Henry Mintzberg at ESADE

Transcription

Honorary
Doctorate granted to
BI-MONTHLY PUBLICATION
OF THE ESADE ALUMNI
ASSOCIATION
SEPTEMBER - OCTOBER 2008
l nº 127 l 10 
Henry
Mintzberg
at ESADE
New Degrees
The Specialisterne Case
Pedro Mirosa and Alfons
Sauquet discuss what’s
new this year
Managing difference
and diversity as a
competitive advantage
001 Portada_ING.indd 1
Functional and
Sector-specific Clubs
Presenting the Marketing and
Tourism Management Clubs
7/10/08 17:14:10
La versión móvil
de Windows para
la versión móvil
de tu vida.
Puedes hacer más
con teléfonos que
utilizan Windows.
®
Descubre el Samsung Omnia
en hazmasvivemas.com
© 2008 Microsoft Corporation. Todos los derechos reservados. Los dispositivos conectados, la conectividad y otras soluciones de sincronización inalámbrica pueden requerir equipos y/o otros productos inalámbricos adquiridos por
separado (p. ej., tarjeta Wi-Fi, software de red, hardware de servidor o software redirector). Se necesitan contratar los servicios de un operador para el acceso a Internet, Wi-Fi y teléfono. Es posible que se tengan que adquirir estos
productos y servicios por separado. La funciones y el rendimiento pueden variar según el proveedor de servicios. Consulte con el fabricante del dispositivo, el proveedor de servicios y/o el departamento de TI de la empresa para obtener
detalles. Los programas (como Microsoft® Office Word Mobile, PowerPoint® Mobile, Excel® Mobile y Outlook® Mobile), características y funciones disponibles varían según el dispositivo y el sistema operativo de Windows Mobile.
ESADE_220X280_TF3.indd
1
002 Anu Microsoft.indd 3
26/9/08
6/10/08 16:51:29
12:31:33
summary
A Publication of ESADE Alumni
Av. Pedralbes, 60-62
08034 Barcelona
Tel. +34 934 952 063
www.esadealumni.net
EXECUTIVE BOARD
Germán Castejón, President
Pedro Navarro, Vice-president
Patricia Estany, Vice-president
Juan Ramírez, Vice-president
and Treasurer
Antonio Delgado, Secretary
Members: Ignacio Arbués,
Marcelino Armenter, Manuel
Brufau, Montserrat Maresch,
Cecilia Nan Yeh Chang, Marcel
Planellas, Andreu Puig, Carles
Torrecilla and Diego Torrres
ESADE Alumni Director:
Xavier Sánchez
Editorial Board:
Ferran Ramon Cortés
and Marcel Planellas
Executive Director:
Patricia Sotelo
Design and production:
BPMO Edigrup
C/ Guitard, 43, 1ª planta,
08014 Barcelona
Tel. +34 933 637 840
www.grupobpmo.com
Coordination:
Anna Aumatell and Elena
Cabezas
Art Direction:
Paula Mastrángelo
Graphic Design:
Juan Carlos Moreno
Layout:
Mónica Valladares
Language advising:
Raúl Pelegrín
Production:
Cristina Prats
Photo editing:
Carlota Prats
English translation:
Nancy Clarneau
Advertising:
Manel Carruesco
and Anna Navarro
Tel. +34 933 637 840
Legal deposit: B-6077/ 90
Distribution controlled by
Castilian Spanish: 16.750
Catalan: 14.300
English: 450
003 Sumario_ING.indd 3
Editorial
5
Networking
BUSINESS CASES LEGAL AREA ESADE ALUMNI INTERNATIONAL 6
Celebrating the second APTISSIMI awards
Interview with David Maister
REGIONAL CLUBS 8
PROFESSIONAL DEVELOPMENT FUNCTIONAL
AND SECTOR-SPECIFIC CLUBS
10
Club activities and an introduction
to the Marketing and Tourism Management Clubs
FROM ESADE ALUMNI 21
IN THE NEWS
Getting to know …
Àngel Castiñeira and Amy Leaverton
MEMBERS ONLY
NEWS FROM ESADE
24
MY OPINION
98
‘Condolences’,
by Fernando Trías de Bes
Update
and knowledge
18
The latest Matins ESADE
22 & 62
Refresher programs
Executive Education
MBA
Executive Language Center
DEBATE 42
‘Organizing global governance’,
by Luis de Sebastián
THE TALE UPDATE 56
Features
Alumni Giving Back’s raison d’être
MATINS 36
79
Exclusive financial benefits for members
Alumni Giving Back
48
ESADE
MEET THE FACULTY
68
44
Presenting ESADE’s
Career Service in Madrid
Campaign to update our data base
Professional updates from alumni
Class reunions
52
Specialisterne, managing
difference as a competitive advantage
Dossier
Henry Mintzberg, awarded
an honorary doctorate at ESADE
28
Plus ...
26
BUSINESS CLASS
77
38
FINANCIAL
SERVICES SPECIAL
82
Will the future be low cost or premium price?
TALKING TO Pedro Mirosa and Alfons Sauquet,
on what’s new this year at ESADE
10/10/08 10:46:25
INDEX
Listing of Alumni
included in this journal
4
Xavier Adserà
Mónica Afonso
Manuel Albanell
Santiago Albarracín
Jordi Alberich
Carlos Alonso
Javier Alsina
Juan Álvarez
de Lara Cabrera
Núria Amador
Santiago Anglada
José Arcos
David Arroyo
Josep Lluís Artigot
Ramon Aspa
Roser Balcells
Víctor Barajas
Sandra Barba
Olga Barberà
Bruno Batlle
Gloria Batllori
Albert Baulo
Enrique Belenguer
Marien Bellod
Javier Berruguete
Mario Bonet
Rosa Bruguera
Josep Lluis Cano
David Calvet Canut
Armand Calvo
Raimón Cambra Vergés
Elena Carrera
Ignasi Carreras
Anna Casadellà
Llucià Casellas
Xavier Castañer
Germán Castejón
Sonia Castelló
Josep Castells
Elena Castellví
Ana Castillo David Cerqueda
Margarita Cerrada Marcos Chicharro Marc Cortés
Fara Costa Àngels Creus Marbà
Francesc Cruz
Juan de Dios Aguirre
Carolina de la Calzada
Santiago del Solar
Olga Durich
Javier Espurz
Juan Fabios
