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Professor Monteiro received eight times the INSEAD Deans’ Commendation for Excellence in MBA Teaching. Before joining INSEAD, he was a standing faculty member at The Wharton School, University of Pennsylvania where, during four consecutive years (2009-2012), he received the “Goes Above and Beyond the Call of Duty” Teaching Award for his outstanding contributions and commitment to educational excellence in the MBA core curriculum. In 2011, he also received the Wharton Undergraduate Excellence in Teaching Award. Prior to that, Professor Monteiro was a Fellow, and an award-winning teacher, at the London School of Economics and Political Science (LSE). He has also worked as a Senior Researcher at the Harvard Business School’s Latin American Research and as an Adjunct Professor at IBMEC Business School in Rio de Janeiro, Brazil, where he won seven teaching awards between 1998 and 2002. Prior to joining academia, Felipe was a Senior Analyst at Banco do Brasil acting as an advisor to foreign companies investing in Brazil.

At INSEAD, Professor Monteiro is the Academic Director of the Global Talent Competitiveness Index (GTCI). Launched for the first time in 2013, the GTCI is an annual benchmarking report that measures the ability of countries to compete for talent. Professor Monteiro is also the Director of the PGA-Programa de Gestao Avancada (an Advanced Management Program in partnership with FDC-Brazil) for Brazilian CEOs, owners and top executives. He is also a Senior Fellow of the Mack Institute for Innovation Management at the Wharton School.

His research, which was published in top journals (Organization Science, Strategic Management Journal, Research Policy, Journal of International Business Studies, among others), focuses on global open innovation and the role of boundary spanners Professor Monteiro received important awards from the Academy of Management, the Academy of International Business and the Strategic Management Society . His case studies about TAG Heuer, EBX Group, Fashion Forward Dubai and ENEL were the winners of best case awards in 2018, 2019 and 2021. He is part of the World Economic Forum (WEF)’s Expert Network about Future of the Digital Economy and Society; Latin America and; Fourth Industrial Revolution. He was also a member of the WEF’s Advisory Group on “The Emerging Best Practices of Brazilian Globalizers”.

Professor Monteiro consults and gives talks for companies and governments worldwide. He has worked with leading organizations including Banco do Brasil, the Brazilian Confederation of Industries (CNI), British Telecom, DSM, EBX Group, Embraer, Emirates Airline, ENEL, FC Barcelona, Gerdau, Grupo Elektra, Haier, IBM, Merck, Microsoft, Related Group, Royal Bank of Scotland, Samsung, Stefanini, TAG Heuer, Telefonica, WEF, and YPO (Young Presidents’ Organization). He has taught, written cases and/or done research in Argentina, Bolivia, Brazil, China, Colombia, England, France, Italy, Mexico, Scotland, Singapore, Spain, Switzerland, United Arab Emirates and the United States.

Professor Monteiro obtained his Ph.D. in Strategic and International Management at the London Business School. He also has a LL.B. (JD equivalent) degree, cum laude, from the Federal University of Rio de Janeiro, a M.Sc. in Business Administration from COPPEAD/UFRJ, Brazil and a MRes in Business Studies from London Business School.

His Linkedin page.

Case studies

INSEAD

This case describes the macro and micro economic reforms made across Brazil’s economy in the last three years to tackle the “custo Brasil” (Brazil cost) that stems from excessive bureaucracy, regulation, corruption, complex tax system and poor infrastructure that have inhibited business for decades and accounts for 22% of GDP. The case discusses whether these reforms have put Brazil on a path to becoming more business friendly and more internationally competitive.

The case describes how FC Barcelona’s Innovation Hub (BIH) helped the club generate revenues through digital means when Covid 19 struck, causing football stadiums and their merchandise outlets to close for months, with damaging financial consequences. Launched in 2017, the BIH allowed pitch performance to be combined with long-term strategic initiatives. By March 2020 (when Covid hit) it had created an end-to-end ecosystem that engaged with external partners through open innovation. Having tried to negotiate lower salaries with players but failed, the club was forced to find other solutions to fund its activities – through the BIH. In May 2022, FC Barcelona was voted the most innovative football team worldwide by the Sports Innovation Lab. That same year, the club announced a partnership with Spotify, the popular audio subscription streaming service, renaming its stadium Spotify Camp Nou – a first in bringing music and football together, giving players and artists a global stage and opportunities to connect with fans worldwide.

