Issue link: https://www.e-digitaleditions.com/i/62913
make it very difficult for schools to run joint programs. In addition, there are brand and reputational issues. For instance, the IMD case that I mentioned earlier about the illegal bar in Nairobi was jointly branded with Jomo Kenyatta University of Agriculture and Tech- nology in Kenya. But very few top schools would be happy publishing a case presented like this. What parts of the world do you think business schools should set their sights on next? I think it's worthwhile to look at the size of markets in other coun- tries, and to consider if these are economies that need more business schools. Turkey is doing extraordi- narily well, and it only has a hand- ful of topnotch business schools. Brazil is also flourishing but is fac- ing a huge shortage of management talent. Colombia, Peru, Ghana, Kenya—they're all doing quite well. But local employers say that growth has outstripped the supply of local management talent and that the gap is growing. Many of our member schools are looking for relationships with schools in less well-known places. At our conference in Nairobi, par- ticipants from the University of North Carolina in Chapel Hill met with participants from Nairobi's Africa Nazarene University, and the next thing you knew they were involved in a capacity-building exchange. This is what makes my life worth living. GBSN's seventh annual conference will be held June 11 through 13 in New Delhi, India. The second MBA Challenge Video Contest was held earlier this year, and the organization plans to make the competition an annual event; student videos will be posted its Web site. More details on both initiatives can be found at www. gbsnonline.org. BizEd May/June 2012 35