Juan Fernández Laporta
Jordi Ferrer
Albert Ferrer
Conxita Folguera Joan Gaspart Bueno
Elena Garasa
Gemma García Godall
Carlos García Pons
004_Listado_ING.indd 4
CE Lic&Master 86
MBA 00
MBA 81
EDIK 98 y MDMC 03
Lic&MBA 81
PMD 04
ADE Lic&MBA 94
92
90
89
88
86
27
73
PMD 07
84
ADE Lic&Master 07
92
M. Corporate Finance 08 85
CE Lic&Master 89
13
Lic&MBA 98
83
Lic&MBA 94
89
MBA 97
66
MBA 94
90
EDIK 96
15
Lic&MD 99
45
DGM 03
73
Lic&MBA 03
72
CE Lic&Master 85
33, 65
CE Lic&Master 89
15
Dir. y Gestión en MK 86
9
MBA 01
70
DMC 02
15
ADE Lic&MBA 00
92
CE Lic&Master 87
90
Lic&MBA 90
22
Lic&MBA 91
69
MBA 79
86
Lic&MBA 83
68
ADE Lic&MBA 97
92
SEP 06
59
ADE Lic&MBA 98
70, 90
Emp. Creativa
e Innovadora 02
70
Lic&MBA 92
6
Lic&MBA 81
3, 33
Lic&MBA 08
93
CE Lic&Master 91
90
CE Lic&Master 95
90
ADE Lic&Master 06
92
Lic&MBA 98
70
ADE Lic&Master 02
92
ADE 98
86
MBA 99
12, 15
Lic&MBA 04
93
Lic&MBA 92
69
PDG 02
70
Lic&MDE 07
96
ADE Lic&MBA 95
88
Lic&MBA 03
96
MIM 92
90
Lic&MBA 93
96
MBA 99
93
MBA 76
68
MBA 00
15
ADE Lic&Master 98
92
CE Lic&Master 88 57
Dir. y Gestión Turística 02 14
Lic&MBA 03
72
Lic&MBA 94
84
EDIK 77
84
David García
Joan García
Antonio Garí
Valentí Giró
Ricardo GómezGil
Salvador Grané
Climent Guitart
José Antonio González
Javier González Álvarez
Guillermo
González-Concheiro
Óscar Hernández
Ricardo Hernando
Silvia Jarauta
Joan Juliá i Dinarés
Evarist Juncosa Ribés
Jordi Llimós
Alberto Longas
Carlos Losada
Josep M. Lozano
Ramón Malet
Sonia Manasanch
Montserrat Maresch
Alberto Marín Vidal
Alberto Martínez
Sergio Martínez
Sonia Marzo
Arturo Mas-Sardá
Ignasi Massallé
Joan Massons
José Vicente Maza
Eduard Mendiluce
Fradera
Xavier Mendoza
Joan Mercadé
Rubén Monjo Tovar
Jorge Moll de Alba Cabot
Marta Monreal
Llorenç Montaner
Diego Montañéz
Luis Montes
Xavier Moragas
Santiago Morera
Jordi Morera Conde
Eduard Moret
Hans Narberhaus
Pedro Navarro
Nuria Navarro
Javier Nieto Santa
Peter Nijssen
Enric Noguer
Juan Carlos Onieva
Alejandra Ortiz Moliné
Ramon Palacín
Sergi Pastor
Iñaki Peralta
Xavier Puche
Miren Pujol
Francesc Rabassa
Blanca Raventós
Montserrat Rius
Fermín Rivas
Andrea Rodés
MDEF 07
Lic&MBA 92
Lic&MBA 87
CE Lic&Master 87
MBA 05
ADE 98
CE Lic&Master 73
MBA 03
Lic&MBA 92
90
91
87
11
93
69
14
6
96
MBA 99
92
EDIEF 89
97
DGM 97
69
ADE Lic&MBA 97
90
Lic&Master 85
68
MBA 99
15
MDEF 07
90
MBA 07
88
Lic&MBA 79
32, 56, 58
PMD 87
59
MBA 86
73
ADE Lic&MBA 95
88
CE y MBA 87
10
CE Lic&Master 87
14
ADE Lic&Master 02
92
MBA 06
94
DMC 02
15
Lic&MBA 85
92
MBA 05
72
CE Lic&Master 66
6
MBA 87
68
MBA 97
69
Lic&MBA 79
7, 28,
DGM 94
69
PMD 06
72
Dir. y Ges. Turística 02
14
Lic&MBA 06
96
ADE Lic&Master 07
92
MBA 94
69
ADE Lic&MBA 98
15
CE Lic&Master 86
90
MBA 81
68
CE Lic&Master 90
90
DGT 99
14
MBA 94
96
MBA 67
59
Lic&MBA 95
93
CE Lic&Master 77
32
Lic&MBA 84
68
ADE Lic&MBA 93
14
EMBA 06
96
Lic&MBA 07
93
MBA 95
86
MDE 79
68
M. Gest. de Cent. Salud 00 70
ADE Lic&MBA 99
70
ADE Lic&Master 04
92
EDIK 94
69
ADE Lic&Master 06
92
Corporate Finance 05
92
EMBA 03
72
Lic&MBA 02 70
Juanjo Rodríguez
ADE Lic&MBA 97
Maravillas Rojo Torrecilla SEP 08
Eduard Ros Lic&MBA 06
Jordi Rubio
MBA 08
José María Rubiralta CE Lic&Master 66
Jordi Sainz
Lic&MBA 96
Ángel Sáiz
Lic&MBA 08
Erika Sánchez de la RodaLic&MBA 05
Juan Sanz ADE
Lic&Master 05
Alfons Sauquet
Juan Sitges
Jaime Subirana
Oriol Tapias
Eduard Tarrés
Andrea Tinagli
Ramón Tomàs
Enrique Tombas
Aranxa Torme
Roberto Torre
Carles Torrecilla
Ignasi Torredemer
Raquel Torrents
Diego Torres
Santiago Torres
Antoni Trallero
Fernando Trías de Bes
Juan Pablo
Tusquets Trías de Bes
Marcos Urarte
Roger Vall
Jordi Ventura
Pere Vallverdú Nacho Vieira Pascual
Carmen Vallés
Ainhoa Velasco
Miguel Ángel Violán
Pere Viñolas
Marc Serruya Ricard Servalós Joan Manuel Soler Pol Soler Patricia Sotelo Michael Tauber Sylvia Taudien Raúl Tejada Emy Teruel Clotilde Tesón Iván Tintoré Pepe Tomé Xavier Torra Fernando Trías de Bes Sebastián Trivière César Val Patricia Valentí Joaquín Valenzuela Juan Ignacio Vega Josep Manel Ventosa Eva Verdura Carlos Vila Juan G.Villa Josep Miquel Viñals Nicolás Williams 15
56
96
72
58
69
93
93
92
MBA 90 38, 39, 40, 57, 58
MBA 82
88
CE Lic&Master 83
88
Lic&MBA 95
85
MBA 97
90
M. C.E.M.S. 90 y SEP05 94
C.E. 80
94
Lic&MBA 90
83, 87
Lic&MBA 08
93
MDEF 06
72
Lic&MBA 96
22
EDIK 88
15
ADE Lic&Master 03
90
CE Lic&Master 88
11
Función Geren. Adm. Pub. 02 70
DAF 90
89
Lic&MBA 90
98
Lic&MBA 86
95
Control Gest. 89
68
CE Lic&Master 87
14
DGT-EP 04
14
EDIK 86 15
MBA 99
15
AGT 00
90
MBA 97
90
MMT 94
11
Lic&MBA 86
92
MIM 88
87
CE Lic&Master 77 6
Lic&MBA 68
60
Lic&MBA 94 87
MBA 02
19, 20
MBA 01
42
EDIK 88
76, 79
MBA 06
44
MBA 02
42
Dir. Finanzas 03
76, 79
Lic&MBA 01 69, 78, 79
DGM 06
79
EDIK 84 73
Lic&MBA 90 9, 98
MBA 03
42, 43, 44
EMBA 05 79
MBA 02
19, 20
DIN 02 52, 53, 54
MBA 03
43
Dir. Finanzas 01
76, 79
MBA 05
44
MBA 04
8
MBA 00
40
Lic&MBA 91 77
MBA 00
40
8/10/08 13:29:58
Editorial
The crisis and you
S
ince the financial crisis began over
a year ago, the level of risk and
uncer tainty has steadily increased.
