A board evaluation is most useful when it produces decisions about how the board will work during the next cycle. The review can examine preparation, agenda quality, challenge and debate, follow-up, committee performance and the contribution expected from individual directors. A concise process creates evidence that the chair and governance committee can convert into specific
A company becomes regional when it learns to operate beyond the comfort of its first market. In Central America, that process requires discipline, capital allocation, management systems and a clear understanding of how different countries behave. Regional growth depends on decisions that can be repeated, measured and adapted. For many Central American businesses, expansion begins
Science and technology in Guatemala play an increasingly important role in the country’s economic, social, and educational development. Although scientific progress has historically been limited by structural challenges, in recent years public and private initiatives have emerged to strengthen innovation, research, and the strategic use of technology. Current Panorama of Science and Technology in Guatemala
A “Multilatina” (a Latin American multinational) rarely fails because the market opportunity disappears. It fails because complexity scales faster than capability. When you move from one country to four, the informal coordination that worked at home stops functioning. To bridge the gap between “regional growth” and “regional chaos,” leaders must shift their focus from commercial
Short-term thinking has long defined corporate behavior in Latin America—driven by economic volatility, shifting regulations, and fragile institutions. But a shift is underway. Companies adopting long-term strategies are proving not just more resilient but more competitive. Research published in the Global Policy journal via Wiley confirms it: Latin American firms that embed long-term planning into
