Entrepreneurs – Agents of Change

Transcription

St. Gallen Symposium 2010
Entrepreneurs –
Agents of Change
Programme
40th St. Gallen Symposium
University of St. Gallen, Switzerland
6–7 May 2010
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Editorial
On the occasion of its 40th anniversary, the St. Gallen
Symposium addresses a topic of particular importance: “Entrepreneurs – Agents of Change”, a subject that has consistently pervaded the history of
the International Students’ Committee (ISC). Entrepreneurial cogitation is the fundamental principle
which defines our student initiative, an initiative
which has been in existence now for 40 years.
The first part of this brochure offers you a thematic insight into the subject addressed at the
40th St. Gallen Symposium, an issue subdivided into
four main topics. Differentiated comments and
statements from speakers at the anniversary symposium offer a broad thematic glimpse of the topics
addressed and provide a foretaste of the dialogue
and contentious content of the symposium. The
second half of this brochure contains a detailed programme which, through its revised structure, primarily reflects the ideas underlying this dialogue as the
central element.
We would, at this point, like to express our heartfelt thanks to our numerous patrons and partners
both at home and abroad. The 40-year-old success
story of the St. Gallen Symposium would never have
been possible without their faithful intellectual and
material support and commitment.
On behalf of the 40th International Students’
Committee (ISC), we would like to wish you a fascinating and exciting read, and we look forward to
welcoming you to St. Gallen in May.
Content
Cluster A: How I did it – the background story
Cluster B: The push from below
Cluster C: Fields of opportunities
Cluster D: Entrepreneurial environment
Topic Leaders
Leaders of Tomorrow
Programme 6–7 May 2010
Thursday, 6 May 2010
Friday, 7 May 2010
Background Sessions
General Information
International Students’ Committee (ISC)
St. Gallen Foundation for International
Studies
Head of the Organising Committee 2009/10
Circle of Benefactors
Donators
Media Channel
40 th ST. GALLEN SYMPOSIUM
6–7 MAY 2010
17
Programme
Nicole Fässler
Maximilian Jellinek
Can Schnigula
For further information please refer to our
website www.stgallen-symposium.org and
its Media Channel.
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innovation and the strength to make changes are
rare qualities indeed. Can entrepreneurial thinking
and action therefore put forward ideas that will
alleviate the economic and social distortions of recent years? There is a lot to be said for this, since
an ability to adapt to new economic circumstances
and living conditions is a distinguishing feature at
the heart of all entrepreneurial dealings.
Frequently, entrepreneurs are strong personalities with unconventional life histories who have an
infallible feel for radical change. Also, a generation
of entrepreneurs is beginning to emerge who is especially open to fresh ideas and new solutions, and
who is also on the look out for opportunities beyond the more obvious fields of economic activity.
And finally, entrepreneurial thinking, while shaking existing political and social structures, is in turn
being challenged by that same political and social
system to adapt and change.
Speaking of “the entrepreneur” is always
tricky, as there is no clear-cut definition. One way
of approaching this problem is to ask entrepreneurs themselves what they think entrepreneurship is all about. Let us hear first from the serial
entrepreneur Morten Lund (DK) who covers this
year’s topic in a most comprehensive way. He is
young, he is famous for having co-founded the
VoIP service Skype, he learnt the ups and downs of
entrepreneurship the hard way and he is realistic
about the outcome of entrepreneurial endeavours
– even those of the St. Gallen Symposium.
Entrepreneurs –
Agents of Change
Entrepreneurs play a key role in all economies around the world – as innovators, as
leaders and as the embodiment of a society’s values and ambitions. It therefore
comes as no surprise that, in times of crisis, major hopes are pinned on them to
guide the economy out of troubled waters. The rights or wrongs of this are open
to debate. In advance of the St. Gallen Symposium, let us have a look at the general outline of this year’s topic and get warmed up for the “3 Days in May”.
Morten Lund, there are a lot of investment opportunities out there right now. You, as an entrepreneur, must enjoy yourself a lot.
I am bankrupt at the moment, so I cannot do a lot,
but then, on the other hand, I can help other peoFor the 40th anniversary, the St. Gallen Symposium ple start mind-blowing businesses. In a downturn
will take up a theme that in many respects has point- like this, most entrepreneurs move in the opposite
ed the way throughout its history. “Entrepreneurs – direction to the cycle. When everything collapsed
Agents of Change” is not just a theme that has been two years ago, a lot of people tried to invest in
specially chosen for the year 2010. Entrepreneur- start-ups they did not know anything about.
ship has been at the heart of the St. Gallen
Symposium from the outset: as an enterprising ini- How this?
tiative run by the students and backed by a network The clever guys, they cashed in two and a half years
of entrepreneurial figures from the business, aca- ago and they are now buying up like crazy from all
demic and political spheres, the St. Gallen Sympo- the bankrupt guys like me. For real start-ups, like
sium is concerned with the basic issues of today’s what I have been doing in technology, this time
economic and social order.
is, of course, amazing. The reason is that this techIn this context, the entrepreneur has a special nology is now mature. Both from the consumer
role to play. A drive to innovate and a permanent side, as people are using computers all the time
search for new opportunities and markets makes and they buy a lot online, and from the technolthe entrepreneur one of the most dynamic ele- ogy side, where it has become so easy to develop
ments within a social system. In an era marked by a website or a web service or to rent servers. For
insecurity and anxiety, the entrepreneur’s drive, instance, you have the world’s biggest infrastruc-
6–7 MAY 2010
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to break through or to find the right people or to
chose the right strategy or to find the first client
and adapt all of those things as you go along. You
always have to acknowledge luck as part of your
entrepreneurial success.
ture at Amazon which you can just tap into with
no set-up fee. So those two components, the e-side
and the consumer side, work now and the developers and infrastructure are amazing, and then
combine this with the fact that you can actually
«It is the entrepreneur who has the
capital to get the idea off the piece
of paper and into sales.»
line. I am facilitating a catapult. The best you can
do now is to launch start-ups with good people,
but you do have to have simply amazing, crazy,
smart, good, cool, nice people, because these kinds
of people can challenge SAP in one of their niches.
But they have to be amazingly smart, hard working, into their stuff and vibrant. And they have to
complement each other perfectly. Then, with added luck, it is possible.
What are the ingredients of entrepreneurial success?
Entrepreneurs are executing a vision and turning
it into reality. You need a lot of skills in that process – accounting skills, sales skills, people skills,
science skills, presentation skills and so on. The
entrepreneur closes his eyes and lowers his hands,
What is your part in this game?
Imagine how we would have gone to the cattle then uses all he has himself and reaches out to the
market a hundred years ago and seen that perfect world for the best of the competences to make it
cow that gives milk, delivers some good babies and happen. He has to be smart and trustworthy and
lots of meat you can eat. These are all the processes socially strong enough to make his thing take off.
in the game in which I have been for over 15 years, How many times have you drawn your small ideas
creating companies, and through trial and error,
finding those perfect cows that actually deliver.
«There will be another two hundred
And now, the technology and the people who want
start-ups, some in the same market
to buy and use it have combined in a way that suits
as you, so you also have to be lucky
someone like me perfectly. And that is, of course,
a dream.
to break through.»
get developers because they have been fired and
are much more realistic salary price-wise – that is
all together probably the biggest opportunity in
technology history.
Is it the right time for entrepreneurs? Are they
agents of change?
An agent of change for me is more somebody who
is standing outside and wants to label people like
me. But it is impossible to put a label on me. I am
not a consultant, I am not an investor, I am not
even an entrepreneur, I am many things in one.
on a piece of paper for your friend but they never
became reality. It is the entrepreneur who has the
capital to get the idea off the piece of paper and
into sales.
It is about skills, but it is also about luck, is it not?
In my world everybody knows that you have to
work superhard. But then remember, there are
So what are you?
global opportunities with technologies and the inI am mostly a guy facilitating a trampoline. I am ternet, but there is also global competition. There
the guy who dares to jump the crazy jumps on the will be another two hundred start-ups, some in the
trampoline and that people try out like a trampo- same market as you, so you also have to be lucky
to buy this when it works, because they know how
to make a critical thing huge. That is why they have
a big corporation. They do not believe they can be
innovative at the same level, so they want to buy
as soon as an entrepreneur has started. And they
are much better at the managing game when you
And sometime you fail.
get to a certain level. So I get in quick, get out quick,
That is why I am apparently so interesting. A lot of it is true. Because it pretty often happens that you
people tried what I tried, they have been catego- cannot say no if somebody wants to buy your stuff.
rised either as geniuses or losers. If you are one The entrepreneurs in charge can get a lot of money,
of those people in history who actually dares to and most of the entrepreneurs, me especially, will
talk about the fact that you failed, it seems very take this money and do more of what they did bestrange. Ooh! If you are honest and talk about fail- fore, meaning turning ideas into reality.
ure, that seems to be very new.
In your opinion, what is the best political and social context for entrepreneurship?
Do we need more of a failure culture?
Maybe we do have to be more realistic. So when we Put crudely, the best model for entrepreneurship in
have an entrepreneur symposium at St. Gallen, we history is the model of American society, because it
could also have a failure symposium because fail- has created the Gates, the Carnegies and most of
ure is much, much more likely than success if you the biggest companies we know in a very short time.
The Americans can beat anyone and every start-up
because they always have the best start-ups and
«Put crudely, the best model for
the most successful. Talking about the best social
entrepreneurship in history is the
model or political climate for entrepreneurship, I
model of American society.»
think we have been pretty lucky in the Scandinavian
are an entrepreneur. But you do not want to talk
about it. I mean, eight out of ten seminars fail. It is
very important for you to have the courage to say
“I will”, “I can”, “I dare to do this”, but also “I can
and dare and see that I can fail”. Then you become
really strong.
But is the entrepreneur as an individual not massively overrated?
Again, you want to put a label on it, you want to
categorise people. There are very few one-man
brands in the world. Michael Jackson did it. Everybody would acknowledge that he needed the band
to create the music. In entrepreneurship, as well,
you have the initial guy who starts something or
who finds the team. But entrepreneurship is much
more about team work and group effort.
«I get in quick, get out quick, it is true.
Because it pretty often happens that
you cannot say no if somebody wants
to buy your stuff.»
countries, but I doubt whether it is sustainable. You
have to be hungry to be a successful entrepreneur.
You have to want to prove to the world, especially
coming from small countries like Switzerland, that
you can do it. The Nordic model makes people too
demanding, they are not hungry any more. That is
unfortunate, because I love to live here. Denmark is
facing some real shit now. It will be very difficult to
keep up all these crazy standards of social living.