No longer does anyone doubt that we are
experiencing a crisis of great magnitude,
which will have great impact on both the
current economic situation as well as the
world’s financial system. A crisis that will
be studied in the histor y books. But by
then it will all be over. Today, business
and organizational managers must make
decisions in the midst of uncer tainty and
at the height of crisis-related risk. This is
when the value of managerial talent and
entrepreneurial spirit is even greater. The
value of belonging to networks also rises.
And being up to date becomes critical,
both in one’s knowledge base as well as in
monitoring the environment.
ESADE Alumni is our own, vast network.
Now more than ever, make use of it.
ESADE alumni are in all sectors, in all
functions, at all levels in businesses and
organizations, in 99 countries.
magazine we presented the international
network of ESADE Alumni Chapters which
now spans 28 countries. In this issue we
begin a presentation of the 21 Functional
and Sector-specific Clubs and their
activities. We star t with the Marketing Club
and the Tourism Management Club.
Professional moves are also more frequent
during times of crisis. ESADE Alumni, along
with ESADE itself, offers you its extensive
Career Service in addition to its job
bank, the ser vice includes a personalized
mentoring program led by over 100
experienced alumni volunteers, suppor t in
unemployment situations, and seminars
and sessions devoted to managing your
career at different moments and stages,
giving special attention to situations
involving career change.
We are the big network of ESADE alumni.
Your network. Get connected, par ticipate.
Get in and make the most of it, thousands
of alumni are already doing just that.
As always, I am at your disposal at
[email protected]
Today, being up to date
becomes critical, both in one’s
knowledge base as well as in
monitoring the environment
The ESADE Alumni network is committed to
keeping alumni up to date on both general
and current issues as well as on morefocused questions, through the Functional
and Sector-specific Clubs and the global
network of International Chapters and
Regional Delegations. Last year we
organized over 350 informative events
with over 20,000 attendees in more than
20 countries. This year we will go even
fur ther to keep you up to date with high
quality speakers, topics selected according
to alumni needs, and continued growth in
par ticipation and public impact.
ESADE Alumni’s Functional and Sectorspecific Clubs and the global network
of International Chapters and Regional
Delegations make a crucial contribution
to focused networking and to the quality
of update activities. In prior issues of this
Germán Castejón (Lic&MBA 81)
President OF ESADE Alumni
[email protected]
5
005_Editorial_ING.indd 5
8/10/08 17:26:10
ESADE ALUMNI INTERNATIONAL
Andorra Chapter
Japan Chapter
Session on “Business
financial planning”
First networking
encounter in the
country of Nippon
Andorra
la Vella,
Andorra
July 9th,
2008
Shibuya,
Japan
The ESADE Alumni Andorra Chapter
organized a session on July 9th
entitled “Business financial planning”, delivered by Joan Massons
(CE Lic&Master 66), professor in
ESADE’s Department of Financial
Management and Control. After the
lecture, a cocktail party facilitated
networking among the 120 alumni
who attended.
June 28th,
2008
The El Castellano restaurant
in Shibuya was the venue selected for a first networking dinner on June 28th among ESADE
alumni in Japan. The event
served as a meeting point for
alumni in the area, 11 of which
were in attendance, and was a
first step toward future activities among ESADE Alumni in
the area.
Contact us at [email protected]
Chapter Francia
Farewell to Xavier Castañer,
chapter president
Paris,
France
June 25th,
2008
The Petit Rétro restaurant in Paris was host once
again to the France Chapter. Much of the gathering focused around a farewell to existing chapter president,
Xavier Castañer (Lic&MBA 92), who leaves the post
for a move to Lausanne. José Antonio González (MBA
03) is the new president.
Chile Chapter
Winetasting in
Santiago de Chile
United Kingdom Chapter
Meeting at the Pall Mall Royal
Automobile Club in London
London,
United
Kingdom
July 17th,
2008
6
Alumni in the United Kingdom met on
July 17th at the well known Royal Automobile Club in Pall Mall in London. Attendees
took advantage of the event to meet with
other alumni in the area and to propose
new activities.
006-7 Internacional_ING.indd 6
Santiago
de Chile,
Chile
Las Viñas de Santa Carolina, in the
Chilean capital, was the location chosen by ESADE Alumni’s Chile Chapter
for a winetasting session last June
26th. Attendees were invited to bring
their partner to the gathering, which
was an opportunity to get to know
wine-making culture and which brought
the chapter’s activities to a close
for the summer.
June 26th,
2008
Contact us at
[email protected]
8/10/08 13:30:51
ESADE ALUMNI INTERNACIONAL
Brazil Chapter
Italy Chapter
Lecture on self-motivation
and self-knowledge in São Paulo
The chapter is officially
inaugurated in Milan
São Paulo, Brazil
June 10th, 2008
José M. Gasalla, professor in
ESADE’s Department of Human Resources Management and Director
of the Strategic Management Program, and Leila Navarro, behavior
expert and speaker, delivered a lecture in São Paulo under the title of
“Self-motivation and self-knowledge
as keys to change in organizational
models”. The two speakers invited
the alumni present to reflect on selfknowledge, self-esteem, demotivation and confidence. The meeting
was held at the Spanish Chamber
of Commerce in São Paulo last
June 10th.
Professor Xavier Mendoza
visits Washington
Washington, D.C., USA
Contact us at
[email protected]
Welcome dinner
in Bogota for the
Class of 2008
Bogota, Colombia
June 20th, 2008
July 17th, 2008
The president and board
of the ESADE Alumni Colombia
Chapter gathered alumni in
Colombia for a networking dinner on July 17th, where they also
extended a welcome to the
new Class of 2008.
and the Edmund A. Walsh School
of Foreign Ser vice (components
of Georgetown University, based
in Washington D.C.), consists of 6
modules which take place across
the five continents. The Global
Executive MBA is designed for the
highest-level professional profile.
006-7 Internacional_ING.indd 7
May 29th, 2008
Colombia Chapter
Washington Chapter
Professor Xavier Mendoza
(Lic&MBA 79), associate director general of ESADE, traveled to
Washington on June 20th in order
to launch the Global Executive MBA
program. This program, organized
jointly by ESADE, the Robert E.
McDonough School of Business
Milan, Italy
The opening session for the
ESADE Alumni Italy Chapter
hosted a refresher program
on the low cost model, given
by visiting Professor in the
ESADE Marketing Management
Department, Michele Quintano.
The session’s main objective
was to demonstrate that the
low cost business model is “far
from the low price concept, it
is something entirely different”, according to Quintano.
Afterward, attendees enjoyed a
cocktail party for networking.