The case describes the Brazilian company, VTEX’s journey from its founding in 2000 as a textile software company to its unicorn status in 2021 and listing on NYSE. It traces the company’s transformation to a global player in digital commerce as a provider of a software-as-a-service (SaaS) digital commerce platform for enterprise brands and retailers selling direct-to-consumer (D2C). Its platform is the operating system for the e-commerce ecosystem, that enables its customers to execute their commerce strategy by catering to complex networks of consumers, business partners, suppliers and fulfilment providers at different stages of the purchase journey across a variety of sales channels. The Brazilian company has built a strong, well-established and unique ecosystem, over its 20-year operating history which made it tricky for new players to enter Latin America. By 2021, the company’s clients included major brands such as Sony, Walmart, Whirlpool, Coca-Cola, Stanley Black & Decker, AB InBev, Motorola, Carrefour and Nestlé, with 2,500 active online stores, the company was present in 32 countries.

In 2019, David Behrends, head of Trading and Managing Partner at Sucafina, founded and launched Farmer Connect, a blockchain-based end-to-end transparent solution for the coffee trading industry. Following its successful launch, the tool needs to scale, which means bringing the whole coffee ‘ecosystem’ on board, analyzing the future structure of Farmer Connect in relation to Sucafina, resolving issues of fundraising and partnerships, as well as incorporating key learnings from a 2020 pilot in Brazil. The case follows the intrapreneurial journey of David, Farmer Connect and Sucafina. It puts managers in the driving seat, asking them to reflect on what it means to create value through innovation, and to disrupt an industry using technology to create positive social impact.

This is a follow-up to case A, which describes Operation “Lava Jato” (Car Wash) in Brazil, one of biggest anti-corruption investigations in the world. It laid bare the shady relationships between government contractors, political campaign agencies and high-profile politicians in what were known as ‘pay-for-play’ schemes – bribes and campaign contributions paid by major corporations to officials and political parties in exchange for lucrative government contracts that were over-invoiced to ‘cover the costs’. Case B describes the latest developments until the end of 2020, including how former Judge Sergio Moro joined, then resigned from President Bolsonaro’s government, corruption scandals related to Covid-19, and discusses the changes that Operation Car Wash brought to companies in Brazil, namely Petrobras and Odebrecht.

The case describes the creation and evolution of Brazil’s first low-cost airline – GOL. From the outset GOL was driven by innovation and within a few years of operating had become the country’s leading airline. Although initially a low-cost carrier, over the years it became increasingly customer-centric, striving to improve the customer experience by removing the pain points of air travel. As competition from new low-cost entrants intensified, could GOL maintain its lead in the domestic market? Was it destined to become the Uber of the airways, in a segment between low-cost and full-service offerings, relying on innovation to keep costs down? The case discusses GOL’s options for growth, specifically its potential for international expansion.

The case study traces the development of FC Barcelona’s Innovation Hub (BIH) and its plans to go global. It describes how factors on and off the pitch led to the launch and how the BIH is preparing the club for the future at the centre of an ecosystem that includes prestigious brands, universities, start-ups, and athletes worldwide, all linked by a culture of excellence. The case considers FC Barcelona’s competitive environment and its approach to digital disruption (of broadcasting, player performance, fan engagement), the professionalization of football, and the “ambidexterity” of club strategy.

With the globalization of wine, the wine industry in Portugal has experienced a major shift from a local to a global focus over the last 30 years. Quinta do Vallado, one of the major players in that process, has seen exports double (to account for 40% of revenues) and a 10-fold increase in foreign markets (from 5 in 2000 to 48 in 2020). The case sets out the different choices facing the estate in 2020 as it looks to achieve further growth while staying loyal to the vineyard’s heritage in a volatile world

The case describes how the Italian multinational Enel Group, one of the largest power utilities companies in the world, embraced the transformation of the energy sector, combining open innovation with sustainability – or what the company calls “Innovability”). CEO Francesco Starace believes that technology and business model innovation are the key to reducing CO2 emissions and creating a more sustainable future by boosting renewable energy production. From 2014, he makes innovation and sustainability his strategic pillars, embracing the notion of ‘open innovation’ – harvesting ideas externally (rather than just in-house) from an ecosystem of start-ups, SMEs, universities, researchers, suppliers, other corporations, and employees

Case A focuses on the history of Embraer, which has grown to become one of Brazil’s most successful enterprises and the world’s number four global aviation company. After tripling in size from 2000 to 2007, its business succumbed to the global financial crisis. Embraer launched an internal programme for business excellence, resulting in the development of executive jets. Following the success of the ER jet, it continues to diversify its offerings and expand globally. In October 2017, rivals Airbus and Bombardier Inc. announced a partnership for the C Series programme – single-aisle aircraft ranging from 100 to 150 seats. This hailed a new chapter in the industry, which will be marked by competition from other emerging markets, notably China.