Are entrepreneurs role models?
Yes, because we think that entrepreneurship is
There is a saying that true entrepreneurs are long- something we want to do. But we forget that beterm oriented. But your entrepreneurial career ing an entrepreneur can mean failure. Successful
entrepreneurs are role models, but seven out of
does not reflect that in any way.
I would love to have a long-lasting business that I ten entrepreneurs are not role models because
could keep forever. I would love to have this green they fail.
tech company that purifies water of which I would
be the proud owner forever. I think we all would love Interview: Johannes Berchtold
that. But with entrepreneurship you really have to
remember that the entrepreneur can take the idea
off a table and turn it into some kind of sales or
product. The big corporations will then be so happy
6–7 MAY 2010
Morten Lund (DK)
is an entrepreneur and
seed investor and has
co-founded more than
50 high-tech start-ups.
In 2003, he invested
in the communication
software Skype which
has over 500 million
users today. He is a
special member of
Clinton’s Global Initiative and a professor at
Reykjavik University.
Work Session:
«Building is the real
fun»
Friday, 7 May 2010
Keynote Address:
«Entrepreneurship –
there is nothing to be
afraid of»
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Christian
von Koenigsegg (SE)
is Founder and Chief
Executive Officer of
Koenigsegg Automotive AB, well known for
producing the fastest
and most powerful motor vehicles
licensed for normal
road traffic. He shook
up the entire industry
when he indicated his
interest in buying the
ailing GM subsidiary
Saab in 2009.
Panel: «The entrepreneur: visionary, innovator, superman?»
Work Session: «How
to create multiple
interacting complex
technical solutions
with an engineering
team of 10 people»
A
Cluster A: How I did it –
the background story
Student Voice
Introduction: In the life of all entrepreneurs, exceptional stories are commonplace, centered on their careers or the development of their entrepreneurial
activities. Our imaginations are fired by examples of ground-breaking entrepreneurial ideas and successful company start-ups. But such stories are also interwoven with many failures, and conjure up an image of the entrepreneur as a
modern-day adventurer. Whatever the case, the most fascinating aspect is that
individual human beings can exert a permanent influence on business and society. Cluster A follows in their footsteps with a typical portrayal of these entrepreneurs and their stories.
Herman Mashaba
My way as an entrepreneur
Interview with Christian von Koenigsegg
How did you come to entrepreneurship? What
inspired you or what led you to take the risk of
founding your own company?
I think it is based on several different reasons. First of
all, it is partly in my genes, I guess, because I come
from a family of entrepreneurs. My grandfather on
my father’s side, my father and my mother, they all
ran their own businesses. I guess I grew up with
that as a very natural thing. Secondly, I never had
any pressure from my family concerning what I
should do or become or to follow a certain path. It
was always kind of left open, and I had the feeling
I was allowed to do whatever I wanted. Given all of
this, I guess it sounds very natural to start my own
business. That said, I also have this great interest in
cars, so why not combine the two. So I did.
and work hard for it, you will get it. But you really
have to believe and you really have to work hard. If
you do that, it is doable. And, therefore, if it really
looks dark temporarily, it is just temporary, so you
can look beyond.
What do you think makes you special as a young
entrepreneur? Do you think there is something
that is very special about you in contrast to other
entrepreneurs?
That is a very tough question, because there is a
lot of entrepreneurs out there and a lot of different types of entrepreneurs. But I guess there is one
very simple motto in life that I always had – maybe
I do not think about it every day anymore, but I really thought about it a lot when I got started – and
that is: “Life is very short, so if it is tough or easy
or whatever it is, when you are gone that does not
really matter. What you do here and now, that does
matter. And if you can do what you really want to
do, it is worth something.” Whether that is unique
or not, I have no idea, but that was kind of my motto
all along, it does not matter if it is hard or easy, if
you really want it, you will just do it.
Being an entrepreneur always entails a lot of ups
and downs. It takes a lot of work and energy to
build up your own business. Do you have a special
way to manage your ups and downs along your
way?
Yes, I guess, but I think what you are describing is
more life and not only entrepreneurship. It is sometimes also an up being an employee, and a company
can also go up and down from that perspective. So For the complete interview by Livia Höhener, please
I see it more as a way of life, and it is the only way refer to www.stgallen-symposium.org.
of life that I know. So, whether it is an up or not, I
do not separate it from the rest of my being or my
time. And secondly, I have a really rock solid belief
that if you really want something and believe in it
“Entrepreneurs are responsible for the great majority of jobs today. They have
shaped the world around us through vision, dedication, and hard work. They
have reinvented our daily life, our habits and our perception of what is possible.
Following the conviction that anybody can succeed at any set goal, entrepreneurs have changed our world time and again. […] The world entrepreneurs envision today is the world we will live in tomorrow.”
Veit Oliver Kment
(DE), HEC Paris,
France
Born in 1959, my academic dream was shattered
in 1980, in my second year of a bachelor of administration Degree at the university of the North in
South Africa when the university was shut down
due to political unrest. When the university was
opened two months later, I decided not to go back.
I had plans to go outside the country to receive
military training to help fight for South Africa’s freedom. This was during the period when the youth
of South Africa in particular were agitating and
challenging the racist political system of apartheid
tems to linen, crockery, dinner services on commission basis from the boot of my car. My first break
«Today, I have business interests in
about 20 companies.»
came in late 1983 during a period when I sold hair
products for a company in Johannesburg, on a commission basis. After this exposure, I decided to start
my own hair care manufacturing business.
So in February 1985, the first bottle of the
now highly branded Black Like Me hair products
«The university was shut down due to
hit the South African market. The business was
started with three partners and my wife Connie,
political unrest.»
with a loan of USD 4,000.– in a 200 square mewhich discriminated against the majority black popu- ter unit in Ga-Rankuwa in the then homeland of
lation on the basis of their colour. Whilst waiting to Bophuthatswana, one of the areas blacks were albe called for military training, I found myself a clerical lowed to operate business ventures. Today, I have
job at a supermarket distribution business in Pretoria business interests in about 20 companies including
where I worked for seven months. I worked a further mining, construction, exhibition and events, real es23 months as a dispatch clerk in a furniture manufac- tate, fuel distribution and logistics, power generation
turing company, my longest and last salaried job.
and the manufacture of bullet-proof materials.
I saved enough money during this period and
bought myself a car, and resigned from my salaried
job. For a period of about two years I sold different
products ranging from insurance, fire detection sys-
St. Gallen Leaders of Tomorrow
Global Perspectives Barometer 2010
Among the St. Gallen Leaders of Tomorrow,
80%
83%
91%
80% believe that lowering greenhouse gas emissions
should be a top priority for government policy,
83% are not cutting down on car travel,
91% are not cutting down travelling by air.
See the full report on www.stgallen-symposium.org/barometer.
Source: Credit Suisse/ISC/HSG
6–7 MAY 2010
8
Herman Mashaba (ZA)
is Founder of Black
Like Me, a company
specialised in beauty
products. Due to political unrests in South
Africa he was forced
to leave university and
then started his own
hair care manufacturing business. He
currently serves as
Executive Chairman of
Lephatsi Investments
(Pty) Ltd.
Friday, 7 May 2010
Work Session: «How
entrepreneurs can help
to break the scourge of
poverty in Africa»
A
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Cluster B: The push
from below
Suhas Gopinath (IN)
is Chief Executive Officer and President of
Globals Inc., a multinational company providing IT solutions. He
was denominated as
the world’s youngest
CEO by leading medias
across the globe. He
received his Diploma
on global leadership
from the Harvard
Kennedy School.
Friday, 7 May 2010
Work Session: «Leadership with passion»
B
Introduction: Often unobserved by the general public, the new generation of
entrepreneurs is set to place its mark on our era. This generation – although far
from homogenous – has certain experiences in common, and also a shared identity. After all, it has a pragmatic take not only on technological progress but also
the dramatic economic developments of the last decade. This generation of entrepreneurs is both impartial and quick to identify opportunities where others
see only crisis and decline. Under Cluster B, prominent exponents of this generation will show how they value – and also promote – this “push from below”.
Interview with Suhas Gopinath
You have been an entrepreneur from a very early
age, what is your definition of an entrepreneur?
An entrepreneur is someone who accepts risks
and, at the same time, is able to exhibit leadership
spirit. Entrepreneurship is all about an adventure
where you are sure to face setbacks. And an entrepreneur is somebody who knows how to overcome
setbacks and sees any hurdles encountered as an
opportunity for his business.
In your opinion, what does it take to be an entrepreneur?
One of the main qualities of an entrepreneur is
just authentic leadership. You also need a strong
vision for your own enterprise. An entrepreneur is
not somebody who is looking for short-term success, but rather someone who is able to pursue a
long-term vision for himself and his stakeholders.
I think one of my major motivations to become an
When was the first time that you actually realised
that you were an entrepreneur?
You know, when I actually started, the funny thing
was that I was not aware that I was actually an entrepreneur and I had not even heard of the word
entrepreneur. At one point I felt that, if you are
alone, people will not take you very seriously, but
«Entrepreneurship is not only
about owning a company.»
if you are a member of a team, people will actually accept you. So I thought that if I formed a small
team and started my own organisation, we could
formalise the setup. I think it was at the age of 15
that I realised that I was into entrepreneurship and
I felt that I had already started my entrepreneurial
career.
It is actually not important what you are called,
the important thing is what you do.
Exactly. It certainly matters what you do and, in
fact, how you do it, especially when you are a firstentrepreneur was the fact that I was able to offer time entrepreneur and your family is not involved
employment opportunities to others. Especially in business. And you have no guiding light there,
coming from India where you see that unemploy- so you have nobody to act as a pilot or mentor you,
ment is one of the major setbacks to our economy. and this is when you start learning on your own.
«You cannot learn entrepreneurship
itself.»
Student Voice
“Being an entrepreneur comes down to responsibility in many forms. Ranging
from personal, social, environmental and political, all must be taken into account
during the creation phase of the product, business, or intellectual property. […]
Responsible execution of entrepreneurial ideas will not only yield a more profitable and socially responsible product; but it will ensure that the entrepreneur
will be remembered as a positive agent of change.”
Steven Meyers
(US), Masdar Institute of Science and
Technology, Abu
Dhabi, United Arab
Emirates
The first thing I learned as an entrepreneur was
that if I or my company suffer any setback, I always
have to look at it as an opportunity. I am always
evaluating the opportunities around me.
So how do you deal with setbacks?
