Succeeding In Today’s Global Marketplace
Q. What challenges do you
face in the global marketplace?
Q. What markets are you
looking to expand into?
Or grow?
Q. What’s your strategy for
global growth?
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“Globalization is an irreversible process, not an option”
– Former UN Secretary General Kofi Annan
• Defending market share and positions from national
headquarters, no longer ensures success.
• Rapid globalization, driven by inexpensive technology, increasing
Internet use, a 24/7 flow of information and money and
exponential growth in international trade have changed the rules
of the game.
• Today, successful companies need leaders who are global
citizens with a global mind-set, capable of leading multifunctional, matrixed, multi-national, virtual teams.
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Transforming Leaders Into Global Leaders
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A Unique Offering
Berlitz, the global cultural and language learning leader, has teamed
up with the renowned Georgetown University to offer an innovative
executive leaders program.
The program uniquely integrates business acumen, communication
skills and cultural competency to accelerate development of the next
generation of global leaders.
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To be a leader you need a vision.
To be a global leader you need more.
The program develops savvy leaders with
a global mindset who can influence,
persuade and consistently succeed in
economic, social, technological and culturally
diverse environments.
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Program Themes Tied To Program Locations
Four key business hubs around the globe have been selected so
executives can acquire first hand local perspectives and insights and
experience cultural differences. Program themes and content are
tied directly to each location.
Key executives are immersed in the culture, providing a level of
mastery and global agility needed to drive your company to success
in today’s competitive global environment.
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Renowned Academic Directors
The full resources of Georgetown University’s McDonough School of
Business and Walsh School of Foreign Service combine with the cultural and
language training expertise of Berlitz to provide a unique learning experience.
Academic Directors
Eileen Rogers, Vice President, Global Talent Solutions, Berlitz International, Inc.
Ms. Rogers served most recently as the Global Director, Talent and Leadership Excellence with
Deloitte Touche Tohmatsu, where she launched a comprehensive global leadership and
management curriculum.
Holding Masters degrees from Harvard and Johannes Gutenberg Universität where she was a
Fulbright Scholar, she served as Director of Executive Education at Harvard, Boston University and
Babson University, where she brought together faculty from major US business schools, IMD,
London Business School and INSEAD.
Stanley Nollen, Professor, McDonough School of Business
Professor Nollen's field of research and teaching is international business. He studies firms and
industries in emerging market economies and directs foreign study programs in Delhi, Bangalore,
Dubai, Ho Chi Minh City, and Prague. His recent published research is about software and hardware
industries in India and China, and the transition of firms in the Czech Republic. Professor Nollen
twice received Fulbright awards in Delhi and Prague. He was an academic visitor at the London
School of Economics and Universiteit Antwerpen. Professor Nollen teaches courses in international
business and in macro- and micro-economics. He has won MBA teaching awards four times.
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Integrated Learning Experience
This learning experience integrates cuttingedge best practice executive learning
methods including coaching, webinars and
interactive roundtables with seasoned
business executives, senior government
officials, diplomats and prominent journalists.
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On the ground experiential learning and networking
• Site visits expose executives to regional business practices.
• Roundtables and site visits provide opportunity to build networks
and contacts in countries while acquiring business acumen in
that area.
• Participants will be able to network throughout the program and
continue the dialogue on a secure online community created
specifically for this program.
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Even before the first in-person session, executives will:
• Be trained online in communications and presentation skills
(optional).
• Take Berlitz’s proprietary Cultural Orientations Indicator® (COI),
a statistically validated online cultural assessment that
measures participants’ work style preferences to understand
and leverage cultural diversity when working with others around
the world.
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Strategic Action Plan
Real world challenges are
integral to the program. An
executive coach will be
assigned to each program
participant working with
executives before, between
and throughout the program
on a strategic action plan
relevant to your company.
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Executive Coach Helps Assure Goals Are Met
Before Module I
Each participant identifies a real company challenge to focus on, creates a strategic action
learning plan and gets C-suite approval, to ensure it will return value to the company.
Participants are assigned an executive coach to review goals.
During
Participants with
similar challenges
work together in
small groups
Participants have
access to faculty
who are specialists
in their challenge
Executive coaches
work with
participants to
assure progress
against goals
After
Executives present ideas based on program learning and experiences to C-suite for adaptation
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Who will benefit from this program
• Senior executives
• Minimum 15 years professional experience
• Able to conduct business in English
• Do not have to be a native English
speaker
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Timeline
Designed to meet the needs and time constraints of busy executives, the
Global Leaders Program is delivered in four one-week modules over
eight months. The program is structured to progress from broader topics
such as global economies to focus on the individual.