Contact us at
[email protected]
7
8/10/08 13:30:56
REGIONAL CLUBS
Balearic Islands Club
Tour and winetasting
at the Son Puig winery
In the vacation spirit, alumni in
the Balearic Islands participated
in this cultural activity last July
17th. The aim was to introduce
alumni to enology through a
guided tour of the Son Puig winery
Aragon Club
How to be
successful
in your career
in Palma de Mallorca, followed by
the chance to taste several wines
from their harvests. Alumni were
able to meet with classmates and
friends from ESADE in a relaxed,
leisurely atmosphere.
Zaragoza hosted this interesting career session on
June 23rd, organized by the regional club of Aragon.
The lecture was delivered by Jorge Torres, president
and founding partner of the Asociación Española
de Psicología Empresarial [Business Psychology Association of Spain]. Carlos Vila (MBA 04), president
of the ESADE Alumni
Aragon Club, welcomed
attendees and opened
the session.
After the talk by Jorge
Torres, Carlos Vila encouraged alumni to join
him for dinner out and
to actively participate
in developing the club’s
strategic plan for the
upcoming year.
Contact us at
[email protected]
Basque Country Club
Alumni meeting in Bilbao
Alumni from the Basque Country met on July 10th in Bilbao at
a dinner for local networking.
The event, which took place
in a very relaxed atmosphere,
helped to strengthen ties
among members from the area
and to encourage organization
of future activities.
8
008-9 Territoriales_ING.indd 8
8/10/08 16:37:03
REGIONAL CLUBS
Balearic Islands Club
Improving on professional
goals through coaching
The Balearic Islands Club organized a
session on coaching on June 10th for alumni
located in the Balearic Islands. The session was
led by Ana Saiz, expert on Personal and
Business Coaching.
During her presentation, Saiz gave attendees
advice on reaching business objectives and meeting
professional goals such as better results, more
time and increased motivation in the work team
through coaching. After the session, alumni
enjoyed a social dinner.
Western Andalusia
Club and Valencia
Region Club
Valencia Region Club
Ethics and Corporate Social
Responsibility, under debate
The new
European travelers
Alumni from Sevilla and Valencia had the
opportunity to attend this lecture by Dr. JosepFrancesc Valls, Full Professor and Director of ESADE’s Tourism Management Center. Sessions were
held on June 11th and 25th, respectively, and were
organized by Executive Education as part
of an Informational Session on the Tourism
Management Program.
Contact us at
Alumni from the Valencia region
were invited by the Club to attend
a lecture by this name, given
June 4th as closure for the course
on “Corporate Social Responsibility and Ethics” offered at
the University of Valencia by the
ETNOR Foundation in conjunction
with Inmerco Marketing.
The Valencia Region Club president, Enrique Belenguer (Mktg
Mgmt 86), presided over the
event as managing director of
Inmerco Marketing, along with
Isabel Rubio, CSR manager at
BANCAJA, and José Luis Serrano,
External Relations Manager at
Unión de Mutuas.
[email protected]
[email protected]
More information at www.esadealumni.net
� Red Alumni � Clubs Territoriales
9
008-9 Territoriales_ING.indd 9
8/10/08 16:37:10
FUNCTIONAL AND SECTOR-SPECIFIC CLUBS
ACTIVITIES
Montserrat Maresch, Assistant Director of IKEA Spain & Portugal
“We work to offer design that
everyone can afford – democratic design”
On June 19th on the ESADE Campus in Madrid, the ESADE Alumni Operations
Club organized a lecture titled “IKEA’s Added Value in the Supply Chain,”
delivered by Montserrat Maresch (CE & MBA 87), Assistant Director
of IKEA Spain & Portugal. This presentation was the first time IKEA’s
corporate information had been shared publicly in Spain. In order to
learn more about the subject, we spoke with her.
What are the main
pillars that support IKEA’s
business model?
IKEA’s goal is to create a better
everyday life for a majority of
people by offering functional
products with design and quality
at affordable prices. From the
supply chain perspective the pillars would be:
• High volume
• Logistics optimization (reduce
handling to a minimum)
• Search for local suppliers in
each different country to reduce transportation distances
between suppliers and IKEA
retail outlets.
What would you emphasize about
the IKEA work system?
Perhaps, the absolute awareness
of cost optimization in the whole
supply chain, so that those costs
will not have to be reflected in the
customer’s final price.
10
010-15 ClubsFuncAct_CAST.indd 10
What is key to logistics and
technology know-how?
Integration of the supply chain
with logistics of stores through
distribution centers located close
at hand, ensuring a high level of
service at the lowest possible
cost. Of course, the flat pack and
truck loading are always at the
basis of our strategy.
Which values inspire
IKEA’s activity?
IKEA’s dream, our mission, is to
create a better everyday life for
a majority of people. Among our
values, I would point out functionality, simplicity, honesty, ‘rebelliousness’ (always looking for
different ways to do things), cost
awareness (so we won’t need to
reflect costs in the customer’s
final price) and serving the
majority. That is, working to offer
design that everyone can afford –
democratic design.
Which of your strategies make
you different from the rest of the
companies in your sector?
• Long term contracts with
suppliers.
• Cooperation with suppliers,
even including them in the
design process so as to optimize processes.
• The IWAY (IKEA WAY) Code
of Conduct, which summarizes
the social, labor-related and
environmental requirements for
all IKEA suppliers in the world
(now 1300).
As we stand a few months
from year close, what is IKEA’s
forecasted invoicing,?
IKEA Ibérica estimates a growth
of about 14-15%.
10/10/08 11:08:45
ACTIVITIES
An event from the ESADE
Alumni Sports Management Club
How to face your 40s
in a family business.
Keys to “the
Jorge Lorenzo Brand”
Surviving Your 40s in
the Family Business
An analysis of the GP motorcycle racer’s
brand strategy, sponsorship management
and media relations.
On June 11th, the ESADE Alumni
Family Business Club presented
an analysis of the issues that
come up at this stage. The talk
was given by Manuel Pavón,
an expert in the dynamics of
family business, from the
Garrigues Consulting Agency
for Family Business.
1.Speakers: Pere Gurt, Communications Director for Jorge
Lorenzo, and Miguel Ángel
Violán (MMT ’94), his Media
Training Coach, analyzed aspects
such as the management strategies of the Jorge Lorenzo brand
and sponsorships, as well as the
sportsman’s relationship with the
media. They were accompanied
by Diego Torres (CE Lic&Master
’88), Lecturer in ESADE’s Department of Business Policy and
academic sponsor of the Sports
Management Club, and Valentí
Giró (CE Lic&Master ’87), Club
President.
2.Jorge Lorenzo is the company
5.Channels: the media and the
brands that support the sportsman, as well as “word of mouth”.
“We mustn’t forget that he enjoys
a very faithful following. They are
unconditional supporters.”
6.Goals: “Total media coverage,
that the project is profitable, and
for the sportsman to be widely
known.”
7.Results:
According to Ketchup’s
study on the brand’s media
impact, the data are: “Notoriety,
64%. Knowledge of the activity,
95%. Role model, 61%.”
8.Conclusions:
image for such firms as Yamaha,
Chupa Chups, Lotus, Fiat and
Prima Ketchup.
