Boris Yavitz, Chair Performance Metrics: Understanding the Board’s Role John Dillon and William J. White, Cochairs Director Compensation: Purposes, Principles, and Best Practices The Effective Lead Director Robert B. Stobaugh, Chair Barbara Hackman Franklin and Irvine Hockaday, Cochairs Director Professionalism The Diverse Board: Moving From Interest to Action Ira M. Millstein, Chair Curtis Crawford, the Honorable Cari M. Dominguez, William McCracken, and Kathi Seifert, Cochairs CEO Succession Jeffrey Sonnenfeld, Chair Talent Development: A Boardroom Imperative Gregory Lau and Mary Pat McCarthy, Cochairs Audit Committees: A Practical Guide A. A. Sommer Jr., Chair Strategy Development Raymond Gilmartin and Maggie Wilderotter, Cochairs The Role of the Board in Corporate Strategy Warren L. Batts and Robert B. Stobaugh, Cochairs The Board and Long-Term Value Creation Karen Horn and Bill McCracken, Cochairs Board Evaluation: Improving Director Effectiveness Robert E. Hallagan and B. Kenneth West, Cochairs Building the Strategic-Asset Board Bonnie Hill and Richard H. Koppes, Cochairs Risk Oversight: Board Lessons for Turbulent Times Norman R. Augustine and Ira M. Millstein, Cochairs Culture as a Corporate Asset Nicholas Donofrio and Helene Gayle, Cochairs Executive Compensation and the Role of the Compensation Committee Adaptive Governance: Board Oversight of Disruptive Risks Barbara Hackman Franklin and William W.
[Show full text]
Diversity Thresholds: How Social Norms, Visibility, and Scrutiny Relate to Group Composition
r Academy of Management Journal 2019, Vol. 62, No. 1, 144–171. https://doi.org/10.5465/amj.2017.0440 DIVERSITY THRESHOLDS: HOW SOCIAL NORMS, VISIBILITY, AND SCRUTINY RELATE TO GROUP COMPOSITION EDWARD H. CHANG KATHERINE L. MILKMAN University of Pennsylvania DOLLY CHUGH New York University MODUPE AKINOLA Columbia University Across a field study and four experiments, we examine how social norms and scrutiny affect decisions about adding members of underrepresented populations (e.g., women, racial minorities) to groups. When groups are scrutinized, we theorize that decision makers strive to match the diversity observed in peer groups due to impression man- agement concerns, thereby conforming to the descriptive social norm. We examine this first in the context of U.S. corporate boards, where firms face pressure to increase gender diversity. Analyses of S&P 1500 boards reveal that significantly more boards include exactly two women (the descriptive social norm) than would be expected by chance. This overrepresentation of two-women boards—a phenomenon we call “twokenism”—is more pronounced among more visible companies, consistent with our theorizing around impression management and scrutiny. Experimental data corroborate these findings and provide support for our theoretical mechanism: decision makers are discontinu- ously less likely to add a woman to a board once it includes two women (the social norm), and decision makers’ likelihood of adding a woman or minority to a group is influenced by the descriptive social norms and scrutiny faced. Together, these findings provide a new perspective on the persistent underrepresentation of women and mi- norities in organizations. In recent years, many groups have faced negative double female and minority membership in the scrutiny for their lack of diversity.
[Show full text]
Blythe J. Mcgarvie
Blythe J. McGarvie Blythe McGarvie is currently Senior Lecturer in the Accounting and Management unit at Harvard Business School. She combines over thirty years of business experience, including four C-Suite positions with extensive publications and speaking engagements. She has served on seven corporate boards of directors. Her academic specialty is management accounting. She has lectured academic and professional audiences on topics including international business, corporate governance and gender considerations. BOARDS OF DIRECTORS Accenture (since October 2001): This $30 billion world leader of technology consulting and services has 266,000 people serving 120 countries. Chairman of the Audit Committee since the company went public in 2001 until February 2011 and currently as a member. Approximately $39 billion market capitalization. LKQ Corp. (since March 2012): A $4 billion provider of auto and light-truck aftermarket and recycled systems, components and parts in the U.S. and U.K. Formed in 1998 and through 130 acquisitions and organic growth is a premier company listed on the NASDAQ. Serve as a member of the Nominating and Governance and Audit Committees. Approximately $7 billion market capitalization. Viacom (since April 2007): This $15 billion media company has a reach that includes 170 channels and 430 digital media properties in 160 countries and territories. Chairman of the Audit Committee and member of the Compensation and Nominating and Governance Committees. Approximately $27 billion market capitalization. Wawa, Inc. (since June 1998): a privately held company since 1865, Wawa has grown from $1.1 billion in 1998 to a $9 billion convenience store retailer. Value per share over that period grew from $481 to $3130 as of 2011 year-end.