The case describes Operation “Lava Jato” (Car Wash) in Brazil, one of largest anti-corruption investigations in the world. Operation Car Wash brought to light the shady relationships between government contractors, political campaign agencies and high-profile politicians in what were known as ‘pay-for-play’ schemes – bribes and campaign contributions paid by major corporations to government officials and political parties in exchange for lucrative government contracts which were over-invoiced to ‘cover the costs’. By March 2018, 123 defendants had been convicted (their cumulative prison sentences amounting to 1,861 years), many from the highest echelons of government and business.

Jean-Marc Frangos, Managing Director of Products & Services Research and Open Innovation at BT Group is looking to optimize the London-based telcom company’s external innovation process – scouting for new technologies from Silicon Valley, Israel and Asia. Having taken on responsibility for some of BT’s internal research labs in 2017, he needs to boost synergies between internal research and external innovation, and to evaluate how these will play out in the future for telecom companies and the implications for BT.

The case discusses the globalization of fashion and the trajectory of Fashion Forward Dubai. Since its inception in 2013, FFWD had striven to offer an alternative to traditional fashion weeks by showcasing collections of local designers to fashion buyers, journalists and customers on the catwalk and on internet. Over 15,000 attendees came to the show and more than 100,000 followed it online. In 2018, FFWD’s co-founder, Ramzi Nakad, has to decide whether to continue the B2B+B2C event showcasing emerging brands in Dubai Design District, or create a digital fashion platform to sell direct-to-customers and give brands instant international exposure and access to e-commerce without the high costs of runway shows. The case asks to what extent the global fashion industry is ripe for digital disruption.

The case presents the “leapfrogging” opportunities for Latin America brought by the digital revolution and innovation. It examines the region’s economic and commercial achievements made possible by the huge penetration of mobile vs fixed broadband. In addition, digital transformation is helping to address social issues such as financial exclusion, unemployment and healthcare. Also, by improving transparency in the system, digital has the potential to reduce corruption, one of the biggest obstacles to doing business in Latin America.

Thirty years after being founded by CEO Marco Stefanini, Stefanini is one of the largest providers of ICT services in Latin America. Unlike most Brazilian (and Latin American) companies, Stefanini has focused on international markets for many years. As a truly global company with presence in 41 countries it is one of the most globalized companies in Brazil, with 21, 200 employees and over US$800 million in revenues. In 2017, Stefanini is helping many companies with their digital transformation/journey, while at the same time being transformed itself as traditional sources of revenue diminish/disappear. Hence digital is both a great opportunity (in terms of new business) but also a challenge. How Stefanini will transform itself? What avenues to growth exist, and what alternatives in terms of new business models, new geographies, acquisitions?

This is a condensed version of the cases EBX Group (A): Eike Batista and the X-Factor/EBX Group (B): Autopsy of a failure. It describes the boom and bust of the EBX Group and its founder, Eike Batista. The first part traces the history of the Brazilian conglomerate from its origins as a small gold-mining operation in the early 1980s to 2012 when it has become a diversified national and global player in multiple industries. It examines Batista’s personal drive, motivations and choices, and how these influenced the strategy deployed by the company. Known for his huge ‘risk appetite’, Batista had an extraordinary ability to exploit gaps in the market when starting new businesses. The second part of the case recounts the “historic” downfall of the ‘X Empire’ which was of a magnitude and speed never seen before in the history. Batista’s personal net worth of US$30 billion – making him the seventh wealthiest person in the world and the richest in Brazil – had plummeted to US$200 million as debts piled up and the stock price went into freefall. In January 2014, Bloomberg reported that Batista had “a negative net worth”.

The Swiss company TAG Heuer, maker of luxury watches, is part of the LVMH group (Moet Hennessy Louis Vuitton). In 2015, CEO Jean-Claude Biver is deciding whether to launch its first-ever fully connected Swiss watch, manufactured in partnership with Google and Intel. Entering this new market presents an unprecedented challenge: making a watch based on a technology (microprocessors) that the Swiss have not mastered. Is TAG Heuer ready to compete in the digital space - and potentially without the traditional 'Swiss Made' label?

Case B takes up the story following the successful launch of the TAG Heuer connected watch. Sales are beyond all expectations for the luxury Swiss watchmaker and its partners Intel and Google. There are a few surprises too – the consumers are older than they expected and the watches sell out far quicker than anticipated – hence the company runs into some supply chain issues.

Case A explores the career trajectory of Eike Batista, CEO and founder of EBX, a Brazilian conglomerate focused on mining, oil & gas, shipping and other industries, who is already looking to expand into new markets while his existing businesses are only just moving into an operational phase. His success comes from his strength in exploiting the institutional void in Brazil to uncover new market opportunities; operationalizing these new businesses is quite another challenge.

. Case B charts the extraordinary debacle of EBX Group and Eike Batista, who loses US$30 billion in one year.