When I started at a very early age, I faced a lot of
setbacks, especially because I was underage. In my
case, therefore, it was actually very hard for people
to take me really seriously. I do not think we should
underestimate anyone because of their economic
status or age. I used to offer my services free of
charge, and this enabled me to showcase my skills.
Aside from this, I did have some other setbacks at
a later stage. I was not allowed to sign agreements
or papers.
Do you think, that anyone can be an entrepreneur?
I think that anyone could be an entrepreneur. Obviously, you need to feel a passion for independence.
If you do not feel any passion and you look up to Bill
Gates and say: “so if he can be an entrepreneur, I can
be an entrepreneur”, you are, of course, right in one
way, but if you do not feel passion within yourself and
you do not have your own focus, I do not think you
can be a successful entrepreneur. I am convinced that
anyone can be an entrepreneur, because when I started off in India at the age of 13, all my family members
were against the fact that I wanted to opt to be an
entrepreneur. Everyone was apprehensive because of
the fact that I did not have work experience or had
not been to university and did not complete an MBA.
They were very sceptical about my success. They felt
that, should he fail, he will not even have a job, and
he will not be able to manage his company because
he does not have the experience. So I think that you
need the right mindset to be an entrepreneur. You do
not need a very strong academic or financial background or work experience. If you believe in your own
ideas and visions you will be able to acquire these
skills on your own.
«Even if they want
to be an employer
or an entrepreneur,
they need to have
an entrepreneurial
spirit at the end of
the day.»
Suhas Gopinath,
Globals Inc.
Where do you see the most important challenges
facing the next generation of entrepreneurs?
I think it is essential for the next generation of entrepreneurs to be more innovative, because I can
see a deterioration in the level of innovation. I see
many entrepreneurs who are not innovative but
actually replicating ideas that already exist. I therefore think the biggest challenge for us will certainly
be innovation. The second one is for us to set up For the complete interview by Lasse Stünitz, please
ethical and value-based enterprises, because you refer to www.stgallen-symposium.org.
really do not want a repeat of this economic recession which originated in 2008 and 2009.
B
The St. Gallen Leaders of Tomorrow
technology
consider technology and communication to be one
energy
of the most promising sectors, second only to energy.
10
6–7 MAY 2010
11
Cluster C: Fields of
opportunities
Ernst Mohr (DE)
has been President of
the University of
St. Gallen since 2005.
He is a professor in
economics with special
focus on the relationship between economy
and ecology. He received a Ph.D. from
the London School of
Economics in 1985 and
habilitated from the
University of Konstanz
in 1991.
C
Introduction: When it comes to entrepreneurial activity, there is no limit to the
possibilities. The way that new ideas manage to win through in remote business
fields, and also in markets that appear saturated, never fails to surprise. Such
developments are often preceded by fundamental technological or regulatory
changes. Cluster C will also give a voice to those who stand for a style of entrepreneurial thinking – for example within large corporations or state-run bodies
– that is far removed from the classical context of founder-run and family-owned
companies.
Ernst Mohr
Entrepreneurial University
Founded in 1300 in Bologna and Paris as a haven
for roving students and professors, the university
is, after the Vatican, probably the oldest organisation of any kind in existence. The search for an enterprise or even enterprises within it would appear
to be a contradiction in itself. An opinion which is
justified and, at the same time, completely inappropriate!
1. Creative destruction: Entrepreneurship destroys
tradition and replaces the old with the new. The
university destroys stagnant approaches to thinking, undermining them through the introduction
of new methods of thought. Inwardly, however, it
remains true to its tradition and changes very little. Although in its essence profoundly non-entrepreneurial, it still creates the conditions that breed
successful entrepreneurship.
rial egoism creates new insights but no new facts.
Entrepreneurs and professors complement each
other perfectly in their respective ineffectiveness.
4. Decisions: The question underlying the central entrepreneurial decision is what to create. The
central decision which the university must reach is
what to think about. The entrepreneur reaches this
decision for others, and nobody can interfere with
his determination in this respect. The professor
reaches this decision for himself, and nobody can
interfere with his determination in this respect. A
university therefore represents a flat hierarchy in
every case, and a command structure can never be
a university.
5. Organisation culture: With its outwardly-orientated and inwardly-defining autonomy, the university represents a clan organisation par excellence.
2. Effective egoism: Professors are just as egoisti- The grassroots decide whether they should follow
cal as entrepreneurs. When it comes to the trade- the leadership or not. Good and bad universities
off between money and autonomy, professors tend differ in the culture in which this takes place or
to choose their independence, while the entrepre- not. Good universities have a culture that enables
neur is instinctively drawn towards pecuniary re- leadership, bad universities do not.
wards. Money enables one to create a new reality
and generate even more money. Autonomy stimu- For the complete article, please refer to
lates further thought which, in turn, gives birth to www.stgallen-symposium.org.
even more autonomy.
3. Ineffective egoism: Entrepreneurial egoism generates new facts but no new insights. Professo-
Student Voice
“The world needs failures as they help us to reconsider our approaches and behaviour. A failure is merely an opportunity to start over again, yet with the next time
more wisely. […] The challenge is to make entrepreneurial thinking systematic
across the business community. Large companies now have to make a decisive
transition to a stance where entrepreneurial spirit forms an integral part of their
business environment.”
Alexander Yukhno
(RU), Moscow
State University of
International Relations, Russia
Interview with Beatrice Trussardi
From an entrepreneurial point of view, which are
the key factors that differentiate the fashion business from other industries?
An entrepreneur often requires a similar approach
and analogous qualities for any industry: especially a clear understanding of the global world today
and a perspective on where we are going. We need
to understand what the market requires and respond to it with a very flexible and yet a very sharp
structure for the company. A good entrepreneur
needs to be very connected with what is happening outside, all the time: this is a key factor for the
fashion business which is strongly connected to
the rhythms of today’s world.
You have been awarded for your entrepreneurial
achievements many times. In your own words,
what is an entrepreneur?
Although it might sound popular, I think one of
the strongest abilities it takes is multitasking: you
have to be travelling and yet be present in your
hometown, be able to envision the future still developing the present. Your company needs to be
multitasking too, moving away from the core business to enrich the image and the identity of your
industry. Moreover you really need vision and passion: passion is one of the strongest drivers for a
company today.
Trussardi is a traditional family business with almost 100 years of history. Would Trussardi look differently today if it had been in public hands?
The tradition of a family, its stories, its passion permeate any of its activities. I know the world moves
in different directions and it is very rare today to
find family owned businesses. I do not blame who
takes different routes and makes diverse choices
than ours but we are really part of our company, it
is in our DNA, it is so part of our family. We like it
«You have to be travelling and yet be
present in your hometown, be able to
envision the future still developing the
present.»
very much, we enjoy it, we think about it, we dream
about it we project us in the future. When fashion
companies become public or part of large groups
they risk to respond to the market with a cold and
detached approach. The brand risks to die. Instead,
with our energy and passion we are able to innovate constantly our identity keeping the legacy of a
century-long tradition.
Beatrice Trussardi (IT)
is Chairman and Chief
Executive Officer of
Trussardi Group, the
prestigious Italian
fashion brand. She
established initiatives which represent
excellence of products Made in Italy in
fashion, art, food and
design. She holds a
degree in business administration from New
York University.
Friday, 7 May 2010
Work Session: «Reshaping the “Made in
Italy” through innovative talents»
For the complete interview by Johannes Berchtold,
please refer to www.stgallen-symposium.org.
C
36%
36% answered that the financial sector faced the
biggest challenge.
29%
29% of those asked also plan to work in the financial sector.
12
6–7 MAY 2010
13
Cluster D: Entrepreneurial
environment
Paul Bulcke (BE)
is Chief Executive
Officer of Nestlé
S.A., a multinational
nutrition, health and
wellness company
with over 280’000
employees worldwide.
Holding various positions with Nestlé S.A.
for over 30 years, he
received a postgraduate degree in commercial engineering from
the Vlerick Management School.
Friday, 7 May 2010
Keynote Address:
«Entrepreneurial
change in continuity»
Work Session:
«Values and value: the
CSV concept»
D
Introduction: Each entrepreneurial activity takes place under conditions set by
society and the political system. The world of politics and the world of the entrepreneur are not separate entities; depending on the prevailing economic and
political circumstances, to a greater or lesser degree they merge. The political
reactions to the economic crisis show how precarious this relationship can be.
That being said, entrepreneurs must always be critical about the desire of politics
for authoritative controls. Cluster D will take a critical look at the economic and
sociopolitical impact of political concepts designed to handle crises.
Paul Bulcke
Alignment and motivation in an entrepreneurial environment
People are the company, they drive everything:
products, brands, innovation, and also how the
company links up with society at large, what we
call “Creating Shared Value”. They are our most important competitive advantage.
Our roadmap gives us strategic direction and
alignment, which is so necessary in a complex and
decentralised entrepreneurial structure like ours.
We do not want to organise and control only topdown. We believe that if you have a clear purpose,
clear direction, and the right people in place – then
you can mobilise the full potential of the people
by delegating and empowering them. We want
the decision-making to be as close as possible to
the reality of the markets we are working in. This
self-starters of – their environment. We want to
further increase intensity in our organisation; we
want to encourage people who, when they see an
even small decrease in market share, want to fight
to take it back.
For this, it is also very important to link the performance of people with reward and recognition
more directly. We have taken very important steps
«We want our people to feel a sense of
entrepreneurship, that they own – and
are the self-starters of – their environment.»
in this direction. But we have to walk the fine line of
not having people motivated only by rewards. We
want to maintain our basic philosophy – that people
are here for the long run, that they are here because
reward and recognition more
they identify with the values, mission and vision of
this company.
directly.»
Nestlé is a successful company; it will remain
creates an environment where people feel that competitive and successful if we continue with our
they have an interesting job, that what they do is ability to fully mobilise the potential of our people,
aligned with the company’s objectives.
motivating them to act in a forward-looking entreTo secure our future success we are constantly preneurial spirit along the lines of the strategic direcintensifying competitiveness in this organisation. tion as provided by the Group’s Executive Board.
We accelerate speed of action, proactively and
reactively. We want our people to feel a sense of
entrepreneurship, that they own – and are the
«It is also very important to link
the performance of people with
Student Voice
“Ecology is an issue that concerned me since I was a little child. The government
of my country does not have adequate measures to promote a safe environment.
In fact, recycling is an activity unknown to most people. […] I believe that in our
world that is plagued by major environmental issues, every entrepreneur should
strive to be an agent of change. An entrepreneur can do this by recognizing the
problems around him and seizing opportunities to solve them.”