3.The three ideas behind the
Lorenzo brand are the sportsman’s opinion, the partners’
philosophy and sharing of values.
4.Strategy:
due to the champion’s
youth (twenty years old), “a shortterm and a medium-term plan”
were necessary. “We work for
now and with a two-year outlook,”
affirmed Gurt, “since planning for
a longer term would be difficult.”
•Lorenzo tends to polarize (you
either love him or you hate him.)
•He is able to project a brand
Starting off by comparing it with “an erupting volcano”, the Garrigues representative commented
that the so-called midlife crisis includes “anxiety,
a lack of motivation and satisfaction, the need to
recover lost time, separations, searching, intense
emotions and disappointment.” As a result of
this unstable mindset, the grass seems greener
on the other side, which is clearly not the case,
so it is important to act prudently. The speaker
added that “it is a stage where we have less
energy and strength than before, our bodies don’t
respond like they used to, and we are afraid of
growing old, since we no longer have our whole
life ahead of us.”
9.Coach: Jorge Lorenzo is trained
by his personal coach, Miguel
Ángel Violán, to optimize his
relationship with the media.
10.Coaching process:
In Violán’s
words, “We try to get Lorenzo
to think carefully by using
a system of questions; we want
to help him express his ideas
concisely and to grow in
self-esteem.”
Against this backdrop, Pavón spoke about how midlife crises normally play out in a family business,
and he analyzed this situation in depth from four
different perspectives: the family of origin (which
provides the values that determine each person’s
code of conduct), the created family, the project
of the family business, and the self. He noted
that the role that each person plays in his or
her family also has a major influence on how the
midlife crisis unfolds.
11
10/10/08 11:08:52
ACTIVITIES
Other past events:
Human Resources Club
07/02/08 - Round table on Time
Schedules, Balancing Work and
Personal Life, and Productivity,
and the video presentation “Time
for Ever yone” from the ARHOE
Foundation.
Operations Club
06/30/08 - The Challenges of
Purchasing in the New Economic
Cycle; Internationalization,
Management and Negotiation,
the importance of the Purchasing
Department for large companies.
ALWAYS ON: Marketing and the consumer on “Web 2.0”
Reinventing
Traditional Marketing
The ESADE Alumni Marketing Club presented a lecture
on the phenomenon called Web 2.0 and its influence
in the Marketing World.
Public Management Club
07/01/08 - Management of
Proximity, a dinner discussion
featuring Carles Martí I Jofresa, the
First Deputy Mayor of Barcelona.
06/12/08 - Round table on
Public Innovation in the Interest
of Business Competitiveness,
a debate about the role of
government in enhancing business
competitiveness.
Automobile Club
06/11/08 - Visit to the Sant
Cugat del Vallès GT-Club facilities
and fleet.
Communications Club
06/12/08 - Stories as
Communication Tools, a
presentation of the book, ¡Será
mejor que lo cuentes! by Antonio
Nuñez (ADE Lic&MBA’94).
06/05/08 - The Paradigm
Change in Energy Industry
Communications with Pío
Cabanillas, General Manager for
Communication at Endesa.
Espai Vicens Vives
06/03/08 – The Barcelona
Model, a talk by Ferran Mascarell,
Managing Director of RBA
Audiovisuals
Marketing Club
05/27/08 – 360 Degree
Marketing Campaigns
Tourism Management Club
05/26/08 – The 2008 Season:
Trends and Expectations, a
session that gathered several
important figures from the
Catalonian tourism sector.
12
The event featured Marc Cortés (MBA
’99), from the ESADE Marketing Management Department, and speakers Jordi
Urbea, General Manager of OgilvyOne and
OgilvyInteractive, Barcelona, and Pere
Rosales, Marketing and Communications Director of Profesionalia. During
the event, the following questions were
addressed:
What is Web 2.0?
In 2004, Dale Dougher ty from
O’Reilly Media gave this name to the
paradigm shift from the earlier Internet
concept of a small number of content
producers creating websites for a great
number of users to the present situation: a multiplying effect in the number
of producers.
What does this involve?
It brings a “democratization” of information and its fragmentation into “microcontents” and into countless media for
channeling them, in addition to a fascinating phenomenon: the emergence of true
social networks where the user becomes
the main player.
How does Web 2.0 affect advertising?
Traditional marketing loses its effectiveness, and, yes, it must definitely be rein-
vented. Pere Rosales presented a study
by Philip Kotler, with revealing
results: 60% of individuals affirm they
hate advertising and marketing; the same
percentage want these to be restricted;
14% would even like them to be prohibited, and 70% change channels when there
are commercial breaks.
Rosales’s consideration is as follows:
“Until now, advertisement was inserted
into and interrupted what the client was
interested in. Now, it should be a part of
what they are interested in.”
How do the new technologies affect TV?
“TV is not dead. The customer has
just decided to consume it in a different way.” Why? “Because technology
permits freezing, cutting and manipulating
content. Because it has brought multiple
channels for consuming information; not
just 3 or 4 as in former times,” Urbea
stated. As a marketing expert, he wonders, “What shall we do? No idea. But,
we have to try new things.”
How will all this influence
commercial spots?
Jordi Urbea was convinced that
“There will still be spots. There will be
more spots, but more segmented. I see
the agencies working more, not less.”
10/10/08 11:08:55
ACTIVITIES
Real Estate Promotion in the Kingdom of Morocco
Morocco, the great real
estate market of the future
The ESADE Alumni Real Estate Club gave the
facts about a market with big building needs
as well as big opportunities in the area
of tourist complexes.
Legal aspects of foreign
investment in the real estate sector of Morocco
Dounia Benjelloun, a notary from Lexland Casablanca, explained that, since the late 1990s, Morocco has protected foreign
shareholders who have invested in real estate. She assured
the audience that, under the protection of Morocco’s business
and industrial-property laws, ‘notaries provide legal security,
prevent litigation and moralize contractual relationships’. Mohamed Benjelloun, a notary from the same firm, added: ‘The
state has continually reduced taxes on companies, by a total
of 30%. In our country, rent is generally 40% lower and capital
gains are paid in the country of origin, not in Morocco,
so the profits are large.’
Al Amine Nejjar, General
Manager of the CIH Bank
(Crédit Immobilier & Hôtelier)
Cultural Industry Club
05/20/08 - Networking Gettogether of the ESADE Alumni
Cultural Industry Club.
Finance and Management
Control Club
05/20/08 - Fourth session in the
cycle on “Asset Management in
the Current Economic Situation”.
05/20/08 - How to Invest in
Today’s Markets, second session
in the cycle on Asset Management.
Dounia Benjelloun, a notary
from Lexland Casablanca
Financing real estate operations in
Morocco and investment profitability
Al Amine Nejjar, General Manager of the CIH Bank (Crédit
Immobilier & Hôtelier), encouraged Spanish construction
companies to buy land, but recommended they ‘do good
field work before investing to make sure [they] are choosing
good land’. Nejjar also spoke of the subsidized housing
construction projects in Morocco and maintained that the
sector is becoming more and more professionalized.
For his part, Kacem Elk Bouaânani, General Manager of
Actif Invest, Morocco’s largest real estate investment
fund, spoke of the ‘high degree of profitability in the construction sector’ - around 30% - that foreign investors can
earn in Morocco.
