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Desfile Sandra Weil

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Immagine

Dopo la prestazione non di certo esaltante in Champions League Vs l’Anderlecht (un pareggio d’oro visto come siamo messi…), prendiamo spunto da un’intervista rilasciata all’Equipe (giornale sportivo francese) dall’Amministratore Delegato Adriano Galliani circa la nuova epoca a tinte rossonere.

Prima, peró, cerchiamo di capire le ragioni per le quali il “club piú titolato al mondo” sia stato cosí ridimensionato e, pertanto, indebolito nella rosa, nei risultati e nelle prestazioni.

Trovandoci nell’era del “Fair play finanziario“, l’obiettivo principale della Presidenza (Silvio in primis) e, di conseguenza, della Dirigenza (Galliani, Braida & Co.) é stata la ricerca del contenimento dei costi dettati dalla riduzione del monte ingaggi per la rosa 2012-13. Indi per cui, sono state vendute le stelle o i Top Player della squadra, nonché si ha deciso di non rinnovare il contratto a gloriosi giocatori, che hanno fatto la storia recente e meno recente del calcio italiano ed internazionale nel nome di un rinnovamento: l’anno zero del Milan.

Tale rinnovamento, forse, implicava decisioni non cosí drastiche come avvenute durante l’estate di quest’anno, perché, cosí facendo, si sono persi oltre che grandi giocatori, delle grandi persone e figure, che tramandavano i valori ed i principi di uno degli spogliatoi piú vincenti della storia nel calcio.

Per di piú, vi é stata la mancanza di un vero progetto (c’é un progetto?) in tal senso, si é pensato piú a vendere e non a sostituire con degni giocatori capaci di “resistere” alla Scala del Calcio. I calciatori arrivati durante il calcio-mercato, sono per la maggior parte, dei calciatori di buone speranze, ma senza la dovuta esperienza e carisma per indossare una maglia gloriosa come rappresenta quella del Milan in Italia, in Europa e nel Mondo.

Sono rimasto stupito e perplesso nel vedere nelle maglie dei nuovi players alcuni dei numeri di giocatori che hanno reso grande questo club in giro per il mondo. Mi riferisco, ad esempio, al numero 10 nelle spalle di K. Prince, che di principesco quest’anno ha ben poco, dopo essere stato nelle maglie di Rivera, Gullit, Boban, Rui Costa, Seedorf solo per citarne alcuni… Oppure, vedere la maglia numero 21 di un certo “Signore del Centrocampo” conosciuto dai piú come Andrea Pirlo ed ora indossato da un Kevin Constant, che di “Costante” ha solo le prestazioni impalpabili che lascia nel prato di San Siro. E cosa dire di un certo Antonio Nocerino con il numero 8 di un ex-condottiero come Gennaro Gattuso? Io spero che il “Noce” possa ripercorrere anche solo la metá di quanto fatto da Ringhio, ma non vedo in lui il carisma e la personalitá del nostro Gennaro, ahimé per noi…. Invece, il numero 13 del nostro Sandro Nesta ora nelle mani di Francesco Acerbi? Discreto giocatore, sí, in prospettiva, ma non credo che possa mai raggiungere la classe e l’eleganza del difensore romano, spero sinceramente di sbagliarmi nel lungo periodo….

Non vorrei additare le colpe solo ad una persona o ad un gruppo di persone, tuttavia in questo concorso di colpe, c’é anche spazio per l’allenatore, se cosí si puó chiamare Mr. Allegri. Il tecnico toscano non ha mai mostrato un briciolo di gioco da quando gli sono state date le chiavi della panchina, salvato sopratutto dalle magie dei giocatori che possedeva nelle passate stagioni. Ora, é arrivato il momento che dimostri veramente di che pasta é fatto, se vuole continuare ad essere l’allenatore del Diavolo rossonero. Posso giustificarlo, in parte, dal fatto che gli é stata tolta mezza squadra, sostituita con dei giocatori non all’altezza delle previsioni, ma caro Max non sei esente da colpe anzi…

Il tuo credo calcistico si basa su giocatori tutto polmoni e fisicitá, per non dire taglialegna, invece di giocatori che creano gioco e deliziano gli occhi degli stessi tifosi. Si puó perdere, chiaro, ma almeno giocando a calcio Max! Che rabbia vedere un Milan senza un minimo di gioco, fatto solo d’improvvisazioni, che con tutto il rispetto non sono nemmeno dettate da geni del calcio.