Banco do Brasil, a leading Brazilian bank and one of its most established institutions, has a number of growth options. After a long but timid internationalization trajectory, it foresees various foreign expansion opportunities based on Brazil's accelerating economy and international visibility. These economic and social improvements also open up tempting domestic opportunities.

 

The case presents a situation in which Merck's World Wide Licensing (WWL) division needs to make important organizational decisions to increase the speed, the breadth and the efficiency of its global licensing and partnering activities. Pedagogical Objectives: Understand why and how firms are becoming more open to external knowledge, and the structural and behavioral challenges in organizing a global licensing/partnering function within a large multinational corporation.

 

London Business School

The case explores the open innovation strategy of the UK-based BT Group, one of the largest telecommunication services providers in the world. A combination of market deregulation and the convergence of formerly distinct industries presented BT with an intensity of competition that many considered unprecedented in the industry. Most BT executives believed that in order to succeed in such a competitive market, BT needed to increasingly introduce new products and services and that those innovations would not come out of BT's own labs alone. Therefore, BT's ability to source and commercialise external innovation was paramount to its survival. In this context, BT decided to establish a number of technology scouting units around the world to spot emerging business models and technologies and flag them to the lines of business in the UK. The case describes the challenges and benefits of this technology scouting process To further accelerate the process of bringing external innovation inside, BT must now decide whether to establish scouting units in other parts of the world, to increase the number of staff in the existing scouting units or to have more people in the UK trying to sell internally the ideas spotted by the scouting units. Thz case can be found on the

  • Monteiro, L.F. Ghoshal, S.; Gratton, L. 2005. Royal Bank of Scotland. London Business School case CS-06-011.
  • Monteiro, L.F; Sull, D.; Ghoshal, S. 2005. Emirates Airlines, London Business School case CS-0513, ecch case 305149-1.

The case is set in July 2004 as the top executives of Emirates Airline – one of the most profitable and fastest growing airlines in the world – consider the challenges the company will face in achieving its ambitious growth objectives. Less than two decades after its foundation, Emirates had just places the biggest order in civil aviation history. Emirates’ order for 45 of the Airbus 555 passenger A380 aircraft is larger then the combined orders placed by the next three largest buyers. The case explores the reasons for Emirates success to date and describes in detail the actions the airline’s top management team took to emerge as a global leader in the airline industry. It provides an opportunity to discuss the challenges facing the airline in scaling the organisation for future growth and how firms can build and sustain a competitive advantage in a volatile industry.

Harvard Business School

Enables a thorough analysis of Submarino.com, a B2C e-commerce company with a presence in Brazil, Argentina, Mexico, Spain, and Portugal. Examines the company's global operations as well as its organizational design and operating and management capabilities. Considers the company's challenge of determining its strategic and financial priorities as it launches a rapid growth plan with limited resources in 2001.

  • Arnold, D.; Herrero, G.; Monteiro, L.F. . 2001. Elektra. Harvard Business School Publishing, Case 9-502-039 (also published in Spanish, Harvard Business School Publishing Case, 9-503-S39). - Also published by HBSP in Spanish

Grupo Elektra is Latin America's largest consumer finance company based on credit sales in its hard goods retail outlets. It has started to internationalize in Latin America but now must to decide whether to enter the U.S. Hispanic market and which of its two core businesses (retail and finance) to emphasize.

  • Bower, J.L.; Monteiro, L.F.; Hout, S. 2001. Gerdau. Harvard Business School Publishing, Case 9-302-016 - Also published by HBSP in Chinese

Gerdau Group is a family-controlled Brazilian manufacturer and distributor of long steel products. Describes the evolution of the company's strategy, organization, and smart management, making it the No. 2 steel producer in Brazil. The company must decide whether to buy AmeriSteel, the No. 2 long steel producer in the United States. Considers the strategic, organizational, financial, and human issues posed by the potential acquisition.

  • Applegate, L.; Monteiro, L.F.; Collura, M. 2001. Note on E-Commerce in Latin America. Harvard Business School Publishing, Note 9-801-388.

Examines the vast potential offered by e-commerce in Latin America. Addresses both B2B and B2C e-commerce, as well as the specific economic, cultural, and technological barriers for doing business online in the region.

Embraer is the story of a company from a developing country, Brazil, that has become the leader in a high-tech field, regional passenger jets. Embraer's first family of regional jets has been highly successful and, at the time of the case, it is embarking on a major commitment to a second, larger family. At the same time, though, it is embroiled in a bitter dispute at the World Trade Organization about Brazilian export financing. In addition, it faces issues related to its capital structure and corporate strategy.