[Show full text]
Transportation and Infrastructure for the 21St Century
Transportation and Infrastructure for the 21st Century National Summit, February 26-27, 2014 IN ALPHABETICAL ORDER As of February 14, 2014 Joseph Aiello has been a leader in the development of large scale infrastructure and real estate projects and a senior executive in business operations and development. Mr. Aiello, Board Member and Investment Committee member at Meridiam Infrastructure Managers has led the activities of Meridiam Infrastructure North America since 2007. Meridiam is an equity investor, developer and asset manager of Public Private Partnerships and has emerged as one of the global leaders in its markets. The firm’s equity investments have leveraged more than $35 billion of new infrastructure investment of which more than $8 billion are in North America. Partner Meridiam Infrastructure Managers As CEO of Alden Computer Transport Systems (ACTS), William Alden used a total systems approach to successfully debug USPO’s MailFlo System in Detroit. Alden Self-Transit Systems Co. designed, patented and prototyped a Personal Rapid Transit. ACTS is now offering small, autonomous, electric vehicle transportation systems for airports and other campuses/complexes. CEO Alden Computer Transport Systems Laura Alfaro is the Warren Alpert Professor of Business Administration. Professor Alfaro is the author of multiple articles published in leading academic journals, and of Harvard Business School cases related to the field of international economics and in particular international capital flows, foreign direct investment and sovereign debt. Her latest research has focused on the role local institutions play in attracting capital flows and allowing positive benefits of such flows, in particular foreign direct investment (FDI), to materialize.
[Show full text]
Download Issue
ARE YOU A POSITIVE OR NEGATIVE THINKER? | THE FUTURE OF WORK BLESSED OR CURSED? THE OPTIMISM/PESSIMISM ISSUE VOLUME 6 6 VOLUME 2015 www.KornFerryBriefings.com No. 25 $14.95 US / CAN / $14.95 US Transform your organization with real world leadership. Korn Ferry’s Leadership Development solutions not only help you identify and nurture brilliant talent, we use real world challenges within your business to anchor development, ignite imaginations, and unlock leadership abilities. Find out more: kornferry.com/realworldleadership #RealWorldLeadership Transform your organization with real world leadership. Korn Ferry’s Leadership Development solutions not only help you identify and nurture brilliant talent, we use real world challenges within your business to anchor development, ignite imaginations, and unlock leadership abilities. Find out more: kornferry.com/realworldleadership #RealWorldLeadership CAN YOU FEEL IT THE DESIRE FOR BOUNDLESS ADVENTURE www.jack-wolfskin.com 2 159000_095_IAZ_HW15_UK_8_25x10_75.indd 1 28.10.15 14:21 IN THIS ISSUE 4 CEO LETTER Features The Optimism Illusion Q&A: Clara Gaymard, President and CEO, 14 G.E. France 6 The Digital Natives The Are Restless Optimism-Pessimism How young directors are changing the boardroom. Continuum 22 10 Board Committees Where the action is. How (Will?) We Work 13 32 Tomorrow? Taking Off The Mask How being authentic accelerates women in leadership. 54 Office Of The Future: Q&A Sydney Finkelstein Where We’ll Work 40 Helping smart leaders succeed. 62 PROFILE Robert Rotella 50 A Meeting of Minds Big optimism. 69 Michelle ThompsonMichelle 25TH ISSUE SPECIAL by An incorrect prediction by someone who got most other things spectacularly right: 72 “I predict the Internet will PARTING THOUGHTS “Blessed or Cursed?” soon go spectacularly supernova and in 1996 catastrophically collapse.” —Robert Metcalfe Founder of 3Com, inventor of Ethernet, 1995.