Dunque, mio caro Allegri c’é poco da stare Allegri…

… nella tua prima uscita in Champions League hai mostrato ció che sei; un allenatore senza i dovuti attributi, che ha cercato di difendersi e non prenderle, invece di offendere e fare il gioco. Purtroppo per te, non siamo il Cagliari o il Sassuolo, ma siamo il Milan, siamo stati abituati molto bene in questi anni, abbiamo visto giocatori che davano del “tu” al pallone e non dei giocatori che rincorrono il pallone senza sapere cosa farne.

Queste righe esprimono un disagio per ció che stá avvenendo alla mia squadra e spero un giorno (non molto lontano…) di vedere sulla panchina uno di quei giocatori che ci ha fatto gioire innumerevoli volte grazie ai suoi goals e che, secondo me, incarna lo “spirito Milan”: PIPPO INZAGHI. Non dico che con Filippo “Alta tensione” Inzaghi si vinca tutto a mani basse, perché la rosa é quella che é, comunque sono convinto che con lui in panchina non avremmo fatto 0 goals in 3 partite casalinghe ed avremmo visto un pó piú di gioco corale ed una voglia di giocare al Calcio, quella che il tifoso del Milan é stato abituato a vedere e che spera ritorni a vedere nel manto di San Siro e non solo….

Es curioso pero gran parte de los aspirantes que buscan un nuevo empleo desconocen cuáles son esos errores que tienen ese peso importante y fundamental a la hora de ser evaluado por el reclutador y que, sin duda alguna, hacen la diferencia entre la tan esperada segunda llamada y un teléfono silencioso… 

Al finalizar la entrevista es común que el reclutador nos agradezca el interés al haber asistido, cerrando con la siguiente pregunta: ¿Tienes alguna duda?; se sorpenderían al saber que casi el 90% de los candidatos terminan diciendo: “No, ninguna”. Lejos de preguntas aceca del salario, el lugar de trabajo, jefes inmediatos, la pregunta más importante que debes responder (y hacer) es esta última! Las personas que no preguntan nada o no tienen comentarios posteriores a la entrevista, generan una desconfianza que puede costarles sus esfuerzos para impresionar al reclutador.

El primer paso para comenzar a establecer adecuadamente nuestras interrogantes es hacer una investigación a fondo sobre la empresa a la que vamos a asistir. Averigua tanto como puedas acerca del puesto, las metas, principios e ideales de la organización, lo que te permitirá abordar, por ejemplo, preguntas sobre la tendencia o algún movimiento que la compañía haya registrado últimamente. Mientras más orientadas y atinadas sean las interrogantes, mayor atención recibirás.

1.  Comienza con un ¿Por qué ________________?

Es importante que tengas presente que esta pregunta debe basarse meramente en la información empresarial pública. La interrogante debe ir completamente ligada a que demuestres tus conocimientos y destaques tu compromiso y capacidad para el puesto, naturalmente aqui hablamos de puestos de cierta relevancia jerárquica como supervisores, gerentes e incluso analistas.

2. ¿Cuáles son las competencias/retos específicos que este puesto requiere? 

Si no se ha especificado ya, esta pregunta les dará la clave sobre lo que se necesita de ti, es decir, será la respuesta a todo lo que requieren resolver una vez que entres. Al cuestionar lo anterior, podrás autocalificarte objetivamente sobre si cumples o no con los conocimientos (tecnológicos, técnicos, etc.) suficientes de acuerdo a las exigencias de la vacante, o por otro lado, te ayudarán a valorar si es el puesto que estabas buscando, o simplemente no logra cubrir con tus expectativas. 

3. ¿Llevan acabo algún sistema para evaluar el desempeño de los empleados?

Este cuestionamiento nos permitirá averiguar si se lleva un sistema del estilo, después los criterios que se utilizan así como los premios ofrecidos, ya sean bonos, compensaciones, algunas facilidades para continuar con tu desarrollo profesional, entre otras cosas. Intenta averiguar aspectos como: ¿qué papel jugará en tu evaluación el que seas proactivo promoviendo los valores empresariales? ¿La responsabilidad social entra como un punto importante en su filosofía empresarial?, etc. Todos estos indicadores serán clave para detecar qué tanto valor le dan al empleado. Hay compañías que cuentan con distintas áreas destinadas al “apoyo de los miembros de su organización”. Puede que ya entrados en la plática no tengas ni siquiera que preguntar por este tipo de programas, sino que saldrán del mismo reclutador.

