Global Success 7 Pdf
Stayla Casillas
President Mung Chiang, on behalf of Purdue University, and Senator Todd Young invite you to participate in the CHIPS for America: Execute for Global Success, a daylong summit focused on U.S. competitiveness in semiconductor R&D and workforce in a global context. The summit will be held on April 17, 2024 and follows up on the successful 2023 summit.
The CHIPS and Science Act aims to secure the nation's security and economic future. Key challenges in workforce, research and innovation, and supply chains will be most effectively addressed in partnership with like-minded allies that share common values and goals. This day-long summit will convene worldwide leaders from industry, governments, and academia to focus on strategies to facilitate global semiconductor partnerships while addressing national security challenges. The event to identify policies and solutions that balance regional economic development and the global collaborations necessary for success. Please join us to forge global solutions at scale as we reflect on the past year and discuss ways to continue to address the CHIPS for America: Vision for Success.
Keynote: How the Biden-Harris Administration is Advancing U.S. Semiconductor R&D
Dr. Arati Prabhakar, Director, White House Office of Science and Technology Policy, and Assistant to the President for Science and Technology
Introduced by Joseph Lopez, Purdue Undergraduate Student
Panel 1 - Perspectives on the International Semiconductors Landscape
Moderated by The Honorable Ramin Toloui, Assistant Secretary for the Bureau of Economic and Business Affairs, United States Department of State
Introduced by Anika Bhoopalam, Purdue Undergraduate Student
Panel 3 - Semiconductors Workforce - Building the Ultimate Supply Chain
Moderated by Dr. Vijay Raghunathan, Vice President of Global Partnerships and Programs, Director of Semiconductor Education, and Professor of Electrical and Computer Engineering, Purdue University
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To set a more robust global path to net-zero emissions by 2050, the world needs to pay greater attention to the needs of emerging markets and developing economies (EMDEs), even when holding aside the special case of China. Over the coming several decades, no part of the world will play a greater role in both experiencing and affecting global climate change outcomes than EMDEs themselves. They need greater international support to tackle growth-enhancing sustainable development strategies.
The Purdue Global success coaching program is based on work done with similar student coaching programs at Purdue University. At its main flagship campus in West Lafayette, Indiana, Purdue utilizes peer success coaches, student coaches and online success coaches.
Get board support. Among study respondents from globally mature associations, 96 percent said that their board considered international growth to be a high priority and served as active champions. Forty-seven percent of all respondents reported having that level of board support.
Create a clear global strategy. Ninety-six percent of respondents from mature global organizations said that they had a clearly defined strategy, compared to 37 percent of all respondents.
A clear strategy enables leaders to set identifiable goals and measure progress. The organizational objectives and outcomes can then be communicated effectively to key stakeholders, including volunteer leaders and staff, to get buy-in and align work.
Low redundancy allows for greater impact and less confusion, as staff, volunteers, and partners at the headquarters and in local markets clearly understand their necessary contributions to the big picture. That kind of synergy usually comes from time and experience, though, as leaders identify specific market needs and differentiate efforts accordingly.
Develop a data-informed market strategy. Eighty-three percent of respondents from mature global organizations said that they developed a strategy for entering and growing in international markets using information from local leaders, member or customer feedback, and market research. Just 37 percent of all respondents said the same.
Engage a global perspective. Compared with just 27 percent of all respondents, 75 percent of respondents from mature global organizations said that their board included many individuals who had experience in and were based in the local markets where the organization had members and customers.
Decentralize strategy. Sixty-two percent of respondents from mature global organizations said that management in local markets or regions was involved in planning and strategy, as opposed to 26 percent of all respondents.
While it may not be the first step for a lot of associations, many globally mature organizations have staff and/or partners in each market they serve. Leaders at these organizations are able to engage in-country stakeholders in planning and strategy rather than relying on staff at headquarters who lack more specific market knowledge.
Customize the value proposition for each market. Compared with 21 percent of all respondents, 58 percent of respondents from mature global organizations said that they segmented their members and prospects in local markets based on needs.
Market segmentation allows the organization to differentiate or customize their tactics in different markets. Leaders at globally mature organizations develop different value propositions and engagement models for different market segments, using knowledge about each market to adjust pricing, products, and services for each.
The Global Success Scholarship, is worth up to 4,000 and awarded to international students to provide them a springboard to kickstart their global career at LSBU, meaning the practical career-focussed courses provide even greater value.
Alexandra Hogan receives funding from the National Health and Medical Research Council (NHMRC), and has previously received funding from the World Health Organization (WHO), Gavi, and PATH for vaccine-related modelling work. Alexandra Hogan is a current member of the WHO Immunization and vaccines related implementation research advisory committee (IVIR-AC).
We know vaccines have been a miracle for public health. Now, new research led by the World Health Organization has found vaccines have saved an estimated 154 million lives in the past 50 years from 14 different diseases. Most of these have been children under five, and around two-thirds children under one year old.
In 1974 the World Health Assembly launched the Expanded Programme on Immunization with the goal to vaccinate all children against diphtheria, tetanus, pertussis (whooping cough), measles, polio, tuberculosis and smallpox by 1990. The program was subsequently expanded to include several other diseases.
The analysis includes vaccines for 14 diseases, with 11 of these included in the Expanded Programme on Immunization. For some countries, additional vaccines such as Japanese encephalitis, meningitis A and yellow fever were included, as these diseases contribute to major disease burden in certain settings.
The models were used to simulate how diseases would have spread from 1974 to now, as vaccines were introduced, for each country and age group, incorporating data on increasing vaccine coverage over time.
The study also found some variation across different parts of the world. For example, vaccination programs have had a much greater impact on the probability of children living longer across low- and middle-income countries and settings with weaker health systems such as the eastern Mediterranean and African regions. These results highlight the important role vaccines play in promoting health equity.
Notably, the COVID pandemic saw an overall decline in measles vaccine coverage, with 86% of children having received their first dose in 2019 to 83% in 2022. This is concerning because very high levels of vaccination coverage (more than 95%) are required to achieve herd immunity against measles.
Nonetheless, the results show the success of global vaccination programs over time. If we want to continue to see lives saved, we need to keep investing in vaccination locally, regionally and globally.
GSS supports all current international and multilingual students, scholars, faculty, and staff at Northeastern University through the International Tutoring Center. GSS focuses on success through English-language tutoring and workshops on a variety of topics.
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