Carlos Jara De
Marco (PY/US),
Fordham University, United States
Wolfgang Grupp
«Globalisation does not mean the reduction of jobs»
A social market economy means inclusion of our
fellow citizens in the work process, or – to put it
in other terms – caring creates jobs! Responsibility
and the performance of entrepreneurs are the sole
prerequisites necessary to ensure a functioning sector in a social market economy and, consequently,
also the guarantors of secure jobs or a positive
business location.
It is therefore the duty of entrepreneurs to exploit favourable foreign production locations in a
«A country that relies 86% on export
cannot sustain itself for the future
without factories and workers.»
manner that, rather than reducing jobs at home,
contributes to the strengthening of these jobs domestically. Standard products or mass-produced
products cannot be manufactured in the long-term
in a high-wage country and should be discontinued
or relocated in good time. However, technologically-superior products should not be relocated and
must be manufactured in our high-tech country to
prevent the irretrievable loss of our know-how!
A country that relies 86% on export cannot sustain itself for the future without factories and workers! The strength of a company therefore does not
lie in that which it has others produce for it, but exclusively in that which it can produce itself! Entrepreneurs therefore must continuously recognise
and keep pace with the changing times! Globalisation does not mean the reduction of jobs domestically and creation of others abroad. Globalisation
represents a major opportunity for the exploitation of mutual strengths.
We need to manufacture appropriately superior products with our know-how, while low-wage
countries should manufacture mass-produced products (i.e. less expensive products) with their knowhow. This division of labour or exploitation of
mutual strengths is what I call globalisation!
Growth in a high-wage country does not mean
increasing volumes, but rather product growth
(i.e. products must be of greater superiority and
value), and this requires suitably-trained and, naturally, higher-paid employees!
Consistent adaptation to this change is our responsibility as entrepreneurs!
two-thirds believe that states
often fail on decisive issues.
often
Often
Rarely
No answer
6–7 MAY 2010
Wolfgang Grupp (DE)
is Managing Director
of TRIGEMA GmbH
& Co. KG, Germany’s
largest manufacturer
of sports and leisure
clothing. A strong
supporter of products
Made in Germany,
he plainly advocates
German labour force.
He graduated from the
University of Cologne
with a degree in business administration.
Friday, 7 May 2010
Work Session: «Verantwortung und Leistung
der Unternehmer sind
Voraussetzung für
sichere Arbeitsplätze»
D
14
15
«I do not know
anywhere else like
this in the world
and that is why I
come over and over
again, year after
year.»
Peter Day, BBC News
Topic Leader
Topic Leaders
Leaders of Tomorrow
Topic Leaders
Leaders of Tomorrow
Topic Leaders act as ambassadors of the St. Gallen Symposium and through their presence and role promote dialogue between the generations. In doing so, they bring together the Leaders of Today and the
Leaders of Tomorrow. Whether as session hosts, as someone to ask thought-provoking questions or as
interesting discussion partners in the informal setting of social events, the role of the Topic Leaders is to
build bridges between the various participant groups throughout the event. Every year, the St. Gallen
Symposium invites around 20–30 renowned experts to perform this role. This year, the following Topic
Leaders will join the anniversary symposium:
The St. Gallen Symposium is the leading platform for intergenerational dialogue. It is the Leaders
of Tomorrow who make the St. Gallen Symposium a truly unique occasion. Emerging, inspiring and
ready to embrace the world from their own point of view, the Leaders of Tomorrow come from various
backgrounds. Students are required to show their proficiency through the largest competition of its
kind, the St. Gallen Wings of Excellence Award, and the 100 most outstanding authors are invited to
St. Gallen. Yet another 100 Leaders of Tomorrow are selected from a rich source of young researchers
and entrepreneurs who have already proven their skills. They show a strong affinity to the topic of the
St. Gallen Symposium. Here are two portraits of Leaders of Tomorrow:
Prof. Dr. Dr. Ann-Kristin Achleitner (DE), Scientific Director, Center for Entrepreneurial and Financial Studies
(CEFS), Technische Universität München
Dr. Steven Althaus (DE), Head Global Brand Management, Allianz SE
Cansen Basaran Symes (TR), Territory Senior Partner, PricewaterhouseCoopers Istanbul Office
Dr. Thomas Borer-Fielding (CH), Dr. Thomas Borer-Fielding Consulting
Dr. David Niklaus Bresch (CH), Head Sustainability and Emerging Risk Management, Swiss Re
Max Burger-Caldéron (CH), Chairman, Golien Ltd.
Heinrich Christen (CH), Partner, EMEIA Medical Devices Leader, Ernst & Young Ltd.
Ipeknur Cem Taha (TR), Presenter, “Global Leaders”
Prof. Dr. Stephan Chambers (GB), Chairman, Skoll Centre for Social Entrepreneurship, University of Oxford
Victor Chu (CN/GB), Chairman, First Eastern Investment Group
Peter Day (GB), Business Correspondent, BBC News
Peter Englisch (DE), Partner, Ernst & Young AG
Leonhard H. Fischer (DE), Chief Executive Officer, RHJ International SA
Prof. Dr. Christoph Frei (CH), Academic Co-Director International Affairs, University of St. Gallen
Victor Zhikai GAO (CN), Executive Director, Beijing Private Equity Association
Misha Glenny (GB), Author
Yoshinori Imai (JP), Vice President, NHK Japan Broadcasting Corporation
Prof. Yoko Ishikura (JP), Professor for International Business Strategy, Hitotsubashi University
Dr. Urs Landolf (CH), Partner, Tax & Legal Services, PricewaterhouseCoopers Ltd.
Moky Makura (NG), Managing Director, MME Media
Dr. Ebenezer Mireku (GH), Managing Director, Peatrak Ltd.
Dr. Joseph A. Stanislaw (US), Founder & Chief Executive Officer, The JAStanislaw Group, LLC
Rintaro Tamaki (JP), Vice Minister of Finance for International Affairs of Japan
Dr. Hiroshi Tomono (JP), Representative Director & President, Sumitomo Metal Industries, Ltd.
Dr. Bert W. M. Twaalfhoven (NL), Honorary President, European Forum for Entrepreneurship Research
Phiroz Vandrevala (IN), Executive Director & Head Global Corporate Affairs, Tata Consultancy Services Ltd.
Dr. Klaus W. Wellershoff (DE), Chief Executive Officer, Wellershoff & Partners Ltd.
16
Swaminathan Sekar
Swaminathan Sekar, born in 1984, is currently enrolled at the Massachusetts Institute of Technology
(MIT), United States. He finished his four years Bachelor programme at the Nanyang Technological University in Singapore. Commanding profound technological background knowledge, he qualified through the
St. Gallen Wings of Excellence Award by demonstrating how entrepreneurial spirit can create social
value. Together with his team at the
MIT, he focuses on the need for literacy,
«I had a vision – to change the world using techhealth and economic awareness of fracnology, one village at a time. I would like to share
tured societies across India. In his
this vision, its relevance and need in today’s world
contribution, he addresses the basic
need for literacy using the most adoptwith peer leaders at the St. Gallen Symposium.»
ed technology, a mobile phone, to empower communities to learn how to read and write. Celedu (Cellular + Education), a practical ground level
initiative, has already touched several thousand women in rural India and will touch millions more.
Swaminathan Sekar
(IN), Ph.D. student at
the Massachusetts
Institute of Technology
(MIT)
Therese Albrechtson
Therese Albrechtson, born in 1985, is a young entrepreneur from Sweden who has already made her
first successful entrepreneurial experiences. She is the founder and owner of Albrechtson Holding AB,
Greyzone AB, Iboards AB, and Bodyguard Säkerhetsprodukter AB, which she sold in 2008. Her original
plan was to study at the Business University in Stockholm. After
being accepted, she changed her mind and decided to head in a
«It will be exciting to
different direction, the world of entrepreneurship. Although bemeet similar people as
ing very successful, she never stopped her studies and is currently
myself from different
taking several courses in leadership and economical theory at IHM
Business School. Besides her education, she enjoys to exchange her
countries and markets.»
experience with others, giving courses in enterprising and entrepreneurship. Furthermore, she writes articles, chronicles, debates and blogs for newspapers, magazines
and company sites. Her dedication for entrepreneurship does not just end there since she is also very
active in the organisation for young entrepreneurs in Sweden and supports several voluntary projects
initiated by the Swedish government.
6–7 MAY 2010
Therese Albrechtson
(SE), Founder and
Managing Director of
Albrechtson Holding
AB
Programme
Programme
Programme
Plenary Sessions
Plenary Sessions
Session
Work
Sessions
Lunch
Wednesday, 5 May 2010
Background
Sessions
Session
Plenary Sessions
Session
Work
Sessions
Background
Sessions
Session
Panel Winner
with thePanel
Awardees
St. Gallen Wings of Excellence Award
Background
Sessions
Plenary Sessions
Session
Plenary Sessions
Session
Dinner Nights
&
Open House Night
International Buffet
&
Anniversary Party
Friday, 7 May 2010
Afternoon
Lunch
Work
Sessions
Work
Sessions
Dinner for the
Background
Sessions
Session
Morning
Plenary Sessions
Session
Evening
17
Work Sessions
On both days of the symposium, Plenary Sessions
will be held in which prominent speakers will introduce the major topics, discuss controversial issues
and provide impetus for the upcoming sessions. A
distinction is made between the Keynote Address,
the Keynote Panel and the One-on-One. The sessions
will be moderated by a chairman to ensure the participants are constantly involved in the discussion.
Keynote Address
In Keynote Addresses, distinguished speakers will explain their ideas and consider the questions currently at issue in front of the large audience. A constructive exchange of views will be fostered from the
assembly, which has the opportunity to take part in the discussion being moderated by the chairman.
Keynote Panel
Under the guidance of an experienced moderator, a group of three to five speakers will engage in a lively
debate on a specific topic. The participants on the panel will articulate their positions and thoughts from
different angles and enlarge upon the topic in a differentiated way. The panel will be opened up afterwards to all participants in the audience.
One-on-One
With the One-on-One, a new session format will be introduced in the programme of the 40th St. Gallen
Symposium. This investigative question and answer session between a high-profile speaker and an experienced interviewer distinctively differs from the other Plenary Sessions. In a One-on-One, the speaker
will be challenged on specific topics and critically questioned on his positions.
The Work Sessions are the core element of the
St. Gallen Symposium. They complement and expand on the Plenary Sessions and allow participants to directly exchange their opinions and experiences. In groups of 25–30 participants, the Work
Sessions provide the opportunity to take part in intense debates with the aim of developing concrete
proposals for solutions.