INSEAD Knowledge videos

  • November 2022:

      - The world's most talent competitive countries, 2022

  • March 2020: Brazilian Deputy Minister for Foreign Trade & International Affairs Marcos Troyjo sat down with INSEAD Professor Felipe Monteiro to discuss the characteristics that define different eras of globalisation. INSEAD Knowledge: Marcos Troyjo on globalisation
  • Jan 2020: This year's Global Innovation Index (GII) focuses on “Who Will Finance Innovation?” - a growing concern since long-term investments may be sacrificed to more immediate economic and social demands during the pandemic. Bruno Lanvin, Executive Director of Global Indices at INSEAD, discusses how firms and countries will need to adapt their funding for much needed innovation.
    The GII is widely recognised as the premier tool worldwide for measuring innovation, which often establishes the competitive advantage of countries. The index benchmarks countries at the regional and income levels. The World’s Most Competitive Countries, 2020
  • Jan 2019 : The Global Talent Competitiveness Index takes a close look at entrepreneurial talent -- who has it and how to encourage it. Organisations, countries and cities need to capitalise on this resource for continued growth, say INSEAD's Felipe Monteiro and Bruno Lanvin. The World's Most Competitive Countries, 2019
  • June 2018: INSEAD Professor Felipe Monteiro spoke with Judge Sergio Moro, the Brazilian judge at the centre of Operation Car Wash, about his approach to leadership and confronting systemic corruption. Leadership Lessons from Judge Sergio Moro

 

Podcasts

  • October 2020: Bringing Innovation Inside
     
  • May 2020 : Post-Covid recovery will hinge on how well countries leverage talent. This lends new relevance to international business school INSEAD’s 2020 global ranking of that capacity. Released in January, the school’s seventh annual Global Talent Competitiveness Index (GTCI) weighs countries’—and major cities’—ability to attract, foster, and maintain talent. The 2020 GTCI focus on AI is also apt, given predictions that the coronavirus will speed trends like automation. Co-author Felipe Monteiro interpreted. Handicapping the global competition for talent

  • Oct 2017: How TAG Heuer Pivoted to Digital

Current Teaching

  • MBA Program

- 2012-present: Global Strategy -> Latest Syllabus (May 2021)

This course focuses on understanding strategic issues that managers face in the cross-border setting, and on applying tools and frameworks that address these. The term “global strategy” refers to a multinational company (MNC) appropriately managing its geographic scope and cross-country linkages so as to leverage existing competitive advantages and/or create new advantages. In other words, global strategy is fundamentally about how well a company creates value across borders rather than only increasing its geographic footprint. Detailed case studies are used in the course to illustrate that the internationalization of the firm is a sequential decision-making process operating at the country, industry, corporate, business, and subsidiary levels of analysis.

The course is comprised of four parts:

The first part of the course, Globalization Pressures in a (Semi-) Globalized World examine the world's current state of globalisation and discuss how to assess industry pressures to globalize.

The second part, Creating Value and Overcoming Differences across Borders, discuss strategic decisions in expanding into familiar (and sometimes more advanced countries).

In the third part, Competing in and from Emerging Markets, we will examine how to compete in and from emerging markets

Finally the fourth part, Creating Competitive Advantage through Global Innovation, will consider how to create competitive advantage through cross-border(open) innovation

 

- Introduction to General Management -> Latest Syllabus (January. 2021)

 

  • PhD Program

Readings and Research on Multinational Enterprises -> Latest Syllabus (June 2016)

  • Executive MBA

Digital Transformation in Latin America: A leapfrogging opportunity? (October 2018)

Managing in and From Emerging Markets, co-designed and co-taught with Joe Santos (September 2013 in Brazil)

  • Executive Education

Program Director, Stefanini Senior Leadership Programme on Digital Transformation, Brazil and France (February-March 2018)

Program Director, Programa Gestao Avancada (PGA), top management leadership program in partnership with Fundacao Dom Cabral (FDC), Brazil

Program Director and lecturer on “Global Strategy and Emerging Markets’ Multinationals”,Strategic Management for Business Leaders Program for CNI /IEL (Brazil’s National Confederation of Industry), August 2013/2014

 

Teaching Awards

- Nominated, Best Teacher Award (best elective), INSEAD, 2020

- Deans’ Commendation for Excellence in MBA Teaching, INSEAD

  • Academic Year 2013/2014
  • Academic Year 2014/2015
  • Academic Year 2015/2016
  • Academic Year 2016/2017
  • Academic Year 2018/2019
  • Academic Year 2019/2020
  • Academic Year 2020/2021
  • Academic Year 2021/2022

- “Goes Above and Beyond the Call of Duty” Teaching Award, The Wharton School, MBA Program