Business opportunities and profit ratios
Youssef Bennis, President and General Manager of the
YBSA Real Estate Group from Casablanca, discussed a
commercial district in Casablanca - Abdelmoumen Boulevard - that is home to high-end shops and office space, and
where foreign investors can operate with complete security.
One project on the Sidi Rahal coast, known as ‘La Alcazaba’,
is a luxury complex. Another project is a large residential
complex for Moroccan university students. According to
Mr. Bennis, the main problem - at the global level - is real estate speculation. He maintained that some Moroccans are
starting to have high purchasing power, and that the country
is a potential market for foreign retirees who are eager
to buy homes there.
Real Estate Club
06/05/08 - 8th Annual Real
Estate Sector Dinner, featuring
Miquel Roca Junyent, president
of Roca Junyent Advocats.
05/22/08 - 9th Annual
Conference of the ESADE Alumni
Real Estate Club, with a lecture
on “Real Estate Diversification:
Mexico, Brazil and Argentina”.
Law Club
05/19/08 - Managers’ Liability
(Joint and Several or Secondary)
for Companies’ Tax Debts and
Obligations.
Marketing Club and
the MBASA Marketing
and Sales Club
05/15/08 - Looking Towards the
Future of Marketing, with David
MacDowell from Hewlett-Packard
and José Arcos (CE Lic&Master
’89) from Image de Marque.
Health and Pharma Club
07/01/08 - Health in 2015.
05/13/08 - Challenges of
the Pharmaceutical Industry
under Debate.
Sports Management Club
06/17/08 - A presentation of
the Book, Liderazgo, Empresa
y Deporte, by Leonor Gallardo,
winner of the Everis Foundation’s
2007 Essay Award.
06/12/08 - What are the Trends
in Sports and Culture?
05/28/08 - DKV Insurance’s
Sports Sponsorship Strategy:
assessment, key issues and
principal challenges.
Business Angels Club
05/13/08 - Sector-specific panel:
What Business Opportunities
does Energy Offer?
Youssef Bennis, President and
General Manager of the YBSA
Real Estate Group
13
10/10/08 11:09:05
THE ALUMNI NETWORK, KEEPING CURRENT
Five questions for the
ESADE Alumni
Tourism Management
and Marketing Clubs
We are launching this new section to
introduce alumni to the characteristics
of the different functional and sectorspecific clubs in the alumni network – on
this occasion, the ESADE Alumni Tourism
Management Club and Marketing Club,
with the participation of their presidents,
Alberto Marín and Evarist Juncosa.
The Club President responds to:
Alberto Marín
(CE Lic&Master ’87)
President of the
Tourism Management Club
“The club helps in monitoring
and in gaining a better understanding of the environment, so
managers can be better informed
in making decisions.”
Board of Directors,
ESADE Alumni Tourism
Management Club
1.The club was created at the
beginning of last year in order
to draw together those alumni
that were pursuing careers in
the tourism sector and to provide them with activities that
would update their knowledge
and with forums for debating
relevant issues in the field.
2.The tourism sector is made up
of a multitude of subsectors
and conditions which interact
among themselves and generate a dynamic of evolution and
change. Through its activities,
the club helps in monitoring
and in gaining a better understanding of the environment,
so managers can be better
informed in making decisions.
3.The club attempts to cover
14
the tourism sector in a broad
sense: hotels, restaurants,
travel, tourist destinations,
specialized consultants,
industr y suppliers, etc.
We are geared towards
professionals in any
managerial area.
4.Our philosophy is that
activities should be of
interest to the majority
of club members. Some
highlights addressed
last year would be: “The
Barcelona Airport as a
Key to Competitiveness
for Catalonia”, “Mountain
Tourism as an International
Promotion Opportunity” and
“Trends and Expectations
for the 2008 Season”.
1. When and how was the club formed?
2. What’s in it for alumni who join?
3. What kind of professional is the club intended for?
4. Briefly assess/describe the club’s activities
during the past year.
5. What are the club’s plans for the coming year?
President: Alberto Marín Vidal (CE
Lic&Master ’87) – in the photo.
Climent Guitart (CE Lic&Master ’73)
Joan Gaspart Bueno (Tourism
Management ’02)
Jorge Moll de Alba Cabot (Tourism
Management ’02)
Eduard Moret (DGT ’99)
Jordi Ventura (DGT-EP ’04)
Roger Vall (CE Lic&Master ’87)
Enric Noguer (ADE Lic&MBA ’93)
5.For next year we have
proposed to keep a similar
level of activity in round table
discussions, but increase
other activities that allow for
greater interaction between
club members. One of the
novelties is holding a meeting
with the alumni of this sector
in Madrid, in conjunction with
Fitur, on Januar y 28th, 2009.
You are all invited!
Contact the Tourism Management Club
The first step is to become a member of ESADE Alumni,
and then register for the club by filling out the form at www.
esadealumni.net (Alumni Network – Functional and Sectorspecific Clubs) or at the ESADE Alumni offices. For more
information contact ESADE Alumni: [email protected].
10/10/08 11:09:06
THE ALUMNI NETWORK, KEEPING CURRENT
Evarist Juncosa (MBA 99)
President of the
Marketing Club
“We plan activities according to
an internal sur vey, which ensures
that we are providing added
value.”
1.The club began in April
2003 as an initiative
from former ESADE
students in collaboration
with ESADE Alumni. Our
passion for Marketing and
Communication, as well
as our sense of loyalty to
the ESADE brand, drove
us to establish our first
headquarters in Madrid
(2003) and, later, another
in Barcelona (2004). Today,
there are over 600 club
members, allowing us to
view the future with much
optimism.
4.Our assessment of the year
2007/2008 in the Marketing
Club is ver y positive. We
have continued to grow
significantly in number of
events and attendees,
thanks to keeping a
consistent strategy over
time: we plan a limited
number of high-quality
recreational and knowledge
refresher activities, taking
care that they meet the
needs of our members. In
order to know what they
need, ever y year we poll
students and alumni with an
internal questionnaire that
gives us a list of priorities.
This list allows us to plan
our agenda of activities
for the long term, ensuring
that we are providing added
value.
5.Next year’s projects are geared
towards consolidating three key
areas of our club, which are:
• The Annual Event and the
“ESADE Alumni Prize for the
Best Marketing and Communication Campaign”: taking
advantage of the Marketing
Club annual event, we will
award a prize to the “Best
Campaign of the Year” as
voted by our members.
• Marketing Club Website and
Newsletter: we will launch
a website and a newsletter
within ESADE Alumni’s new
website, in order to reach
more of our members and
have better contact with them.
• Networking and Careers: we
will continue promoting the
creation of social networks
among our professionals and
facilitate job search.
2.Belonging to the club allows
alumni to continue their
training, participate in club
activities and keep cultivating
a contact network.
3.The club is geared
toward managers and
professionals in marketing
and communications who
want to share and compare
their experiences and
knowledge about current
aspects of management.