End April
May
July 5 – 9
August 16 – 20
October 4 – 8
November 29 – December 3
Berlitz - Georgetown University Global Leaders Program
Application Deadline
Berlitz Program
Module 1 (London)
Module 2 (Shanghai)
Module 3 (Bangalore)
Module 4 (Washington D.C.)
15
Module 1: Global Market Dynamics: Global Economics
(London, UK)
The program kicks off in London, a city with
historical significance as a center of international
business. It examines the political and regulatory
influences on global business while grounding
participants in management fundamentals.
Participants analyze macroeconomic structure and
develop a greater understanding of inter-regional
economic integration.
Courses include:
• The Global Environment of Business
• Business Government and the Global Economy
• Emerging Market Economics
• Fiscal Monetary Policy
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Module 1: Global Market Dynamics: Global Economics
(London, UK)
Dates: July 5-9, 2010
Location: London, UK
Monday
Tuesday
Wednesday
Arrival
9:00-10:30 AM
Welcome and
Program Introduction:
Developing a Global
Mindset
10:45AM-12:15PM
12:15AM-1:30M
Travel to London
1:30-3:00 PM
3:15 - 4:45 PM
Thursday
Friday
Business,
Business,
Government and the Government and the
Global Economy
Global Economy
Fiscal and
Monetary Policy
Executive
Roundtable
Business,
Business,
Government and the Government and the
Global Economy
Global Economy
Fiscal and
Monetary Policy
Regional Focus:
Doing Business in
Europe
Lunch
Lunch
Lunch
Lunch
Lunch
The Global
Environment of
Business
The Global
Environment
of Business
Emerging Market
Economies
The Global
Environment of
Business
The Global
Environment
of Business
Emerging Market
Economies
Site Visits: Parliament
and the London
Stock Exchange
Leadership
Application
Session
INTEGRATION SESSIONS
4:45- 6:00 PM
FREE TIME
Registration
6:00PM-7:00 PM
Meet in hotel lobby at 6:00
7:00-8:15 PM
Real Time Networking and
Welcome Reception
6:15 - 7:30 pm
8:15 - 10:15 PM
Berlitz - Georgetown University Global Leaders Program
Dinner
Opening Dinner
How to be Coached/
Develop Strategic Action
Plan
Dinner
City Discovery
FREE EVENING
GROUP WORK & CLASS PREPARATION
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Module 1: Global Market Dynamics: Global Economics
(London, UK)
Courses
Descriptions/Learning Objectives
The Global
Environment of
Business
This course helps participants explore the challenges and the solutions to competing globally. The course
permits the students to gain insights into the creation of competitive advantage for countries and
multinational firms. We will analyze firms and cross-border competition in various industries and
originating from several countries and regions. The course discusses the tools for achieving a global
competitive advantage -- the firm’s organizational structure, management systems, culture, leadership and
its strategy.
Business
Government and
the Global
Economy
This course offers an introduction to the political economy of international business. In today’s global
economy, firms increasingly rely on non-market strategies to help shape the playing field on which they
compete. The aim of this course is to examine how these strategies interact with market ones in a global
economy shaped by the “visible hand” of governments and international institutions. The course surveys
issues from the prevalence of so-called “border effects” (i.e., the way political boundaries impede the flow
of commerce) to obligations under the World Trade Organization and the growing number of regional
trade agreements, and from labor and environmental standards to the strength of intellectual property
rights.
Emerging Market
Economies
The purpose of this class is to discuss the possibilities and challenges involved when doing business in
the developing world. The focus lies on strategies to deal with weak institutions and political and
regulatory uncertainty. Emphasis on foreign investments and host country relationships, political risk,
both at the country level and at the level of specific investments, and corruption. The objective is for
participants to gain a better understanding of how to be successful when doing business in the developing
world.
Fiscal Monetary
Policy
This course provides an analysis of the international financial environment and operation of global
financial markets; the economics of currency markets and foreign exchange risk; the mechanics and
corporate uses of derivative; corporations' strategic alternatives and operational practices to manage risk;
the decisions of companies as to when to hedge and not, and how to hedge using financial instruments.