Background Sessions
The Background Sessions aim to convey background information on issues not directly related
to the annual topic of the St. Gallen Symposium.
They address both current affairs and questions
from ongoing debates in the fields of business and
economics. The Background Sessions give participants the opportunity to acquire knowledge in a
compact form.
6–7 MAY 2010
18
19
20
Plenary Sessions
Morning & Evening
08.00–08.05
Chairman’s Statement
08.05–08.15
Welcome Address
08.15–08.30
Impulse Address
08.30–09.30
Panel
Chairman: Lord Griffiths of Fforestfach (GB), Vice Chairman,
Goldman Sachs International
For the 12th time, Lord Griffiths of Fforestfach will lead through the programme of the St. Gallen Symposium’s opening day.
Dr. Josef Ackermann (CH), Chairman of the Management Board,
Deutsche Bank AG
Dr. Josef Ackermann, Chairman of the Board of Trustees of the St. Gallen Foundation for International Studies, welcomes the audience
to the anniversary symposium.
Angad Paul (GB), Chief Executive Officer, Caparo Group Ltd
Getting the debate started
Angad Paul will introduce into the topic and show just how broad and contradictory perceptions on entrepreneurship can actually be.
His comments will launch the debate and prompt questions that will be taken up again throughout the symposium.
M. Shafik Gabr (EG), Chairman & Managing Director, ARTOC Group
for Investment & Development; Christian von Koenigsegg (SE),
Founder & Chief Executive Officer, Koenigsegg Automotive AB;
Hiroshi Mikitani (JP), Chairman & Chief Executive Officer, Rakuten Inc.
The entrepreneur: visionary,
innovator, superman?
At first sight, there can be little doubt of what an entrepreneur is. He takes risks, turns visions into reality and has a keen instinct for
detecting opportunities. Besides this, huge hopes are pinned on him in times of crisis. But the term “entrepreneur” generally defies a
clear-cut definition. What does it actually mean to be an entrepreneur? What should we expect from them? Ultimately, it is what they
do that matters, and not what they are called.
Choose your future
For the very first time, BBC World Service will be recording a session at the St. Gallen Symposium to be broadcast on 15 May 2010. An
intimate observer of St. Gallen for many years, Peter Day will be asking his panel and the mixed crowd of experienced business leaders and ambitious students: What should I do with the rest of my life? It is a debate that touches the key concerns of the St. Gallen
Symposium.
Whether a family business or
listed company: the pride and
prejudice of entrepreneurship
There is a strange but commonly-held belief that real entrepreneurship can only be found in privately or family-owned businesses.
Equally, the capability of publicly-owned companies to pursue long-term strategies is often denied. As dubious as these claims are,
they should be examined more thoroughly. On the panel, much-loved prejudices about the range of entrepreneurial activities will come
under scrutiny.
BREAK
10.30–12.00
Panel
BBC Global Debate
with Peter Day (GB) from the St. Gallen Symposium
LUNCH followed by WORK and BACKGROUND SESSIONS
18.00–19.30
Impulse Addresses
& Panel
Sanjiv Goenka (IN), Vice-Chairman, RPG Enterprises;
Dr. Jürgen Hambrecht (DE), Chairman of the Board of Executive
Directors, BASF SE; Dr. Andreas Jacobs (DE), Chairman of the Board,
Barry Callebaut AG; Robert Peugeot (FR), Chairman & Chief Executive
Officer, Société Foncière, Financière et de Participations FFP
The official programme will be followed by Dinner Nights and the
Open House Night in the City of St. Gallen.
6–7 MAY 2010
21
Work Sessions Part 1
Work Sessions Part 2
14.00–15.30
16.00–17.30
22
Hiroshi Mikitani (JP), Chairman & Chief Executive Officer, Rakuten Inc.
Growth and strategy of a Japanese internet giant
Dinesh Dhamija (GB), Founder & Chairman, Copper Beech Group
Creating wealth through entrepreneurship
Samih Sawiris (EG), Chairman & Chief Executive Officer, Orascom Development Holding AG
How I am doing it my way
Joachim Schoss (DE), Founder & Foundation Board President, MyHandicap.com
Charity is good, impact is better
Amir Kassaei (AT), Chief Creative Officer, Doyle Dane Bernbach Group GmbH
“It isn’t the mountains ahead to climb that wear you out; it’s the pebble in your shoe!”
Christian von Koenigsegg (SE), Founder & Chief Executive Officer, Koenigsegg Automotive AB
How to create multiple interacting complex technical solutions with an engineering team of 10 people
Morten Lund (DK), Entrepreneur
Building is the real fun
tbd
tbd
M. Shafik Gabr (EG), Chairman & Managing Director, ARTOC Group for Investment & Development
Social entrepreneurship – only for real entrepreneurs
Simon de Pury (CH), Chairman, Phillips de Pury & Company
Translating works of art into value
Gautam Thapar (IN), Chairman & Chief Executive Officer, Avantha Group
Indian entrepreneurship – illusion or reality
Ron Stamp (CA), President, Iceberg Canada Corporation
The dawn of a new ice age
Prof. Dr. Urs Fueglistaller (CH), Managing Director of the Swiss Research Institute of Small Business
and Entrepreneurship (KMU-HSG), University of St. Gallen
Unternehmerische Mitarbeiter als „agents of change”
Ümit Boyner (TR), President of the Board of Directors, Turkish Industrialists’ and Businessmen’s
Association (TÜSIAD)
Turkey: economic and political transformation
Dr. Jean-Daniel Gerber (CH), State Secretary & Director, State Secretariat for Economic Affairs of
Switzerland (SECO)
Migration – a precondition for entrepreneurial success
William H. Saito (JP/US), Advisor for Start-ups, Innovation Center for Start-ups (INCS), National
Institute of Advanced Industrial Science and Technology (AIST)
Economic and political crises: the perfect storm for innovation to thrive
6–7 MAY 2010
23
Friday, 7 May 2010
Friday, 7 May 2010
24
Friday, 7 May 2010
Plenary Sessions
Morning
08.00–08.10
Chairman’s Statement
08.10–08.40
Keynote Address
08.40–09.40
Panel
Taking over from Lord Griffiths of Fforestfach, Mark Medish will be chairing the Friday programme of the 40th St. Gallen Symposium.
Chairman: Mark C. Medish (DK/US), Visiting Scholar, Senior Adviser,
Carnegie Endowment for International Peace
Paul Bulcke (BE), Chief Executive Officer, Nestlé S.A.
Entrepreneurial change in
continuity
Change at Nestlé is result-oriented and meant to generate a long-term success story. This is based on continuous and intensive work
to maintain focus, adapting action according to new realities, re-enforce strengths and work on weaknesses before they become a
problem. The Keynote Address will show how this is done.
Doris Leuthard (CH), President of the Swiss Confederation;
Christine Lagarde (FR), Minister for the Economy, Industry and
Employment of France; Sheikha Lubna bint Khalid Al Qasimi (AE),
Minister of Foreign Trade of the United Arab Emirates
The state is not enough
The era in which enterprise held sway is clearly over. The state has put itself back in the driving seat after businesses around the world
have dramatically exposed their weaknesses. Many query this resurgence after a long period of extensive liberalisation and suspect
the dawn of a new era of big government. This prompts the question of whether the state is fit to take on responsibilities which only
entrepreneurs are usually able to assume.
WORK and BACKGROUND SESSIONS followed by LUNCH
Patrouille Suisse at the
Distinctly marking a unique and unforgettable part
of the anniversary symposium, the International
Students’ Committee (ISC) has the honour of welcoming the Patrouille Suisse, the famous aerobatic
team of the Swiss Air Force, to entertain both the
participants of the St. Gallen Symposium as well as
all residents in the entire area for the performance
of two exceptional show acts on each day of the
symposium.
To the world, the red flag with the white cross
has always been a symbol of neutrality, reliability, professionalism, precision and commitment.
It is these values that the Patrouille Suisse and its
red-white Tiger jets symbolise in the sky over Switzerland and Europe. Enjoyable for everyone in or
around St. Gallen, the Patrouille Suisse will engage
in the symposium’s programme by flying on both
Thursday, 6 May 2010, and Friday, 7 May 2010,
from each 1:30–2:00 p.m.
© 2010 – Swiss Air Force
6–7 MAY 2010
25
Friday, 7 May 2010
Friday, 7 May 2010
26
Friday, 7 May 2010
Plenary Sessions
Afternoon & Evening
14.00–14.45
One-on-One
Peter R. Voser (CH), Chief Executive Officer, Royal Dutch Shell plc.
14.45–15.15
Keynote Address
Prof. Kishore Mahbubani (SG), Dean & Professor in the Practice of
Public Policy, Lee Kuan Yew School of Public Policy, National University of Singapore
15.15–16.30
Award Ceremony
& Panel
Panel with the Awardees of the St. Gallen Wings of Excellence
Award; Chairman: Prof. Dr. Georg F. von Krogh (NO), Professor of
Strategic Management and Innovation, ETH Zurich
Joseph Stanislaw, Founder & Chief Executive Officer of The JAStanislaw Group LLC, takes on the Swiss national and CEO of Shell, Peter
Voser, in this newly-created “One-on-One” debate. The investigative interview will address the question of the degree to which a large corporation can live up to the claim of pursuing entrepreneurial ideas. Let us hear whether the CEO of one of the world’s biggest
companies believes that corporate entrepreneurship has become a reality, or whether it is a mere pie in the sky.
The next tsunami:
Asian entrepreneurship
The spectacular performance of Asian economies, the explosion of Asia’s middle class and higher education in Asia and the consequent cultural renaissance will combine to produce a global tsunami of Asian entrepreneurs. Even in California, the hotbed of entrepreneurship, Indians and Chinese have played a key role. And many more Californians will be created by the new waves of Asian entrepreneurs.
The three winners of the St. Gallen Wings of Excellence Award 2010 will take centre stage and present their ideas on this year’s topic.
A traditional highlight of the St. Gallen Symposium, the award panel turns the spotlight on the Leaders of Tomorrow and provides
them with an exclusive forum for their debate.
BREAK
17.15–17.45
Keynote Address
17.45–19.15
Panel
19.15–19.45
Keynote Address
19.45
Closing Statement
Morten Lund (DK), Entrepreneur
Entrepreneurship – there is
nothing to be afraid of
Entrepreneur and seed investor Morten Lund, best known for having co-invested in the VoIP service Skype, will take the audience on
a journey through the rollercoaster life of an entrepreneur.