Nonetheless, in recent years
this profile is changing due
to the internationalization
of the ESADE brand and
the trend of businesses
working in multidisciplinar y
groups. Faced with this new
reality, our club is working
to adapt our offerings to a
broader public, both from a
geographic perspective as
well as in inter-relationship
with other business
functions.
Board of Directors,
ESADE Alumni Marketing Club
President: Evarist Juncos Ribés (MBA ’99) – in
the photo.
Luis Montes (ADE Lic&Master ‘98)
Juanjo Rodríguez Bueno (ADE Lic&Master ‘97)
Sonia Marzo (DMC ’02)
Javier Berruguete (DMC ’02)
Pere Vallverdú (EDIK ’86)
Nacho Viera Pascual (MBA ’99)
Jordi Ferrer (MBA ’00)
Marc Cortés (MBA ’99)
Victor Barajas (EDIK ’96)
Albert Baulo (CE Lic&Master ’89)
Ignasi Torredemer (EDIK ’88)
Contact the Marketing Club
To become a part of the Marketing Club you
have to be a member of ESADE Alumni and want
to participate in our activities. To register, simply give us your contact information by phone
or email to:
ESADE Alumni Marketing Club
Telephone: 902 420 020
From outside Spain: +34 935 530 217
Email: [email protected]
15
10/10/08 11:09:09
ADVERTORIAL
The fitness center
that looks after your back
F
KIESER TRAInIng, center
FOR physical fitness
and medical strength
therapy, HAS OPENED
ITS FIRST FRANChISE IN
bARCELonA. by USING
THEIR METHOD, EACH
PERSON CAN reach
their best possible
fitness through
BUILDING STRONGER
MUSCLES.
016-17 PubliKieser_ING.indd 60
ounded in 1967 by
Werner Kieser, Kieser
Training has had proven
success with preventive,
medical method for physical
training. Its 150 centers are
found in Germany, Switzerland,
Austria, England, Luxembourg,
the Netherlands, Australia and
the Czech Republic, with over
280,000 satisfied customers.
Results are guaranteed in
a few months with just one
or two 30-minute sessions
per week.
Health and well-being depend in
large part on muscle condition.
The main cause of chronic pain
is a lack of strength which is
needed to support and balance
the skeleton. Starting at the age
of 25, muscles begin to weaken,
which contributes to poor body
posture and the appearance
of back pain.
Kieser Training opens
its master franchise
in Barcelona
Strong musculature means better
quality of life, prevention of chronic pain, and the avoidance of
injur y to muscles, tendons
and bones.
8/10/08 16:45:22
ADVERTORIAL
STRENGTH FOR YOUR HEALTH
EFFECTIVE EXERCISE
Exercising with the machines
developed by Kieser Training
ensures proper movement from
the beginning, since muscles
support the proper load
throughout the whole movement.
Effective exercise requires
concentration, and the functional
design of Kieser Training centers
allows for exercise without
distractions. There is no music,
no saunas or Jacuzzis; it is
not a competitive or stressful
environment. Each person
exercises at their own pace.
At Kieser Training, the customer
learns to train by following an
individualized exercise program
on their own, after completing
three personalized introductor y
sessions. The program is developed, controlled and monitored
by highly qualified instructors and
physical therapists. Progress is
monitored in periodic follow-up
sessions, with regular program
adaptation. When combined with
a healthy diet, weight loss occurs
more rapidly and physical appearance is improved.
016-17 PubliKieser_ING.indd 61
strong muscles,
healthier body
Medical therapy for muscular
strength seeks to specifically
strengthen those isolated, inner
muscles of the spine, improving
their function and reducing pain.
This therapy, which is super vised
by a medical doctor and carried
out on an individualized basis by
a highly qualified therapist, is recommended in cases of chronic
back pain and joint problems.
The main benefits of the Kieser
Training method are: maintaining
muscle strength, improving natural mobility, preventing back pain
and osteoporosis, weight loss,
and improving one’s appearance
and physical fitness. Strengthening muscles is essential for
recovering strength and vitality
which have been lost over the
years. Kieser Training is the ideal
choice for those who are ready to
take responsibility for their own
physical condition and health.
More information
Kieser training
Carrer de Muntaner 529, local
08022 Barcelona
www.kieser-training.com
8/10/08 16:45:35
MATINS
UPDATE
07/15/2008 MATINS ESADE with José Luis Larrea, president of the
Ibermática Group: Principles, laws and models in innovation
“If there is no crisis and rupture, there is no innovation”
SPEAKER: José Luis Larrea joined the Basque Administration in 1980 when he held positions as
Treasury Minister and Economy and Finance Minister in the Basque government. He has been executive
president of the Ibermática Company since 1998. In addition, from 1996-1999 he was also president
of Euskaltel. He is also a member of the Board of the Banco Guipuzcoano.
“The crisis has caused a series of
needs to suddenly emerge, which
creates a space for innovation. The
important thing is to be able to see
that these spaces are appearing
in order to do important things.
I believe that we innovate out of
necessity. In the case of needs
that have emerged suddenly, the
case that envelops us today, it is
very difficult to overcome the tension between the bottom line and
day-to-day work. The attitude of the
decisión makers is very important,
since they have the potential to
negatively affect innovation. We
must see the crisis as a context
in which innovation can flourish,
even though it might be painful. If
there is no crisis, there can be no
innovation”. These were some of
the blunt statements from José
Luis Larrea, about how the crisis
affects the innovation process. He
also explained that we are already
in the fourth evolutionary stage
of competitiveness, having come
through the phases of natural
resources, low costs and quality.
“Quality continues to be necessary, but not sufficient. We need to
do something new and different”.
07/03/2008 MATINS ESADE with Salvador Tous, honorary president
of Tous: Origin and evolution of a new concept in jewelry
“If things are not going well in one country,
we can make up for it in another”
SPEAKER: Salvador Tous is honorary president of Tous, a family business founded in 1920 in
Manresa (Barcelona), and pioneer in democratizing traditional jewelry. In the 1970s, Salvador Tous
and his wife Rosa Oriol changed by company’s course and began designing unique pieces for the clients
of the family business. They adopted a new business strategy which has since led them to a continuous
process of national and international growth. Today TOUS has more than 300 stores around the world.
18
018-20 Matins_ING.indd 18
“For the past 10 years, our
invoicing has grown 40% per
year on average. For 2008 we
forecasted a 25% increase, and
for now, in the first half of the
year, we are on target”, affirmed
Salvador Tous. As for the crisis,
he commented that they expect
to get round it, “since we
have significant geographical
diversification with over 300
retail outlets in 35 countries.
Thus, if things are not going well
in one countr y, we can make up
for it in another, and the overall
impact is smaller”. Regarding
the need to transform the crisis
into opportunity, he mentioned
geographic growth, now easier
to pursue due to a decline in
the cost of renting premises.
He concluded, “the main thing
is that the crisis finds you with
your feet planted firmly on the
ground, since it will help you to
consolidate your business. If we
made less this year, I wouldn’t
be too concerned, as long as we
are able to consolidate our brand
in the different markets”.