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Module 2: Global Industry Dynamics: Supply Chain Management
(Shanghai, China)
The program reconvenes in Shanghai, an emerging
market with global manufacturing. The module
develops participants’ understanding and
application of corporate strategy, global supply
chain and provides the tools necessary to assess
market demands, examine industry forecasts, and
investigate the dynamics of global competition.
Courses include:
• Industry Economics
• Corporate Strategy and Industry Dynamics
• Corporate Finance
• Entering Emerging Markets
• Global Logistics and Operations Management
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Module 2: Global Industry Dynamics: Supply Chain Management
(Shanghai, China)
Dates: August 16 - 20, 2010
Sunday
Location: Shanghai, China
Monday
Tuesday
Wednesday
Thursday
Friday
9:00-10:30 AM
Module Kick-Off and Action
Learning Report-Outs
Corporate Strategy and
Industry Dynamics
Competing in Diverse
Industries
Entering Emerging
Markets
Executive
Roundtable
10:45AM-12:15PM
Industry Economics
Corporate Strategy and
Industry Dynamics
Competing in Diverse
Industries
Entering Emerging
Markets
Regional Focus:
Doing Business in
China
12:15AM-1:30M
Lunch
Lunch
Lunch
Lunch
Lunch
Industry Economics
Corporate Finance
Guided visit of the
Expo in Shanghai
Global Logistics and
Operations
Management
Travel to Shanghai
1:30-3:00 PM
Leadership
Application Session
Individual Pavilion
exploration
Industry Economics
3:15 - 4:45 PM
Corporate Finance
View cultural highlights
at World Expo
Global Logistics and
Operations
Management
INTEGRATION SESSIONS
4:45- 6:00 PM
FREE TIME
Dinner
6:00PM-7:00 PM
FREE TIME
7:00-8:15 PM
Dinner
Develop Strategic
Action Plan
8:15 - 10:15 PM
Berlitz - Georgetown University Global Leaders Program
FREE TIME
City Discovery/ Cultural
Activity: China Expo
Develop Strategic
Action Plan
GROUP WORK & CLASS PREPARATION
20
Module 2: Global Industry Dynamics: Supply Chain Management
(Shanghai, China)
Courses
Descriptions/Learning Objectives
Industry Economics
The course begins with essential microeconomic concepts, including economic costs, market demand and profit maximization. We
will then build on these concepts to examine how different types of industry structures provide better or worse profit-making
opportunities for industry participants. We will develop understanding to how firms optimally set price and output levels; whether
firms should enter or exit certain industries and under what circumstances; and how firms optimally respond to their competitors
from strategic interaction.
Corporate Strategy
and Industry
Dynamics
Most firms compete not just in one business but in many. The issues of where to compete and how to create value from the
corporate centre are the two basic questions of Corporate Strategy. The first question opens up a variety of options for corporate
growth including the diversification of business and opens up the possibilities of choosing different modes of growth – including
acquisitions and mergers, strategic alliances and internal development. The second question responds to the need to make sure
that the corporate centre adds value to the corporation’s sets of businesses. This value added generates the corporate edge, i.e.
the additional advantage resulting from belonging to a group of companies instead of each business competing independently in its
respective industry. Good strategy can enable strong performance in growth, profitability, and market capitalization value when
managed appropriately. This course aims to understand how.
Corporate Finance
The course aim is to develop a framework for corporate financial decision-making and provide a solid grounding in the principles
and practice of financial management, so that participants are able to demonstrate proficiency in using Corporate Finance core
concepts, models, and tools; act and behave as context screeners in order to identify main trends and to drive change factors in
the field of Corporate Finance; integrate Corporate Finance concepts, models, and tools within the Corporate Strategy; thereby
linking it with other functional areas in line with a firm's general process and knowledge management
Entering Emerging
Markets
The first part of this course will focus on consumer behavior, competitive analysis, market segmentation, marketing research, and
other conceptual and analytical tools necessary to facilitate the management of global markets. In the second part of the course
the major decisions to design a marketing program will be covered, including positioning, product development, pricing, distribution
and promotion. The third part of the course provides and integrative strategic view of marketing, including the impact of
globalization, information technology, and challenges to implementation.
Global Logistics
and Operations
Management
Achieving excellence in global operations requires more than mastery of the latest models for management of supply chains and
lean production. A key is the expertise for aligning internationally dispersed operations and supply chains into a cohesive global
network. The objective in this course is to help you develop this expertise. You will learn how to analyze the operations and supply
chain functions in any organization—manufacturing or service, domestic or multinational, commercial or nonprofit--and useful
concepts, models and techniques for managing them. You will also learn how globalization is affecting production, supply chain,
procurement, distribution, R&D and Engineering functions, and the challenges and opportunities faced by managers who must
cope with these changes.