  • Wharton MBA Class 2010
  • Wharton MBA Class 2011
  • Wharton MBA Class 2012
  • Wharton MBA Class 2013

- Wharton Undergraduate Excellence in Teaching Award, 2011, The Wharton School, Undergraduate Division

- “Departmental Teaching Award”, Interdisciplinary Institute of Management, London School of Economics and Political Science (LSE), 2006

- Seven teaching awards, Executive MBA Program, Ibmec Business School, Rio de Janeiro, 1998/2002

Academic Honors and Awards

- Winner, Ethics and Social Responsibility case award (Link)
The Case Centre, March 2021

- Finalist, Temple/AIB Best Paper Award
Academy of International Business, 2020

-Winner, Best MENA Business Case

EFMD, May 2019

-Nominated, Best Paper Prize

Strategic Management Society Paris Conference, September 2018

-Winner, Latin America Business Case (Link)
EFMD, May 2018

- Winner, Best Paper Award

Strategic Management Society Sao Paulo Conference, March 2018 (Link)

-Winner, Outstanding Case Writer, TAG Heuer Connected Watch case (Link)
The Case Centre, March 2018

-Finalist, “That’s interesting” Award (for a paper which crosses boundaries, challenges taken-for-granted assumptions in the field, denies old “truths”, attracts the reader’s attention and makes an original argument). Academy of International Business, 2016

-Winner, Best Paper Prize
Strategic Management Society Singapore Conference, 2012

-Finalist, Best Conference Paper for Practical Implications
Strategic Management Society, 2010

-Winner, Best Conference PhD Paper Prize (co-authored with a PhD student)
Strategic Management Society, 2010

-Finalist, Richard Farmer Best Dissertation in International Business Award
Academy of International Business, 2009

-Finalist, Wiley Blackwell Outstanding Dissertation in Business Policy and Strategy Award
Academy of Management, Business Policy and Strategy Division, 2009

-Finalist, Barry Richman Best Dissertation in International Business Award
Academy of Management, International Management Division, 2009

-Finalist, Temple/AIB Best Paper Award
Academy of International Business, 2007 (for best paper across all divisions)

-Winner, Best Paper Award
Academy of Management (International Management Division), 2004

 

In May 2018, Felipe Monteiro become the Academic Director of INSEAD’s Global Talent Competitiveness Index.

In the news

International Press

  • 2022

- Harvard Business Review Analytics, Driving Adoption of Emerging Technologies in Latin America

- Stanford Freeman Spogli Institute for International Studies, Demographic Headwinds

- BusinessWorld Online, Philippines falls 10 spots in global talent competitiveness index

- Cointelegraph (In Spanish), El 90% de las empresas en América Latina invertirán en tecnologías modernas, según estudio de Harvard Business Review

- Borneo Bulletin Online, Sultanate scores high in voctech skills

- The National, UAE ranks among top 25 countries for global talent

- Exame (In Portuguese), Dom Cabral e Insead discutem desafios e oportunidades da floresta amazônica

- Istoé Dinheiro (In Portuguese), Estudo mostra que investimento no Brasil dependerá (ainda mais) de avanço das reformas

- Cointelegraph (In Spanish), Las tecnologías blockchain y de inteligencia artificial podrían utilizarse para proteger datos personales y aumentar la ciberseguridad

- Valor Econõmico (In Portuguese), na organizacao do trabalho, a regra agora é não ter todas as respostas

  • 2021

- Globo.com (in Portuguese), Brasil é o 75º em ranking de competitividade de talentos profissionais

- Le Figaro (in French), La France peine à attirer les talents pas à les conserver

- Valor Globo (in Portuguese), Brasil fica atras na corrida por talentos

- Straitstimes, Singapore is no 2 in the world for attracting and developing talent

- La STAMPA (In Italian), ENEL, Monteiro: "Innovability e Global Open Innovation al centro della strategia dell'azienda"

- Teleborsa (In Italian), ENEL, Monteiro: "Innovability e Global Open Innovation al centro della strategia dell'azienda"

- La Repubblica (In Italian), ENEL, Monteiro: "Innovability e Global Open Innovation al centro della strategia dell'azienda"

- BBC, Finland’s radical plan to lure global talent

- Globo.com (in Portuguese) , O plano inovador da Finlândia para atrair profissionais estrangeiros

  • 2020

- Forbes India, The changing tides of the global economy

- GC Magazine, A red light for red tape?

- The Nikkei (In Korean), How can MNCs generate innovation?

- Exame. , Fuga de cérebros faz Brasil cair para 80° lugar em ranking global

- Forbes Brasil, Brasil precisa atrair estrangeiros para sanar atraso em IA

- Maeil Business Newspaper (In Korean), New York's No.1; Seoul's 22nd (in the GCTCI) - what can the city do?