4.  ¿Manejan planes de carrera para los empleados?

Al encontrarnos en cierto puesto, todos buscamos crecimiento y no quedarnos en un mismo nivel jerárquico por siempre. Esta pregunta te ayudará a detectar que tan alto puedes llegar dentro de esa compañía a mediano o largo plazo. El que una organización cuente con políticas de crecimiento profesional resulta mucho más importante de lo que crees. Las constantes capacitaciones, entrenamientos, etc., son motivantes que no sólo incrementan tus conocimientos, sino que demuestran que realmente están preocupados por ti como parte de su organización. 

5.  El puesto al que aspiro, ¿Es nuevo o ya existía? /¿Existe algún límite, estructuralmente hablando, para mi proyección laboral?

Hay muchas empresas que se manejan bajo regímenes muy cerrados, es decir, es muy complicado escalar posiciones. Sin importar lo mucho que trabajes o los grandes logros obtenidos, su estructura organizacional está establecida de manera que sólo los que llevan más de “30 años” adquieren puestos que realmente valen la pena el esfuerzo invertido. Al saber si la vacante es nueva o ya existente podremos percatarnos si es una empresa con “nuevas y constantes necesidades”, lo que puede referirse a un crecimiento exponencial.

Es importante que estés muy atento al lenguaje corporal del reclutador, el cual puede denotar qué tan interesado está o no en la plática y particularmente en la pregunta que le estás haciendo, algunas pueden resultar demasiado incómodas. Así como los agentes de recursos humanos se centran en la postura corporal de un candidato, tú también puedes deducir ciertas actitudes con base en esto, checa las 22 claves del lenguaje corporal en la entrevista.

Immagine

Emerging economies are redefining the global political scene, posing new challenges for the European Union foreign relations. 

The growing economic gravitation of Brazil, India, China and South Africa does not always translate into greater political influence or leadership on the global stage. There are mixed outcomes. Surely, changes in global governance institutions are related to such greater influence and the structural transformations of the global economy. Following the global financial crisis, emerging countries successfully prompted a reform agenda in the “IMF” that made the board more representative of their interests. Brazil moved from being a borrower to becoming a lender of the Fund. The remarkable activism of the South-South coalitions like BRICS and IBSA is also indicative of a new correlation of international political forces.

New proposals such as the creation of an IBSA bank, or a region-wide South American development bank shape the decisions regarding the future of the Bank. Indeed, its future depends on how these political relations are managed – whether the Bank will be renewed and become more representative or replaced by the alternative institutional solutions that are being proposed. Thus, even if emerging power configurations indicate different avenues to explore new possibilities for international leadership, it cannot be said that there is a radical shift in global power structures. Nor it can be said that nothing has really changed.

Regional leadership becomes a condition for greater political influence on the global stage. However, here again the recognition of a regional power does not equate leadership. One approach to determine if growing power results into regional leadership is to find out whether such countries satisfy three basic conditions:

  • willingness to act as regional leaders,
  • capacity to do so
  • acceptance of such a leading role by followers.

A general overview of emerging countries’ attitude towards regional leadership suggests that they all share a strong willingness to take a leading role in their respective regions. This does not imply that this is an agreed political goal in each of these countries. In fact, it is often the case that some political and economic actors challenge their government’s aspirations to become regional leaders. 

Their capacity to exercise leadership is nevertheless more difficult to ascertain. Capacity is issue-specific, it takes place in many ways and thus cannot be aggregated into an all-encompassing attribute of state international power. Brazilian leadership’s capacity in South America includes the provision of technical cooperation, commitment to a collective defence policy, mobilization of financial resources for regional infrastructure and fair mediation. Indeed, Brazil also had a crucial role in creating the Union of South American Nations (UNASUR). However, it has been reluctant to downplay the tensions deriving from the obligation to grant its MERCOSUR partners access to its domestic market, and has often flaunted indifference towards MERCOSUR rules. Moreover, Chile, Colombia and Peru in South America have chosen to integrate their economies with western countries signing bilateral trade agreements with the EU and the US among others, opposing Brazilian intent to avoid locking in neoliberal policies. As regards South Africa, its capacity to exert regional leadership relates to its commitment to the provision of public goods in the context of the SACU, where it acts as guarantor of revenue compensation for Swaziland and Lesotho.