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Module 3: Global Enterprise Dynamics: Information Technology
(Bangalore, India)
Bangalore is home to innovation and technology.
This module explores the day-to-day management
of global business operations and will focus on
managing in emerging countries and demonstrating
leadership in diverse environments.
Courses include:
• Entrepreneurship
• Structuring and Managing the Global Enterprise
• Marketing Strategies for Global Executives
• Innovation and Technology
• Leveraging Technology: Leading Organizational
Change
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Module 3: Global Enterprise Dynamics: Information Technology
(Bangalore, India)
Dates: October 4 - 8, 2010
Sunday
Monday
Module Kick-Off and
Action Learning
Report-Outs
9:00-10:30 AM
Location: Bangalore, India
Tuesday
Wednesday
Thursday
Friday
Innovation and
Technology
Leveraging Technology:
Leading Multi-National
Virtual Teams
Executive
Roundtable
Innovation and
Technology
Leveraging Technology:
Leading Multi-National
Virtual Teams
Regional Focus:
Doing Business in
India
Lunch
Site Visits:
Infosys
and TATA
10:45AM-12:15PM
Entrepreneurship
12:15AM-1:30M
Lunch
Lunch
Lunch
Lunch
Structuring and Managing
the Global Enterprise
Marketing Strategies
for Global Executives
Global Management:
Processes and
Practices
Leading Organizational
Change
1:30-3:00 PM
Travel to Bangalore
Leadership
Application Session
Structuring and Managing
the Global Enterprise
3:15 - 4:45 PM
Marketing Strategies
for Global Executives
Global Management:
Processes and
Practices
Leading Organizational
Change
INTEGRATION SESSIONS
4:45- 6:00 PM
FREE TIME
Dinner
Dinner
Develop Strategic
Action Plan
FREE TIME
6:00PM-7:00 PM
FREE TIME
7:00-8:15 PM
8:15 - 10:15 PM
Berlitz - Georgetown University Global Leaders Program
Dinner
City Discovery/
Cultural Activity
Develop Strategic
Action Plan
GROUP WORK & CLASS PREPARATION
23
Module 3: Global Enterprise Dynamics: Information Technology
(Bangalore, India)
Courses
Descriptions/Learning Objectives
Entrepreneurship
We will examine how entrepreneurs establish and manage ventures that identify and realize business opportunities. We will
work on the dimensions and dynamics of the entrepreneurial process; assist you in the identification of ideas for new ventures
and the assessment of their potential to become real business opportunities; guide you through the ideas’ development into
successful business models; and provide insights into how to develop the business plan of the new venture or to negotiate its
financing with investors. We will also discuss key issues in growing and harvesting a business. We will explore the similarities
and differences between the entrepreneurial efforts made within the boundaries of an existing corporation – what is known as
corporate entrepreneurship or intrapreneurship – and those exercised in an independent new venture.
Structuring and
Managing the Global
Enterprise
This session will discuss the challenges and best practices involved in building a truly global enterprise, including multinational
structure, systems and processes; location selection and coordination; implementing mergers and acquisitions; and
organizational design. The second part of the course will provide frameworks for effectively managing the evolving multinational enterprise, including selection of (ethical) management incentives and other compensation issues.
Marketing Strategies
for Global Executives
This session will prepare participants with the skills necessary to translate marketplace data into information that directs
strategy. It will cover environmental assessment, consumer satisfaction, and evaluating marketing outcomes. The session
provides a practical discussion of using marketing tools for enhanced decision-making.
Innovation and
Technology
The course will relate how capabilities in technology and innovation can translate to greater performance in areas like customer
service. Overall, this course will offer advanced insights to creating and implementing successful strategies in a changing
environment.
Leveraging
Technology: Leading
Multi-National Virtual
Teams
Many experts agree that teams are the primary unit of performance in any organization. Today there is a new kind of team—a
“virtual” team made up of people who communicate electronically. Its members may work in different parts of a country, or
across the globe. How well are these teams really working and what can be done to make them more effective? What are
some of the benefits of the virtual team? What are the pitfalls? This session will offer tools for building successful virtual
teams, and even capitalize on geographic and cultural diversity.