[Show full text]
Download Issue
KORN FERRY FERRY KORN TALENT + LEADERSHIP BRIEFINGS ISSUE 18 SAVING THE OCEANS DETROIT CITY p E E COMEBACK LEADERS L H E protecting A LOST EDEN R E E R E H L E E p pEEL HERE VOLUME 5 5 VOLUME 2014 www.KornFerryBriefings.com COMPANIES, PEOPLE & EARTH $14.95 US / CAN THE COMEBACK KORN FERRY FERRY KORN TALENT + LEADERSHIP BRIEFINGS ISSUE 18 SAVING THE OCEANS DETROIT CITY COMEBACK LEADERS PROTECTING A LOST EDEN VOLUME VOLUME 5 2014 www.KornFerryBriefings.com COMPANIES, PEOPLE & EARTH $14.95 US / CAN / US THE COMEBACK KORN FERRY BRIEFINGS ON TALENT + LEADERSHIP Gary Burnison Chief Executive Officer Michael Distefano Chief Marketing Officer Joel Kurtzman Editor-In-Chief Creative Directors Robert Ross Roland K Madrid Marketing Manager Stacy Levyn Project Manager Tiffany Sledzianowski Circulation Director Jaye Cullen Web Comm. Specialist Edward McLaurin Contributing Editors Chris Bergonzi David Berreby Lawrence M. Fisher Victoria Grifﬁth Dana Landis Stephanie Mitchell Christopher R. O’Dea P.J. O’Rourke Glenn Rifkin Stephen J. Trachtenberg Adrian Wooldridge Board of Advisors Sergio Averbach Stephen Bruyant-Langer Cheryl Buxton Dennis Carey Bob Damon Joe Griesedieck Robert Hallagan Katie Lahey Byrne Mulrooney Indranil Roy Jane Stevenson Companies, People & Earth on the Rise. 26 22 52 60 66 • In Review • From the CEO 38 • Parting Thoughts • The Latest Thinking he Brieﬁngs Interview How to Save The Oceans Comeback City Four Men at War Saving the Amazon Roaring Back Comeback On Two Wheels •T Pollution has put our seas on Detroit on the verge Akamai and Photographer Salgado focuses his lens. life support. What can we do? of a new era.
[Show full text]
VIACOM INC. (Name of Registrant As Specified in Its Charter)
Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 SCHEDULE 14A Proxy Statement Pursuant to Section 14(a) of the Securities Exchange Act of 1934 Filed by the Registrant ☒ Filed by a Party other than the Registrant ☐ Check the appropriate box: ☐ Preliminary Proxy Statement ☐ Confidential, for Use of the Commission Only (as permitted by Rule 14a-6(e)(2)) ☒ Definitive Proxy Statement ☐ Definitive Additional Materials ☐ Soliciting Material Pursuant to §240.14a-12 VIACOM INC. (Name of Registrant as Specified In Its Charter) (Name of Person(s) Filing Proxy Statement, if other than the Registrant) Payment of Filing Fee (Check the appropriate box): ☒ No fee required. ☐ Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11. (1) Title of each class of securities to which transaction applies: (2) Aggregate number of securities to which transaction applies: (3) Per unit price or other underlying value of transaction computed pursuant to Exchange Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it was determined): (4) Proposed maximum aggregate value of transaction: (5) Total fee paid: ☐ Fee paid previously with preliminary materials. ☐ Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing. (1) Amount Previously Paid: (2) Form, Schedule or Registration Statement No.: (3) Filing Party: (4) Date Filed: Table of Contents April 18, 2008 Dear Stockholder: We are pleased to invite you to attend the Viacom Inc.
