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The future of health in Sub-Saharan Africa is both uncertain and promising. Life expectancy in this region has increased significantly, and growing economies may provide opportunities for increased financing for health. To effectively improve health in Sub-Saharan Africa, deliberate political investments and African-led models are necessary, as well as robust health systems that can adapt to changing disease and demographic patterns. Community health workers will play a crucial role in achieving universal health coverage and combating pandemics. However, Sub-Saharan Africa remains reliant on foreign financing and must combat corruption and improve domestic health governance to achieve autonomy. Ultimately, interventions to improve health in the region must target the population's changing needs and infrastructure demands.

The COVID-19 pandemic has caused significant shifts in how companies manage their supply chains, with three major changes emerging. First, reshoring is becoming a dominant trend, with companies shifting production and manufacturing to domestic locations from overseas factories to reduce risk and maintain business continuity. Companies are also investing in digital technologies to improve visibility and transparency along their supply chains. Finally, firms are becoming more flexible in their supply chain management by diversifying their sources of supply and holding more inventory. These shifts are likely to have a significant impact on the way goods are produced, distributed, and consumed in the years to come, with government policies playing an important role in managing the impact of these changes.

Reverse innovation, which involves transferring new ideas and innovations from emerging economies to developed economies, can help fix the American healthcare system, which suffers from high costs, uneven quality, and less-than universal access. Developing countries like India are under great pressure to use their very limited medical resources to serve the greatest number of people, at the lowest cost, while maintaining quality. As a result, a handful of Indian healthcare exemplars have mastered clever ways to simultaneously lower healthcare costs, improve quality, and expand access. Govindarajan and Ramamurti identify their secret sauce and recommend that healthcare organizations in the US and elsewhere consider emulating those strategies and practices.

“I worked as a business data analyst at Point 32 Health for my graduate co-op. I partnered with vendors to extract and retrieve data while working closely with the data management team holding meetings to discuss our work and act as a project manager.” – Sarocha Promsombat, MS in Business Analytics'22

“My previous work experience taught me to make data more digestible for computers, but my time in the program has shown me how to do the same for people. Learning to analyze data for people and businesses has made me successful.” – Sai Prasad Sashank Urlam, MS in Business Analytics'22

Cheers erupted and streamers floated down on the ground floor of the Interdisciplinary Science and Engineering Complex as the community celebrated D'Amore-McKim's 100th birthday.

“For my graduate co-op, I worked in the finance department at CooperCompanies for six months. This experience helped me further develop my financial analysis and reporting skills while establishing a network that will be useful in my future career.” – Khushbu Dudani, MS in Quantitative Finance'22

As a student at Northeastern University in Boston, Caston did not foresee that one day she would follow in her father's footsteps in the construction industry. She majored in the music industry with a minor in business but found it hard to break into the notoriously difficult entertainment field.

Once the capital of pastel shirts, white shoes and retirees, Miami's drive to become the next hub of finance is attracting record investments and a growing population of venture capitalists like 2013 Northeastern graduate Julian Jung, DMSB'13.

Forced labor is often unidentified and unaddressed in global supply chains because international production networks are complex and obscure. Many companies are not actively tracing their supply chains beyond the first or second tiers, leaving out the complete picture of the origin of their raw materials.