Leading
Organizational
Change
This course is an integrated approach to large-scale change in organizations. Change is analyzed from three levels: top
management where planning and vision are critical, middle management where implementation is the focus, and lower levels
where receptivity and upward influence are the emphases. Cases are used for each of the three main levels of analysis while
experiential learning is used to develop change in management skills that cut across the three levels, including analysis and
diagnosis, effective communication, employee involvement, and overcoming resistance
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Module 4: Global Leadership Dynamics: Becoming A Global Leader
(Washington, D.C., USA)
Conducted in Washington, D.C., a hub of
international business research and policy and U.S.
political power, this module focuses on recent global
business transformations, developing ethical and
sustainable leadership practices, and the specific
challenges facing executives.
Courses include:
• Systems Thinking
• Intercultural Negotiations/ Negotiating Complex
Multi-Party Deals
• Influence and Persuasion, Leading with Emotional
Intelligence
• Building Social Capital and Retaining Top Talent
• Multi-Cultural Ethics
• Corporate Social Responsibility
• Inclusive Leadership
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Module 4: Global Leadership Dynamics: Becoming A Global Leader
(Washington, D.C., USA)
Dates: November 29 - December 3, 2010
Sunday
Monday
Module Kick-Off and
Action Learning ReportOuts
9:00-10:30 AM
10:45AM-12:15PM
Systems Thinking
12:15AM-1:30M
Lunch
1:30-3:00 PM
Location: Washington, DC, USA
Tuesday
Travel to
Washington, DC
3:15 - 4:45 PM
Systems Thinking
Systems Thinking
Intercultural
Negotiations/
Negotiating Complex
Multi-Party Deals
Wednesday
Thursday
Leading With
Emotional Intelligence
Ethical Leadership:
Multi-Cultural Ethics
Leading With
Emotional Intelligence
Ethical Leadership:
Corporate Social
Responsibility
Lunch
Lunch
Influence and
Persuasion
Building Social Capital
and Retaining Top Talent
Influence and
Persuasion
Building Social Capital
and Retaining
Top Talent
Friday
Regional Focus: Doing
Business in the United
States (Visit to Capitol
Hill)
Lunch
Learning Consolidation
Inclusive Leadership
(keynote by
Uchinaga-san, CEO of
Berlitz, Vice Chair
Benesse Corporation)
Action Planning and
Graduation Ceremony
INTEGRATION SESSIONS
4:45- 6:00 PM
FREE TIME
FREE TIME
7:00-8:15 PM
8:15 - 10:15 PM
Dinner
Dinner
6:00PM-7:00 PM
Develop Strategic
Action Plan
FREE TIME
Finalize Strategic
Action Plan
Closing Reception
and Dinner
GROUP WORK & CLASS PREPARATION
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Module 4: Global Leadership Dynamics: Becoming A Global Leader
(Washington, D.C., USA)
Courses
Descriptions/Learning Objectives
Systems Thinking
Systems thinking is a framework that is based on the belief that the component parts of a system can best be understood in the
context of relationships with each other and with other systems, rather than in isolation. Systems thinking's focus is on effect,
not cause. This is particularly important in business. This session will increase participants’ skills for understanding the causes
and dynamics of performance (both good and bad); provide the vocabulary and diagramming tools for communicating about
systems; increase participants’ ability to help a team understand complex problems.
Intercultural
Negotiations/
Negotiating Complex
Multi-Party Deals
In today’s global business environment, negotiators who understand how culture affects negotiation fundamentals have a
decided advantage at the bargaining table. Negotiators’ interests, their assumptions about strategy, and the economic, social,
legal and political context of negotiation all vary with culture. Rather than offering country-specific protocol and customs, this
course will provide a general framework to help negotiators manage cultural differences whenever they appear at the
negotiation table. This course will challenge negotiators to expand their repertoire of strategies so that they can close deals,
resolve disputes, and get teams to make decisions regardless of the cultures represented at the table.
Influence and
Persuasion
Making a difference...that is the ultimate standard by which we judge our leaders. But to make a difference is not easy. For, to
lead, you must have the ability to inspire followers by articulating and communicating an exciting vision of the future. However,
an inspiring vision is not enough, as you must also have the ability to influence others to work together to realize that vision.
And the keys to successful persuasion are building a base of influence and demonstrating the political savvy necessary to
manage the politics and conflict associated with leading change. The primary objective of this course is to help you understand
and master the skills associated with influence and persuasion.