[Show full text]
Fall/Winter 2015
KELLOGG SCHOOL OF MANAGEMENT AT NORTHWESTERN UNIVERSITY Kellogg School of Management Northwestern University 2001 Sheridan Road Evanston, IL 60208-2001 KELLOGG 18 Just Win, Baby Inside Kellogg’s venture competition machine FALL/WINTER 2015 FALL/WINTER UNIVERSITY NORTHWESTERN AT SCHOOL OF MANAGEMENT KELLOGG 27 Inside New York Bankers discuss investing in today’s market 46 Corporate Response Established companies respond to startups Fall/Winter 2015 VOL. 23 ISSUE 1 | FOOTPRINT | TESLA MODEL S Tesla’s latest version of the Model S covers 270 miles before it needs a charge. That’s the same mileage as a conventional car and double that of Tesla’s next competitor in the electric vehicle market. Add to that Tesla’s award-winning design, performance, growing network of charging stations and enhanced capa- bilities — most electric vehicles take an overnight charge; a Tesla recharges in 30 minutes — and you can see why Diarmuid O’Connell ’96 thinks every other electric car on the market looks like a toaster. As vice president of business development at Tesla Motors for nearly 10 years, O’Connell has pleaded — even taunted — the auto industry to make an electric car that rivals Tesla’s. What’s stopping them? An industry dominated by lowest-common-denominator ambitions, he suggests, leads to designing a fleet of cars that won’t attract shoppers. Maybe that’s why Tesla is giving away its formula for a great electric vehicle. It’s ditched the idea of intellectual property, made its patents public and won’t initiate patent lawsuits against anyone who uses its technology in good faith.
[Show full text]
Incorporating Field Data Into Archival Research
Incorporating Field Data into Archival Research The Harvard community has made this article openly available. Please share how this access benefits you. Your story matters Citation Soltes, Eugene F. "Incorporating Field Data into Archival Research." Journal of Accounting Research 52, no. 2 (May 2014): 521–540. Published Version https://doi.org/10.1111/1475-679X.12047 Citable link https://nrs.harvard.edu/URN-3:HUL.INSTREPOS:37366628 Terms of Use This article was downloaded from Harvard University’s DASH repository, and is made available under the terms and conditions applicable to Open Access Policy Articles, as set forth at http:// nrs.harvard.edu/urn-3:HUL.InstRepos:dash.current.terms-of- use#OAP Incorporating Field Data into Archival Research Eugene Soltes Harvard Business School January 2014 Abstract: I explore the use of field data in conjunction with archival evidence by examining Iliev, Miller, and Roth’s [2014] analysis of an amendment to the Securities Exchange Act of 1934. This regulatory amendment allowed depositary banks to cross-list firms without the cooperation of foreign issuers. Iliev, Miller, and Roth [2014] argue that the regulation failed to fulfill its intended purpose and imposed significant costs on foreign firms for the benefit of depositary banks. Drawing on evidence from lawyers, issuers, depositary banks, and regulators involved in the design and implementation of the amendment, I describe a more optimistic assessment of the amendment and its effects on capital markets. I conclude by discussing opportunities for field data in financial reporting and disclosure research. Accepted by Christian Leuz. I would like to express my gratitude to Ian Gow, Paul Healy, Blythe McGarvie, Jennifer Nashel, and Suraj Srinivasan for their helpful feedback and Nanette Byrnes for excellent research assistance.
[Show full text]
Dynamics of the Board Interview You Want Candidates Who Meet the Requirements of Cultural Fit, the Right Skill Set, and Meaningful Diversity
THE BOARD INTERVIEW COVER STORY Dynamics of the board interview You want candidates who meet the requirements of cultural fit, the right skill set, and meaningful diversity. By Blythe McGarvie OARD MEMBERS are no longer hand- to consider in selecting people to join your board. picked by CEOs to hand-stamp the The chairman of the board and the CEO want CEO’s policies. All board members someone he or she considers a colleague. In other know the importance to effective cor- words, will existing board members respect the porate governance of choosing a new opinion and knowledge of the new member as Bmember. The nominating and governance com- useful to helping solve the problems and set the mittee has responsibility to manage the process strategies of the company? but it is truly an inclusive role once the committee No one expects the candidate to know every- narrows its selection to the top one or two can- thing about the company during the interview didates. Shareholders vote on the new member at process. We expect an understanding of recent the subsequent annual meeting. analyst presentations and the annual report. We As someone who serves on several nominating look for what intrigues the candidate about our and governance committees, I have developed a business to measure both fit and sincerity of in- rubric to make good de- terest. Yet, fit also depends on specific need and cisions during the board qualifications. If the company needs someone interview process. Look- who handles turnaround and/or high-growth ing for a good fit with a situations, different people will qualify.
[Show full text]