Panel: Prof. Lord Giddens (GB); Mati Kochavi (IL), Chairman, AGT
International; Dr. Notker Wolf (DE), Abbot Primate of the Order of
Saint Benedict; Jason George (US), Leader of Tomorrow
What’s in store for the next
decade?
Charting the course for the next decade means reaching agreement on the issues that matter. That is where problems usually start.
Will it be climate change and security, the two blockbusters of the last decade? Or should we brace ourselves for a greater role to be
played by the state? Besides, a debate on shared values is being raised by different areas of society. And the next generation has its
own agenda too. The panel will be opened by Prof. Lord Giddens with an Impulse Address under the heading “Chaos often breeds life,
when order breeds habit”.
Prof. Niall Ferguson (GB), Laurence A. Tisch Professor of History,
Harvard University, & William Ziegler Professor of Business Administration, Harvard Business School
Max Schmidheiny
Keynote Address
Impulse Address: Prof. Lord Giddens (GB), Professor Emeritus at the
London School of Economics and Political Science
This Keynote Address is under the patronage of the Max Schmidheiny Foundation, created in 1978 by the Swiss entrepreneur
Dr. h. c. Max Schmidheiny (1908-1991), one of the first and staunchest benefactors of the St. Gallen Symposium. The Max Schmidheiny
Foundation promotes endeavours towards the preservation and further development of a free economic and social order.
Member of the 40th International Students’ Committee (ISC)
The official programme will be followed by the International Buffet
and the Anniversary Party.
6–7 MAY 2010
27
Friday, 7 May 2010
Friday, 7 May 2010 / Background Sessions
28
Friday, 7 May 2010
Work Sessions
10.15–11.45
Jorge Paulo Lemann (BR), Entrepreneur
Being a life-long entrepreneur: a story of success and failure
Doris Leuthard (CH), President of the Swiss Confederation
How can the state and the private sector work together towards ensuring a prosperous future?
Herman Mashaba (ZA), Executive Chairman, Lephatsi Investments (Pty) Ltd.
How entrepreneurs can help to break the scourge of poverty in Africa
Paul Bulcke (BE), Chief Executive Officer, Nestlé S.A.
Values and value: the CSV concept
Suhas Gopinath (IN), Chief Executive Officer & President, Globals Inc.
Leadership with passion
Wolfgang Grupp (DE), Owner & Chief Executive Officer, TRIGEMA GmbH & Co. KG
Verantwortung und Leistung der Unternehmer sind Voraussetzung für sichere Arbeitsplätze
Hendy Setiono (ID), Founder & Chief Executive Officer, PT. Baba Rafi Indonesia; Leslie Silverglide (US),
Co-Founder, Chief Development Officer & Chief Sustainability Officer, Mixt Greens, Inc.
From zero to hero: how to build a business from scratch
John Kornblum (US), Former United States Ambassador to Germany
Why is America perceived to be entrepreneurial?
Bülent Çelebi (US), Chairman & Chief Executive Officer, AirTies
To differentiate is half way through success
Background Sessions
Judy Leissner (CN), Chief Executive Officer, Grace Vineyard
The Chinese wine story – bringing traditional industry into a new market
Beatrice Trussardi (IT), President & Chief Executive Officer, Trussardi S.p.A.
Reshaping the “Made in Italy” through innovative talents
14.00–15.30
Current Affairs
16.00–17.30
Current Theories
Public Session
Lord Griffiths of Fforestfach (GB), Vice Chairman, Goldman Sachs International;
Kaspar Villiger (CH), Chairman, UBS AG
Paradise lost – new ethics in global banking
Dominic Barton (CA), Managing Director, McKinsey & Company
What comes across my desk
Friday, 7 May 2010
10.15–11.45
Current Theories
6–7 MAY 2010
Olaf Storbeck (DE), International Economics Correspondent, Handelsblatt GmbH
Handelsblatt session on current economic theories
29
International Students’ Committee (ISC)
St. Gallen Foundation for International Studies
International Students’
Committee (ISC)
The International Students’ Committee (ISC) is an independent student initiative at the University of
St. Gallen. Every year, a team of about 25 students brings enthusiasm and exceptional personal commitment to the challenging mission of organising a successful St. Gallen Symposium. As well as designing and planning the symposium, the student team is especially involved with the development of the
conceptual framework and content of the “3 Days in May”. It decides on the key themes and fosters contacts with the Circle of Benefactors, selected speakers and key figures in business, science, politics and
society as a whole. It also maintains links with media representatives and leading universities around
the world.
St. Gallen Foundation for
International Studies
The activities of the student Organising Committee, the composition of which changes every year, are
guided by the St. Gallen Foundation for International Studies. This combination of student responsibility
and professional guidance is vital to the long-term success of the St. Gallen Symposium. The foundation
assists the ISC-Team in its task of developing the conceptual framework and content, and also plays its
part in the strategic development of the symposium. Moreover, the Board of Trustees supervises the deployment and efficient use of available resources. Besides its commitment to the St. Gallen Symposium,
the foundation devotes its attention to other international projects at the interface between business
and society.
Alexander Biner (CH/US)
MS Management Service AG
St. Gallen
Prof. Dr. Peter Gomez (CH)
Executive School of Management,
Technology and Law
University of St. Gallen
St. Gallen
Bénédict G.F. Hentsch (CH)
Banque Bénédict
Hentsch & Cie SA
Geneva
Members of the 40th ISC-Team
Richard Allemann (CH)
Felix Baumann (DE)
Dominik Biedermann
(CH/DE)
Max Diez (DE)
Claudio Furter (CH)
Peter Gerckens (DE)
Livia Höhener (CH/US)
Clemens Holzer (AT/FR)
Sebastian Kress (DE)
Simon Kreuz (DE)
Adrian Lüthge (DE)
Laurenz Meckl (DE)
Yves Reust (CH)
Christian Rundquist (CH)
Samuel Scheer (AT/CH)
Sebastian Schmidt (DE)
Martin Schmitz-Dräger
(CH/DE)
Andreas Schulze (DE)
Garry Spanz (DE)
Christoph Stübi (CH/SE)
Lasse Stünitz (DE)
Philippe Teissonnière
(FR/IT)
Sarah Vettiger (CH)
Richard Westerkamp
(DE/NL)
Tobias Wolf (CH/DE)
Head of the
Organising Committee
Nicole Fässler (CH)
Maximilian Jellinek (DE)
Can Schnigula (DE)
Karin Keller-Sutter (CH)
State Counselor
Canton of St. Gallen
St. Gallen
Walter Kielholz (CH)
Swiss Re
Zurich
6–7 MAY 2010
Foundation
Team
Chief Executive Officer
Philip Erzinger (CH/DE)
Senior Vice President
Jutta Schläpfer-Elsässer
(CH/DE)
Vice President
Dr. Johannes Berchtold
(CH)
Executive Assistant
Carmen Püntener (CH)
Leaders of Tomorrow
Rolf Bachmann (CH)
Board of Trustees
Chairman
Dr. Josef Ackermann (CH)
Deutsche Bank AG
Frankfurt (Main)
30
Dr. Nicola Leibinger-Kammüller (DE)
TRUMPF GmbH + Co. KG
Ditzingen
Manfred L. Mautner Markhof (AT)
Malun GmbH
Vienna
Prof. Dr. Ernst Mohr (DE)
President of the
University of St. Gallen
St. Gallen
Peter M. Schmidhuber (DE)
Former member of the European
Commission
Munich
Dr. Ralph Schmitz-Dräger (DE)
Arcron AG
Zurich
Dr. Gerhard Schwarz (CH)
Neue Zürcher Zeitung
Zurich
Assistant
Tanja Knup (CH)
Secretariat
Stephanie Rettenmund
(CH)
IT Strategy
Arjun Muralidharan
(CH/IN)
Special
Advisors
Singapore
Alexander C. Melchers
(CH/DE/SG)
C. Melchers GmbH & Co.
Japan
Yuji Suzuki (JP)
Credit Suisse Group
China
Dr. Jianzhong Yao (CH/CN)
Swiss Re
31
Circle of
Benefactors
Benefactors
The ISC is thankful to be able to count on the support of its Circle of Benefactors comprising some
350 major companies around the world. The circle is of crucial importance to the financing of the
St. Gallen Symposium and ensures the continuity of the initiative. Its members enter into a long-term
partnership with the ISC based on a shared commitment to the basic idea of intergenerational, intercultural and interdisciplinary dialogue. The ISC is also grateful to the many leaders of member companies who,
with their expertise and experience, make a significant personal contribution to the development of the
St. Gallen Symposium. Their regular participation in the symposium plays a decisive role in creating a
dynamic and challenging discussion on the campus of the University of St. Gallen.
Main Partners
is the official technology
consultant of the
St. Gallen Symposium
is the official ambience
partner of the
is an official transport services
partner of the St. Gallen
Symposium
is an official information
technology partner of the
is an official information
technology partner of the
is the official telecommunication services provider of the
is an official partner of the
St. Gallen Wings of
Excellence Award
is an official partner of the
St. Gallen Wings of
Excellence Award
is the official financial
services supplier of the
is the official document
services provider of the
3M (Schweiz) AG
A.T. Kearney
(International) AG
ABACUS Research AG
ABB Ltd.
Abbott AG
Abegg Holding AG
Abraxas Informatik AG
Accenture AG
ACCESS Co., Ltd.
Actieninvest AG
Acutronic Schweiz AG
Adecco S.A.
AFG Arbonia-ForsterHolding AG
Air India Schweiz
ALBA AG
Albers & Co.
Alcan Packaging
Kreuzlingen AG
ALFA Treuhand und
Revisions AG
All Nippon
Airways Co., Ltd.
Allgemeine Baugesellschaft - A. Porr AG
Allgemeines Treuunternehmen
Allianz Suisse
Altium Capital AG
American Airlines
Schweiz
Amgen (Europe) GmbH
Aquila Investment AG
Arab Bank (Switzerland)
Ltd.
Arcron AG
ARRI AG
Asamer Holding AG
Avaloq Evolution AG
Avireal AG
AWD Allgemeiner
Wirtschaftsdienst AG
Axel Springer AG
Axpo Holding AG
6–7 MAY 2010
Bain & Company
Germany Inc.