Acceptance of the regional leadership by smaller neighboring countries is related to the extent to which leadership is seen to legitimately represent regional aspirations and not the regional power’s narrowly-defined national interests. In this respect, Brazil and South Africa sometimes are regarded as using “BRICS” and “IBSA” as leveraging venues for global leadership without the constraints and the burdens of having to represent their region’s interests. Moreover, infrastructure integration initiatives promoted by Brazil, mainly in the hydro-electrical energy sector, suggest some limits to the acceptance of this country’s role in the region. Brazilian companies are the main beneficiaries of infrastructure, while the projects are a source of conflicts among local communities that are affected by the socio-environmental problems caused by them, and by the asymmetrical distribution of material and environmental costs and benefits in favor of Brazil and its companies. Furthermore, Brazil’s leadership in the region finds limitations caused by the lack of support of MERCOSUR to Brazil’s choice to candidate as chair of the WTO and by Argentina’s reluctance to back the Brazilian aspiration to join the UN Security Council – support that Brazil has instead obtained from China. Acceptance of Chinese leadership is likewise difficult to define in East Asia. Following the Asian Financial Crisis in 1997, regionalism in this area witnessed a rare equilibrium of multi-actor leadership that has been increasingly shaped by the strategic competition between China and Japan for competing liberalization. It is not clear yet who the regional leader is eventually going to be.

A global economic rebalancing is taking place. It does not imply an irreversible decline of the West and an overhaul of the current global economic status quo. Yet, the prospects of emerging countries acquiring a more substantive leadership role in the global stage are linked to their ability to exercise endurable regional leaderships. Regional politics and the provision of regional public goods by regional powers hold the key to future scenarios. More than ever this reality is also a pressing challenge to the EU.

Some of the fattest countries in the World...

OBESITY: the percentage of the Population older than 15 y.o. with a Body-mass index greater than 30.

Immagine

BRAZIL’s economy is seen growing at just 2 % this year (↓), below the 2.7 % last year and below the 4 % target set by the government in January. For some economists Brazil has to return to a reform agenda.

They are complaining about the tax burden and infrastructure and a government that seems to argue that the big problem is a lack of demand. There is not a lack of demand, but more of an issue of supply to meet that demand.  There is a frustrated growth.

Brazil’s Gov (President ROUSSEFF will launch the initiative personally) is set to launch the first in a series of measures that could inject up to $50bn into the economy over the next 5 years.

The first part of the plan includes:

  • privatising about 14,000 Km of railways and roads.
  • privatisation of ports, lower energy costs and incentives for industry will soon follow.

“The Gov realized that Privatizations  are a way to boost investment”

says Felipe Salto, an economist at Tendencias, a leading consulting firm in Brazil.

The package is designed to boost what have been disappointing growth levels.

Prior to these measures, the Gov had been counting mainly on rising levels of domestic consumption – fuelled by credit growth and rising income among poor Brazilians – alongside investments by state companies. Although the previous strategy had helped BRAZIL become the 6th largest economy in the world in 2011, overtaking BRITAIN, the Gov has not been able to maintain high growth rates

The recent weak growth has been attributed mainly to ↑ debt rates among the population and the global downturn, which reduced demand for Brazilian products:

  • Expensive energy,
  • poor infrastructure
  • and increasing labour costs

Now the Gov will increase the role played by private investors, who were seen to have lost ground during the Gov of Luiz Inacio LULA da Silva, Brazil’s president from 2003-2010. Ms Matos (economist, professor at Getulio Vargas Foundation) believes the new package will tackle some key economic problems, but says Brazil faces other serious issues such as increased public spending and an inefficient tax system. Without reforms in these areas, she says, the country’s economy will remain vulnerable.

Immagine

For decades, Brazilians said and believed they were living in the country of the future: “o pais do futuro.” 

But after nearly seven years of a commodity led economic boom, BRAZIL has moved into the future, however Brazil is not the country it once was. Indeed nowadays, “o pais do futuro” is giving way to “el pais del futuro”, MEXICO.