Leading with
Emotional Intelligence
Research has proven in multiple industries and functions that emotional intelligence proves to be the most important key to a
successful career, the achievement of business value and results and a satisfying life. (www.eiconsortium.org) During this
module, the concepts and skills of emotional intelligence will be explored and applied to embed the insights and understanding
from EQ-i Business Report into every day leadership practices.
Building Social
Capital and Retaining
Top Talent
This course will explore how organizations effectively acquire, develop and retain human capital (the knowledge, skills and
abilities that reside in individuals) while simultaneously enhancing their pool of social capital (the resources embedded within
and available through social relationships). Because these relationships operate across geographic boundaries, the course will
highlight important differences in cross-cultural management practices.
Ethical Leadership:
Multi-Cultural Ethics,
and CSR
This course has been designed to address ethical dilemmas in our world today. It is intended to explore the issues that we face
when doing business globally, to provide a better understanding of how we should think through those challenges, and to
present us in the process with the basis of making moral judgments across cultural and geographic divides. In the same vain,
the course will also touch on CSR, a concept that can lead to potential business benefits and opportunities: risk management,
impact on human resources, license to operate, brand differentiation and product development, and others
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Distinguished, Experienced Faculty
Marc L Busch, Associate Professor,
Edmund A Walsh School of Foreign Service
Expertise: international trade policy and law
J. Bradford Jensen, Associate Professor,
McDonough School of Business
Expertise: economics, and the relationship
between international trade and investment and
firm performance
Jeffrey T Macher, Associate Professor,
McDonough School of Business
Expertise: microeconomics, competitive
strategy, and the management of technology
and innovation
Kasra Ferdows, Heisley Family Chair of
Global Manufacturing,
McDonough School of Business
Expertise: production management
Elaine Romanelli, Associate Professor,
McDonough School of Business
Expertise: strategic management and
entrepreneurship
Sandeep Dahiya, Associate Professor,
McDonough School of Business
Expertise: corporate finance and strategy
Pietra Rivoli, Professor,
McDonough School of Business
Expertise: finance and international business
Catherine Langlois, Associate Professor,
McDonough School of Business
Expertise: international business studies and
pricing strategy
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Distinguished, Experienced Faculty
George Brenkert, Professor,
McDonough School of Business
Expertise: international business ethics
Robert J Bies, Professor,
McDonough School of Business
Expertise: leadership and change management
Prashant Malaviya, Associate Professor,
McDonough School of Business
Expertise: marketing, specifically how
consumers use information to make product
judgments and consumption decisions
Catherine Tinsley, Associate Professor,
McDonough School of Business
Expertise: negotiations and conflict
management
Jeanine Turner, Associate Professor,
Communication, Culture and Technology
Expertise: communication technologies within
organizations
Douglas M McCabe, Professor,
McDonough School of Business
Expertise: labor relations, human resource
management and organizational behavior
Edward Soule, Associate Professor,
McDonough School of Business
Expertise: moral philosophy particularly where
morality intersects management, corporate
strategy and regulatory policy
Brooks Holtom, Associate Professor,
McDonough School of Business
Expertise: how organizations acquire, develop
and retain human and social capital
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29
Berlitz International, Inc.
Georgetown University
Founded by Maximilian D. Berlitz in
1878, Berlitz International, Inc. is the
world’s premier provider of premium
language and cultural services.
Merging 130 years of innovation in
language services with the latest in
technological advancements, Berlitz
provides state-of-the-art language
training, cultural consulting programs,
and proficiency assessment & testing
services. Berlitz has over 500
locations in 70 countries, and delivers
live online programs via the Internet
through Berlitz Virtual Classroom.
Berlitz has the resources through this
extensive network to accommodate
the needs of businesses and
organizations from one-on-one
training to enterprise-wide programs.
Georgetown University, a highly
prestigious private institution, was
founded in 1789, the same year the
U.S. Constitution took effect. Today,
Georgetown is a major international
research university whose
distinguished faculty include
renowned international scholars who
bring to the classroom a lifetime of
experience. Located in Washington,
D.C., the campus provides access to
the nation’s capital and its myriad of
cultural, civic, and government
programs. The University has
produced five Nobel prize winners and
many graduates of note including
William Clinton, 42nd President of the
United States and current Philippines
President Gloria Macapagal-Arroyo.
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30
Invest in the future of your company with
Berlitz International and Georgetown University.
Berlitz International, Inc.
400 Alexander Park
Princeton, NJ 08540-6306
United States
Phone: +1 609 514 3130
Email: glp@berlitz.com
www.berlitz.com