Baker & McKenzie
Rechtsanwälte
Bank am
Bellevue AG
Bank Morgan
Stanley AG
Bank of China
(Suisse) SA
Banque de
Luxembourg SA
Barclays Capital
Barry Callebaut AG
Basellandschaftliche
Kantonalbank
BD Associates - Partners
to Leaders
BDO AG
Belimo Holding AG
Berkshire Partners LLC
Berner AG
Bilfinger Berger AG
Birkigt International
Consulting & Media
GmbH
Bischoff Textil AG
Blasto AG
bmp Aktiengesellschaft
BMW (Schweiz) AG
BNP Paribas (Suisse) SA
Boehringer Ingelheim
GmbH
Booz & Company
Robert Bosch AG,
Switzerland
Robert Bosch GmbH
The Boston Consulting
Group AG (Switzerland)
Boyden Global
Executive Search
BP (Switzerland)
BrainNet Supply Management Group AG
BrainsToVentures AG
Bree Collection
GmbH & Co. KG
British American
Tobacco Switzerland
SA
BSI S.A.
BT&T Group
Bucher Industries AG
Bühler AG
Bystronic Laser AG
Cablecom
Camera di Commercio
Ct. Ticino
Capgemini Schweiz AG
Cargill International S.A.
Cargolux Airlines
International SA
Carlson Wagonlit Travel
Casinos Austria
Aktiengesellschaft
Centrum Bank AG
Cevian Capital AG
Cicor Technologies
Cilag AG
CITIC Pacific Ltd.
Clariant
International AG
Clariden Leu
CLS Communication AG
Cofra Holding AG
Commerzbank AG
Corporate Express NV
Crédit Agricole
(Suisse) SA
Credit Suisse Group
Crypto AG
CSL Behring AG
CWS-boco Suisse SA
D. Swarovski & Co.
Danzer AG
Dätwyler Holding AG
Deloitte AG
Deutsche Bank AG
DEUTZ AG
Dipartimento delle
finanze e
dell‘economia del
Cantone Ticino
Dräger Safety
Schweiz AG
DZ PRIVATBANK
(Schweiz) AG
Egon Zehnder
International
Dr. Pierre Edelmann
elea Foundation for
Ethics in Globalization
Energie Wasser Bern
Ericsson AG
Ernst & Young AG
EWE Aktiengesellschaft
F. Hoffmann-La Roche
AG
Falke KGaA
FEI Capital Partners Inc.
FERAG Holding AG
FESTO AG & Co. KG
Finter Bank Zürich AG
Firmenich SA
First Eastern
Investment Group
FLM Holding AG
Flughafen München
GmbH
Flughafen Zürich AG
Forma Futura Invest AG
Franke Holding AG
Fritz Carl Willhelm
Stiftung
Gallus Holding AG
Christophe R. Gautier
Geberit
International AG
Gebrüder Weiss GmbH
General
Oriental Pte. Ltd.
32
33
Generali (Schweiz)
Holding AG
Georg Fischer AG
Givaudan SA
Glatz AG
GlaxoSmithKline
GmbH & Co. KG
Glencore
International AG
Goldman Sachs
International
Grass Valley Germany
GmbH
Graubündner
Kantonalbank
Groz-Beckert KG
Guldborg
International
Gurit Services AG
Prof. Toyoo Gyohten
Dr. Bjørn Johansson
Associates AG
JPMorgan
JT International S.A.
Juergens Management
Consultants GmbH
Bank Julius Bär
Jura Elektroapparate AG
Juvena
(International) AG
Kaba Holding AG
Kaiser Ritter Partner
Karl Storz
GmbH & Co. KG
Karl-Heinz Kipp
KPL International
Limited
KPMG Schweiz
L‘Oréal Suisse SA
Habib Bank
AG Zurich
Hans Huber
Hansa AG
HanseMerkur
Versicherungsgruppe
Hathon Holding AS
HBM Partners
Helbling Holding AG
Helvetia
Hermann Pfanner
Getränke GmbH
Hewlett-Packard
(Schweiz) GmbH
HIAG AG
HILTI AG
Holcim Ltd.
Homburger AG
Horizon21 AG
HSBC Private Bank
(Suisse) SA
Huber + Suhner AG
La Roche & Co
Banquiers
Landesbank BadenWürttemberg
LB (Swiss)
Privatbank AG
LEGIC
Identsystems AG
Lenz & Staehelin
Lenzing Aktiengesellschaft
Liechtensteinische
Landesbank AG
Lienhard Office Group
Lindt & Sprüngli
(Schweiz) AG
Linz Textil Holding AG
Lombard Odier Darier
Hentsch & Cie
Lonza Group AG
LSG Lufthansa Service
Holding AG
Lyreco AG
IBM (Schweiz) AG
IDENTA Ausweissysteme GmbH
Implenia AG
IngCH Engineers Shape
our Future
Investkredit Bank AG
Ivoclar Vivadent AG
Jansen AG
Jebsen & Co. Ltd.
Maerki, Baumann &
Co. AG
Malik Management
Zentrum St. Gallen AG
Malun GmbH
Man Investments AG
Mangrove Capital
Partners
Manor AG
Martel AG St. Gallen
Oki Matsumoto
McKinsey & Company
Merck Serono
International SA
Mercuria Energy
Trading S.A.
Merifin Capital
Merrill Lynch Capital
Markets AG
METALL ZUG AG
Microsoft Schweiz
GmbH
Mikron Technology
Group
Model Holding AG
Dr. Christoph M. Müller
Müller-Möhl Group
Namics AG
NEOPERL
International AG
Nestlé S.A.
Neutrik AG
Nicco Corporation Ltd.
Niederer Kraft & Frey
Nobel Biocare
Holding AG
The Noble Group
Novo Nordisk A/S
PricewaterhouseCoopers AG
ProCorp ASA
PSP Swiss Property AG
PubliGroupe S.A.
Radisson SAS Hotel
St. Gallen
Raiffeisen Gruppe
Ramseier Suisse AG
Rappold & Partner
Rechtsanwälte
RAUCH Fruchtsäfte
GmbH & Co
RBS Coutts Bank AG
Rek & Thomas
Medien AG
Richter + Frenzel
Ricola AG
Rieter Management AG
Rivella AG
Robust Industries AG
Roland Berger Strategy
Consultants
Rolex SA
Rotronic AG
Royal Dutch Shell plc
RUAG Holding Ltd.
SAP (Schweiz) AG
Octapharma AG
OeMAG Abwicklungsstelle für Ökostrom AG
Omya Management AG
Oracle Software
(Schweiz) GmbH
Orange Communications SA
Orell Füssli Holding AG
Orell Füssli Wirtschaftsinformationen AG
Orifarm Group A/S
Ospelt Gruppe
Otto (GmbH & Co KG)
Otto Beisheim
Holding GmbH
P. Keppler Verlag
GmbH & Co. KG
Pavatex SA
Philips AG
Phoenix Mecano AG
Pictet & Cie
Plansee Holding AG
Premchand Group
Daniel J. Sauter
Dr. Alfred R.
Schefenacker
Schenker Storen AG
Dr. h. c. Thomas
Schmidheiny
Schneeberger
Holding AG
Schober Holding AG
Monika und Wolfgang
Schürer
Die Schweizerische Post
SCOR Switzerland AG
Securitas AG
Sefar Holding AG
Sennheiser Electronic
GmbH & Co. KG
SES S.A.
SFS Holding AG
SHIKAR Group Switzerland AG
Shiyin GmbH
Siegfried AG
SIGG Switzerland AG
Sika AG
Sitecore International
Sonova Holding AG
Sony Overseas SA
St. Galler
Kantonalbank
St. Galler Tagblatt AG
Stadt St. Gallen
Stämpfli Verlag AG
StarragHeckert
Holding AG
Stichting IKEA
Foundation
Gertrud Stoll-Fein
Strategy in Motion
GmbH
Studio Hamburg
Sulzer Ltd
Yuji Suzuki
Swiss Life Holding
Swiss Prime Site AG
Swiss Re
Swisscard AECS AG
Swisscom IT
Services AG
swisspartners Investment Network AG
Symantec Ltd.
SYMA-SYSTEM AG
Syngenta
International AG
Tamedia AG
Tecan Group Ltd.
Theodor & Bernhard
Dreifuss Stiftung
Thurgauer Kantonalbank
Triumph International
Spiesshofer &
Braun KG
Tryg Vesta Group A/S
UBS AG
UMDASCH AG
Underberg AG
Unilever Schweiz GmbH
Union Bancaire Privée
USM U. Schärer
Söhne AG
Vacheron
Constantin SA
Valcambi SA
Veolia Umweltservice
Schweiz AG
6–7 MAY 2010
Verlagsgruppe Georg
von Holtzbrinck
GmbH & Co. KG
Versatel AG
Verwaltungs- und
Privat-Bank AG
Vetropack Holding AG
VICTORY Industriebeteiligung GmbH
VISCHER Anwälte und
Notare
VMIX Media, Inc.
Von Roll
Management AG
Vontobel Holding AG
walter services
Swiss AG
Wegelin & Co. Privatbankiers
Weisse Arena Gruppe
WENGER PLATTNER
Rechtsanwälte
Wetzel Holding AG
Wicor Holding AG
Willy Bogner GmbH &
Co. KGaA
Wolf Profilierwerk AG
Würth International AG
Xerox AG
XL Insurance Switzerland Ltd
Xstrata plc
Ypsomed AG
Zehnder Group AG
Zumtobel AG
Zürcher Kantonalbank
Zurich Schweiz
Zurmont Madison
Management AG
34
35
Donators
Donators
Donators
Accommodation
AARHUS Hotel
Guldsmeden
ARCOTEL Rubin
Baur au Lac
Bayer Holding Ltd.