- Maeil Business Newspaper (In Korean), Good in investment and education, but can't recruit global talent?

  • 2019

- IDG Connect.com, Latin America's IT disparity

- INSEAD News, Singapore tops Asia Pacific in talent competitiveness for the 6th straight year

- Istoe Dinheiro (in Portuguese), Em busca de um novo modelo mental

- O Globo (in Portuguese), Discurso de Bolsonaro em Davos deve ser 'curto e objetivo'

- South China Morning Post, Putting employees right at the centre of the business

- The Straits time, Singapore retains top spot in Asia Pacific index for talent competitiveness

- Frankfurter Allgemeine Zeitung (in German), In diesen Städten geht es Start-ups am besten

- Bilan.ch, La Suisse au top pour attirer les talents, à la peine sur l’inclusion des femmes et des immigrés

- Le Figaro.fr, La France ne séduit pas suffisamment les talents

- the National.ae, UAE in top 20 countries for global talent, report says

- Exitosa Noticias (in Spanish), Perú cayó 5 posiciones en índice de competitividad

- RFI (In Portuguese), Brasil é país que mais cai em relatório sobre competitividade divulgado em Davos

- Human Ressources Online.net , Nurturing entrepreneurship talent to drive greater competitiveness

- Business Today (Malaysia): Cultivating World-Class talents to generate continuous value

  • 2018

- China.org.cn Zhang Ruimin Zhang Ruimin's speech inspires learning of Chinese management model in Europe

- Latinvex, Latin America Digital Crossroads: Huge Opportunities

- The FCPA Blog, Leadership lessons from the center of Operation Car Wash

- Veja (in Portuguese), Lava-Jato vai parar na Europa

- The Wharton School, Business Radio, Latin America’s Tech Unicorns Signal a Digital Transformation Ahead

  • 2017

- Valor.com (in Portuguese) Manter a diversidade é garantir a inovaçao

​-SINDOnews.com (in Indonesian), TAG Heuer, Menggabungkan Elemen Tradisi dan Masa Depan

-Exame (in Portuguese), Temporada de caça às gigantes começa para investidor ativista

-Exame (in Portuguese), Investidor americano perde batalha para mudar a P&G

-The National, Luxury leanings: 5 lessons we learnt at the Arab Luxury World conference

  • 2016

-Latinvex, Latin America: The Commodity Challenge

-Fortune, Dilma Rousseff's Impeachment Should Not Be the End Goal

-Milenio (in Spanish), Empresas mexicanas bailan al ritmo de samba

  • 2015

-Bloomberg, How Brazil's Banking Golden Boy, Arrested in Rio, Built an Empire

-Exame (in Portuguese), Como o bilionário André Esteves construiu seu império

-Urgente24, Brasil: todo era optimismo hace 5 años, hoy podría hundir a toda América latina

  • 2014

-Exame (in Portuguese), Brasileiros ganham espaço nas escolas de negócio do mundo

-Exame (in Portuguese), 2 erros de gestão que Dilma não pode cometer no 2º mandato

  • 2013

-AméricaEconomia (in Spanish), Conozca la apuesta de Braskem en América del Norte

-Exame (in Portuguese), Estamos na era do executivo infiel

-Exame (in Portuguese), Empresas se juntam na hora de inovar, inclusive com clientes

INSEAD Knowledge

2022

- Our Best of 2022: Making Sense of an Uncertain World

- The World’s Most Talent Competitive Countries, 2022

-  ESG in the Air

2021

- Managing Change in Tumultuous Times

- The world's most talent competitive countries

- The importance of incorporating innovation in a firm

- Why do innovation outposts fail

- Can State and Shareholder Capitalism Combine?

2020

- How Social Impact Start-ups Are Solving Brazil’s Covid-19 Challenges

- How the SDGs Can Power Innovation

- The Changing Tides of the Global Economy

- The World’s Most Talent Competitive Countries, 2020

2019

- Leaving a Lasting Leadership Legacy

- The World’s Most Talent Competitive Cities

- Global Open Innovation in the Silicon Valley of Sport

- Leadership Lessons from an Olympic Judo Champion

- The Multinational Fuelled by Thousands of Entrepreneurs

- The World’s Most Talent Competitive Countries, 2019

2018

- Don't Discount the Competitiveness of State-Owned Multinationals

- Three Conditions for a Succesful Life

- How Brazil Is Cleaning Up

- Leapfrog Into an Innovative Future

2017

- How Attention From Top Managers Impacts Innovation

- How the Digital Revolution Is Transforming the IT Hierarchy

- The Consummate Opportunities of Cross-Cluster Collaboration

2016

-Brazil's X Factor

2015

-Generate More Value From Your External Knowledge Sourcing

2014

-Emerging Markets: The Future is Now

-Keeping Secrets Holds Back Innovation

-No Strings Attached: Creating the Optimum Environment for Innovation

2013

-Is Anybody Listening?