Most investors don’t look too far into the future. But there are plenty of mutual funds and corporate investors who need to have a vision of what the world will look like in 10 years. Getting the future right is how company’s and investors succeed.

These days, investors are in love with Mexico. Nevertheless over the last years, Brazil is considered as the most powerful and largest economy south of Texas, seen as safer than Mexico, more mature, more diverse economically, and a benefactor of the China boom. That might change. In some respects, it already is changing.

Tony Volpon, managing director of Nomura Securities and Benito Berber, have been considering this for some time. Volpon’s from Brazil and he knows the country intimately. Mexico’s economy might even be bigger than Brazil’s within 10 years.

BRAZIL / MEXICO

Brazil and Mexico grew similarly throughout the (1990s – 2004). After that, the Brazilian economy boomed.  Looking back, the real game changer for Brazil was the coming of CHINA into the world economy. The massive commodity demand that came from China was a blessing to BRAZIL, the world’s leading exporter of iron ore, sugar, coffee, orange juice and a major exporter of soybeans after the U.S.

The election of LULA da Silva in 2003 nearly killed the Brazilian real, pushing the forex to about four to one at the start of the commodity bull cycle.  It was nearly impossible to compete with Brazil on price and the country captured that market quickly. To this day, Brazil is a haven for all types of agricultural investment. Brazil had, and still has, a natural competitive advantage and attracted billions in foreign direct investment. Plus, Brazil had very low credit demand in the early 2000s. It was under 30 % of GDP and rose to 50 % of GDP as the country got richer, labor markets improved and investment capital poured in.

On the MEXICAN side meanwhile, China’s accession to the WTO put Mexico in 3rd place in terms of % of U.S. imports. China became No.1. Canada was No.2. That’s changing… says Berber. Mexico is now producing more cars for the U.S. market than Canada.

“Mexico is producing more cars for the U.S. and China share of U.S. imports is stabilizing while Mexico’s share is rising gradually. On the investment side, a lot of investment into Mexico was interrupted by the 2008 crisis, but that is also recovering.”

What will influence growth in these countries over the next 10 years?

From a total factor productivity standpoint, BRAZIL grew 1.2 % over the last 8 years ending 2010, while MEXICO grew just 0.1 %. MEXICO was reforming at the time, basically privatizing the banking sector and floating the exchange rate. Moreover, growth in the U.S. real estate market took a lot of labor out of Mexico and moved it into the U.S.  That is expected to reverse, helping Mexico’s human capital, keeping wages stable to low as supply improves.

The 2 sectors that are growing in BRAZIL are commodities and services, but they don’t require a lot of technology like manufacturing does. Commodities, with the exception of petroleum, do not incorporate technological change as rapidly (< investment and could mean < employment growth)

Brazil is also becoming more of a service economy, so productivity overall will fall because services and raw commodities are not areas requiring massive investment and productivity, especially in the services sector.  As a result, Brazilian economic growth should oscillate around 3 % for the next decade.

In MEXICO, there are 2 sets of things that will support growth.

1)     The first has to do with external factors

As labor costs ↑ in China, more countries are moving to Mexico in manufacturing (labor intensive and capital intensive). Also, the type of manufacturing Mexico is attracting is the “value-added type”; high end, like aerospace for example, which of course is very high cost and human capital intensive. 

2)      “In terms of labor, the construction sector and services sector in the U.S. are not doing well, so that implies that a lot of migrant workers are coming back to Mexico. And those that would like to go to the U.S. are staying in Mexico,” Berber says, adding that the country is still dependent on structural reforms of the new government if it is to make their call correct.

So the Mexican economy could overtake Brazil as early as 2022 to 2030!

“Our call is predicated on the approval of labor reform by the Mexican congress,” Berber says.  ”It is very difficult to fire people in Mexico, so that makes it harder to hire people.

Labor, fiscal and energy REFORM are all important.  Energy is dominated by the state, but the new government has been very adamant about the private sector being involved in the energy sector. If that happens, that could boost total production in the Mexican economy.”

Well, Mexico overtaking Brazil?

At least it’s not Argentina… but that could ultimately lead to a rethinking of economic policy in a Brazil that will unlikely take falling to No. 2 without a fight.