Beach Rotana, Abu
Dhabi
Best Western Hotel am
Papenberg
Best Western Phoenix
Hotel
City Seasons Suites
Dubai
Courtyard Hannover
Maschsee
CROWNE PLAZA
Amsterdam City Centre
Crowne Plaza Hotel
Heidelberg
Crowne Plaza Salzburg
– The Pitter
Excelsior Hotel Ernst
Fairmont Dubai
Fairmont Hotel Vier
Jahreszeiten
Four Seasons Hotel
Bangkok
Four Seasons Hotel
Shanghai
Gastwerk Hotel Hamburg GmbH & Co. KG
Grand Hôtel
Stockholm
Grand Hyatt Berlin
Grand Hyatt Erawan
Bangkok
Grand Hyatt Shanghai
Grenzhof GmbH Hotel
& Restaurant
Heidelberg Marriott
Hotel
Hilton Basel Hotel
Hilton Düsseldorf
Hilton Hotel Dresden
Hotel Azenberg GmbH
Hotel InterContinental
Genève
Warszawa
Wien
Hotel Kong Arthur A/S
Hotel Landgraf
Hotel Le Palais Prague
Hotel les Nations
Hotel Novotel Katowice
Centrum
Hotel Novotel
München City
Hotel Pullman Dort mund
Hotel Rott
Hotel Schweizerhof
Zürich
Hotel Seiyo Ginza
Hotel Splendide Royal
Hotel Vier Jahreszeiten
Kempinski GmbH
Le Meridien Grand
Hotel Nürnberg
Les Jardins du
PRESIDENT
Lloyd Hotel Amsterdam
Mandarin Oriental
Singapore
Mariott Zürich
Marriott Hotel Prague
Mercure Warszawa
Grand
Polonia Palace Hotel
Principe Leopoldo &
Residence
Pudong Shangri-La
Pullman Stuttgart
Fontana
Radisson Blu Park Hotel
Radisson SAS Centrum
Hotel
Radisson SAS Scandinavia Hotel Aarhus
Savoy Baur en Ville
Scandic Helsinki Grand
Marina
Scandic Rubinen
Seaside Hotels
GmbH & Co.KG
Steigenberger Hotel
Hamburg
Stuttgart Marriott
Hotel Sindelfingen
Swissôtel Beijing Hong
Kong Macau Centre
Swissôtel Berlin
Swissôtel Singapore
The Stamford
Tata Consultancy
Services Ltd.
The Dolder Grand
The Mandala Hotel
The Peninsula Palace
Beijing
The Peninsula Tokyo
The Penz Hotel
The Ritz-Carlton Osaka
The Wesley Hotel
The Westin Tokyo
Widder Hotel Zürich
Drinks
Almdudler-Limonade
A. & S. Klein GmbH &
Co KG
Appenzeller
Alpenbitter AG
Bionade GmbH
Bitburger Braugruppe
GmbH
Brauerei
Rosengarten AG
Brauerei Schützengarten AG
Coca-Cola AG
Distillerie Etter Söhne AG
Distillerie Studer & Co AG
Diwisa Distillerie
Willisau SA
Emmi Gruppe
Feldschlösschen
Getränke AG
Heineken
Switzerland AG
Hermann Pfanner
Getränke GmbH
Illycafé AG
Kennel AG
Kindschi Söhne AG
Martel AG St. Gallen
Mosterei Möhl AG
Obrist SA Vevey
Paphos-Weine GmbH
Paulaner Brauerei
GmbH & Co KG
PERNOD RICARD
SWISS SA
Ramseier AG
RAUCH Fruchtsäfte
GmbH & Co
Red Bull AG
Rivella AG
Selecta AG
Sonnenbräu AG
Underberg AG
Vinum SA
Weingut Witwe
Dr. H. Thanisch, Erben
Müller-Burggraef
Weinkellereien Aarau
Wild Flavors
(Schweiz) AG
Financial
Contributions
Berndorf Aktiengesellschaft
Max Schmidheiny
Stiftung
Sparkasse RosenheimBad Aibling
Financing of Student
Participants
ABACUS Research AG
Abegg Holding AG
Abraxas Informatik AG
ACATIS Investment
GmbH
Acutronic Schweiz AG
Albers & Co.
Allgemeine Baugesellschaft - A. Porr AG
Allgemeines Treuunternehmen
Altium Capital AG
Aquila Investment AG
Bank am Bellevue AG
Bardusch GmbH & Co.
Industriebeteiligungen
Belimo Holding AG
Berner AG
BT&T Group
Bucher Industries AG
Bühler AG
Burkhalter Holding AG
Business Club Belgium
& Luxembourg in
Switzerland
Centrum Bank AG
Chanel SAS
Cilag AG
Clariant International AG
de Pfyffer & Associés
Deutsches Aktieninstitut e.V.
Dräger Safety
Schweiz AG
EGT Holding AG
EnCana Corporation
Erdgas Zürich AG
FCW Stiftung
Ferrum AG
Geberit
International AG
Georg Fischer AG
GlaxoSmithKline
GmbH & Co. KG
Glencore
International AG
Graubündner
Kantonalbank
Holcim
(Deutschland) AG
Horizon21 AG
IngCH Engineers Shape
our Future
Investkredit Bank AG
Kasikornbank PCL
KPMG Schweiz
6–7 MAY 2010
KWC AG
Liechtensteinische
Landesbank AG
Manor AG
Müller-Möhl Group
Octapharma AG
Omya Management AG
Österreichische Industriellen Vereinigung
Österreichische
Kontrollbank AG
Österreichische
Nationalbank
Panalpina Welttransport (Holding) AG
Pfeifer & Langen KG
Pfizer AG
Plansee Holding AG
PSP Group
Services AG
Raiffeisen Gruppe
RBS Coutts Bank AG
RUAG Holding Ltd.
Semely Conseil &
Gestion SA
Fred Siegrist
Steeb Anwendungssysteme GmbH
Egon Sohmen Foundation
Sulzer Management AG
Theodor & Bernhard
Dreifuss Stiftung
Timcal Ltd.
Underberg AG
USM U. Schärer
Söhne AG
Valcambi SA
Verlagsgruppe Georg
von Holtzbrinck
GmbH & Co. KG
Wirtschaftskammer
Österreich
World-Wide Shipping
Agency Limited
Würth International AG
Xaxera GmbH
Zurmont Madison
Management AG
Food
Beck-Beck
Bindella terra vite vita SA
Bischofberger AG
Blaser Café AG
Café Conditorei
Roggwiller
Café Confiserie
Chr. Dössegger
Candrian Seafood AG
Cetra Alimentari SA
Chocolat Frey AG
Chocolats Camille
Bloch SA
Confiserie Sprüngli AG
Cruspi SA
DI BENNARDO AG
DIECI AG
Emmentaler
Switzerland
Feinbäckerei Schwyter
Florin AG
Fuchs & Co. AG
G. HENAUERS SOHN AG
Gottlieber Spezialitäten
Gustav Spiess AG
Hilcona AG
HPW AG
ISEPPI Frutta SA
Kägi Söhne AG
Kellog Schweiz AG
King’s Kurry
Konditorei-Café
Confiserie
Lorenz Bahlsen SnackWorld Holding GmbH
& Co KG
Luise Händlmaier
GmbH & Co. KG
Lustenberger & Dürst SA
LYNN + ROBERT WEDER
Mario Plachutta GmbH
McDonald’s CR, spol.
s r. o.
McDonald’s Suisse
Restaurants Sàrl
Mineralquelle
Zurzach AG
olo marzipan O. Lohner
AG
Ospelt Gruppe
Panina AG
PASTA PREMIUM AG
Peter Kölln KGaA
Sai Trader Import GmbH
Schärf Coffeeshop GmbH
Schmid Metzgerei
Strähl Käse AG
Tanner 212 & Co. AG
Tobi Seeobst AG
Uncle Ben’s
VAPIANO SE
Wm. Wrigley Jr. Company
Wolf Intersnacks
(Schweiz) AG
Zuckermühle
Rupperswil AG
Zweifel Chips + Snacks
Holding AG
Food Equipment
AMC International
Dold AG
Duni AG
Furor Gas Grill Gartenmöbel Camping
ISCO Jaques Schindler
& Co AG
Jura Elektroapparate AG
KKrapf GmbH
OTT Metalldrückerei AG
pely-plasticGmbH &
Co. KG
Schott Zwiesel
Aktiengesellschaft
Techflon Technische
Gewebe
Furnishing and
Technical Equipment
A. Müller AG
AKG Acoustics GmbH
Akris AG
atlas ag
Bayerische Massindustrie GmbH
Brütsch/Rüegger Werkzeuge AG
Conrad Electronic AG
Electrolux AG
Emil Egger AG
Eurail Group G.I.E.
Fahnen-Center
Weinfelden GmbH
Farnell AG
Gigaset Communications Schweiz GmbH
Google Germany GmbH
GOP AG
Groupe SEB Schweiz
GmbH
iPARADIGMS, LLC
Jungheinrich AG
Kingston Technology
(Schweiz)
36
37
Donators
Knürr AG
Lichtsignal HPH
Magnetism
Solutions Ltd.
MainConcept GmbH
mov.ad GmbH
netrics hosting ag
Novoglas AG
Pacovis AG
Schreinerei Innenausbau Hälg
Sem-Art AG
Sitag AG
Somorowsky GbR
Spectrum Brands
Schweiz GmbH
Sportanlage
Kreuzbleiche
Stadt St. Gallen –
Bauverwaltung
Stoll Giroflex AG
Telenor ASA
TomTom Sales B.V.
TOPKOM EVENTS GmbH
Video System Haus
Furtner
Weskamp & Partner
GmbH
ZF Electronics GmbH
Newspapers
Axel Springer
Schweiz AG
Basler Zeitung
Medien AG
Bilanz
brand eins Verlag
GmbH & Co. oHG
Business India
Czech Business Weekly
Die Presse
Espace Media AG
FOCUS Magazin Verlag
GmbH
International Herald
Tribune (Zürich) AG
L’Hebdo
L’Agefi
Münchner Merkur
Neue Zürcher
Zeitung AG
P. Keppler Verlag GmbH
& Co. KG
Paperjam
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iba ag
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k-sales.ch GmbH
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RC Ritzenhoff Cristal AG
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Adidas Sport GmbH
Beiersdorf AG
Cadbury Switzerland
Colgate-Palmolive AG
Electronic Arts Sarl
Eurail Group G.I.E.
Franckh-Kosmos Verlags-GmbH & Co. KG
IVF Hartmann AG
Juvena
(International) AG
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Lamprecht AG
Langenscheidt KG
Online Shop
www.calida.com
PEZ International AG
RECHEIS Teigwaren
GmbH
Schiesser AG
Spirig Pharma AG
The Body Shop Levy AG
Trisa AG
Transport
AS Tallink Group
Ascar AG
Austrian Airlines AG
AVIS Autovermietung AG
Basch AG
Blue1
Esso (Schweiz) GmbH
Gebrüder Weiss GmbH
Germanwings GmbH
Honda Automobiles
(Suisse) S.A.
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Larag AG Nutzfahrzeuge
LV-St. Gallen
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Österreichische Bundesbahnen-Holding AG
Peugeot (Suisse) SA
Planzer Transport AG
Renault Nissan
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Airlines
Shell (Switzerland)
Sixt Danmark A/S
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38
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Chemins de fer Belges (SNCB)
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Lines Ltd.
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6–7 MAY 2010
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Entrepreneurs – Agents of Change

Transcription

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