-Why FIFA Should Be Learning From Brazil

[email protected]

2018

- What Will Bolsonaro’s Election Mean for Brazil?
- Latin America’s Digital Crossroads: Why the Opportunities Are Huge
- Latin America in 2018: Why Commodities Are Still King

2017

-How TAG Heuer Pivoted to Digital
-¿Recuperará América Latina la prosperidad en 2017?
-Will Latin America Regain Prosperity in 2017?

2016

-Can Latin America Free Itself from Dependence on Commodities?
-What Will It Take to Get Brazil Back on Track?

2015

-El escándalo de Petrobras: ¿Brasil se hundirá más o emergerá más fuerte? (in Spanish)
-Recetas para que Brasil recupere la confianza de los mercados (in Spanish)
-Why Latin America Is Feeling the Brunt of China's Slowdown
-Can Brazil Turn Its Economy Around?
-The Petrobras Scandal: Will Brazil Sink Deeper — or Emerge Stronger?
-Latin America in 2015: Manufacturing Aces, Commodity Bases and Basket Cases

2014

-Pasado, presente y futuro de Dilma Rousseff al frente de un Brasil dividido (in Spanish)
-Los desafíos del fin del mito de la democracia racial en Brasil (in Spanish)
-Will Rousseff’s Reelection Move Brazil Forward?
-Why Soccer Defies the Odds — Even for Oddsmakers
-Post-Chavez, Venezuela Enters a Downward Spiral

2013

-Latin America: The Next Growth Market for Low-cost Air Carriers
-Brazil’s Braskem Makes a Giant Bet on North America
-Will Resource Nationalism Spoil Brazil’s Big Oil Future?
-NAFTA’s ‘Uninvited Guest’: Why China’s Path to U.S. manufacturing Runs Through Mexico
-Brazilian Infrastructure: An End to the Log Jam? 01/23/2013

2012

-Room to Grow: U.S. Hotel Chains Set Their Sights on Latin America 10/31/2012
-The Countdown for Closing the Infrastructure Gap in Brazil 09/19/2012
-Brazil's Growing Labor Pains 07/11/2012
-Why Eurozone Woes are Creating Headwinds for Global Firms - 04/25/2012
-Research Roundup: The 'Flip Side' of Open Innovation, Productivity Losses from Bad Weather and Assessing the Risks of Outsourcing - 02/01/2012
-One, Two, Three Free Trade Agreements: Finally, a New Era for Global Trade? - 01/27/2012

2011

-The Ties That Bind: A New Twist in Brazil-Argentina Trade Tactics? - 06/29/2011
-Brazil's Brain Strain: Will a Skills Shortage Dampen Growth? - 04/06/2011
-In the 'C Suite': Cosan's Sugar High in Brazil - 03/16/2011
-Brazil Sets Up New Roadblocks for Agricultural Investments - Especially from China - 03/09/2011
-Drug Wars: Pharma Firms Battle over Brazil's Generics - 02/23/2011
-The Global Economy in 2011: A Rocky Ride or Smoother Sailing Ahead? - 01/05/2011

2010

-Chile’s LAN and Brazil’s TAM: An Unprecedented Merger to Transform South American Aviation-09/22/2010
-Brazil's Gold: How Rio Won Its Olympic Bid - 03/03/2010
-Domestic Dynamics: Why Latin America's 'New Resilience' Will Keep Growth in Reach - 01/06/2010
-European Conundrum: Increasing Regulation without Stifling Growth - 01/06/2010
- Popularity Contests: Why a Company Embraces One Innovative Idea but Shuns Another - 11/24/2009
-Lessons from Brazil: Why Is It Bouncing Back While Other Markets Stumble? - 11/11/2009
-The Brazilian Election and Lula’s Legacy - 10/06/2010
-Are Brazil’s Banks Gearing Up for a Foreign Shopping Spree? - 10/14/2010
-Grupo Elektra: Will Selling in Brazil Prove to Be the Retailer’s Next 'Growth Moment'? 04/07/2010

Contact

Felipe Monteiro
Senior Affiliate Professor of Strategy at INSEAD

Office: EW1.36
Boulevard de Constance
77305 Fontainebleau Cedex
France

Tel: +33 1 60 72 48 87
Email: [email protected]
Linkedin: http://www.linkedin.com/in/felipemonteiro

Assistant: Elodie Poulain
Tel: +33 (0)1 60 72 48 15
Email: [email protected]

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