8/10/08 13:37:44
MATINS
UPDATE
06/18/2008 MATINS ESADE with Jacinto
Cavestany Vallejo, BT Global Services’s
general manager for Spain and Portugal
“BT sees Spain
as a great opportunity”
SPEAKER: Jacinto Cavestany Vallejo received his
engineering degree in telecommunications, specializing
in data and digital signal transmission, from the
Politécnica University of Madrid, and has an MBA from
IESE. Cavestany has broad experience in multinationals
in the technology sector and was appointed general
manager of BT Spain in May of 2007.
Within the telecommunications industry, BT is a very
special company, because it works exclusively in the
business segment. It defines itself as a global company
because it can serve its clients at any of their locations
around the globe, with an essential commitment to
providing service.
The numbers speak for themselves. BT operates in 170
countries, has 34,000 employees, and they invoiced 12
billion euros in 2007. The BT Global Services division
accounts for almost half of the group’s activity. Jacinto
Cavestany gave a very clear message during the session: “Spanish businesses are in an obvious internationalization process, which suits us to a tee. That’s
why BT sees Spain as a great opportunity”. Cavestany
joked about the company name, “we are less and less
British and less and less Telecom” and he reminded
listeners that in this country they hold contracts with all
kinds of businesses. They work with 28 of the 35 Ibex
companies, as well as for 30,000 SMEs. With respect
to the slowdown, he commented that “many companies who have problems turn to us to improve their
technological infrastructure. Perhaps if they were not
facing such difficult times, they wouldn’t do so.” When
asked about the forecast for this year, he reported: “We
will grow over 10%. For the moment, we closed the first
fiscal quarter is according to plan”.
20
018-20 Matins_ING.indd 20
05/28/2008 MATINS ESADE with Antonio Catalán,
president of AC HOTELS: New perspectives in 21st
century hotel management
“The real estate
crisis is in our favor”
SPEAKER: Antonio Catalán founded the hotel chain NH Hoteles
and then drove the growth of Hoteles Calderón throughout Spain
for the next 15 years. Ten years ago he launched AC Hoteles, a
hotel chain which currently operates 115 hotels with a total
of 9,000 rooms in Spain, Italy and Portugal.
“AC Hotels will invest 60 million
euros in its first hotel in New
York City, a 17-story building
with 148 rooms in the heart of
Manhattan. It is scheduled to
open in 2010, and marks our
entry into the American market”,
commented Antonio Catalán
during the session. This growing
hotel chain plans to double its
number of hotels – currently
115 – in the next five years,
expanding throughout Spain and
in new markets such as New York,
Paris, London and certain cities in
Eastern Europe.
The president of AC stressed
that this is a bright moment for
the Spanish hotel panorama:
“for us, the real estate crisis is
in our favor”, he indicated, since
when real estate companies
have trouble the first thing they
do is “sell their hotels”. Catalán
affirmed that there will not be
chains merging in this sector,
and that his company does not
foresee going public, while at
the same time criticizing the high
price of land. “We’ve gone crazy”,
he said, “Barcelona and Madrid
are more expensive than Paris
and this makes no sense”. AC,
with 3,500 employees, expects
to close the year with 300 million
euros in invoicing, as compared to
250 in 2007.
As for the current economic slowdown, he stated, “in the first four
months invoicing has risen 9%.
Weekends were a bit slack during
the first quarter, but they seem to
have recovered. I don’t think there
will be any crisis in our sector”.
MAIN SPONSOR
SPONSOR
For more information, photos, see www.esadealumni.net
➔ Alumni Activities➔ Matins
8/10/08 13:37:49
an_ESADE220x280mmOCT1 2/10/08 15:54 P�gina 1
C
M
Y
CM
MY
CY CMY
K
Aplicación creativa de
la tecnología audiovisual
Tecnología y experiencia convertidas en una herramienta capaz de transformar
la comunicación en momentos mágicos y sorprendentes para los cinco sentidos.
ows • servicios audiovisuales • creatividad multimedia • museografía • escenografía • parques temáticos • exposiciones • visitors centre
pacios patrimoniales • charts • business tv • convenciones • presentaciones • eventos especiales • aniversarios de empresa • creativid
ultimedia • ingeniería • equipos audiovisuales • ferias • congresos • programas televisivos • creatividad • vídeo • cd-dvd • showrooms • websit
ntranets • extranets • roadshows • museografía • servicios audiovisuales • museografía • escenografía • parques temáticos • visitors centr
espacios patrimoniales • charts • business tv • convenciones • presentaciones • eventos especiales • aniversarios de empresa • creativid
Barcelona Tel. +34 93 480 10 00 I Fax +34 93 480 10 01
Madrid
Tel. +34 91 662 42 17 I Fax +34 91 662 45 42
019 Anu Sono.indd 3
Composici�n
www.sono.es I [email protected]
6/10/08 12:36:34
FROM ESADE ALUMNI
Want to be well-connected?
Update your contact information
ESADE ALUMNI INVITES YOU TO UPDATE
YOUR CONTACT INFORMATION -- YOU’LL BE
THE FIRST TO BENEFIT
WHY?
HOW?
This way, your former classmates
can contact you, you will encourage networking, and we at ESADE
Alumni can keep you informed
about the events which best
match your profile.
If you are a member, update your
personal data on our portal:
www.esadealumni.edu
You can also contact us by telephone,
at 902 420 020 (from outside
of Spain, +34 933 780 168).
21
021 Desde_ING.indd 21
10/10/08 11:10:33
UPDATE
REFRESHER PROGRAMS
Networking: social capital
in the manager’s professional life
SPEAKER: José Luis Álvarez is a professor in ESADE’s Business
Policy Depar tment. His current research focuses on the work
of top corporate managers and their decision making forums, as well
as boards of directors and executive committees.
During this June 19th session in
Barcelona, professor José Luis Álvarez
explained the importance of social capital in the professional lives of managers.
He discussed the keys to improving, expanding and strengthening networks and
highlighted the need to work strategically
to maintain them. An ESADE Professor
in the Business Policy department, he
explained that social abilities must be
administered through strategic thinking
and setting priorities. Intensity and size
are the variables that define our relationships. Álvarez explained the different
types of networks–reserve, operational
and safety– and discussed their characteristics and the differences between
them. He went on to discuss the idea of
professional diversity (in education, type
of degree, employer, etc.) as another
key element of networking. He also highlighted the importance of visibility, the
need to “be very active in the network in
order to avoid losing reputation”, and to
be able to identify opportunities to make
professional contacts.
Marketing and information systems:
how to survive with information
SPEAKERS: Josep Lluís Cano (Lic&MBA 90) is a professor in ESADE’s
Information Systems Management Department, and Director of the Business
Intelligence Program within ESADE’s Executive Education. Carles Torrecilla
(Lic&MBA 96) is a professor in ESADE’s Marketing Management Department.
ESADE professors from the Marketing
and Information Systems departments,
Josep Lluís Cano and Carles Torrecilla
explained the importance of both
marketing and of different information
systems when planning a company’s
22
More information at www.esadealumni.net
� Alumni Activities � Refresher Programs
022 Actualizacion_CAST.indd 22
growth strategies, and the possible
risks arising with new competitors.
Torrecilla and Cano stressed that
the key to establishing a business
with good results and not having to
depend on other competitors to design
our strategies lies in carr ying out a
practice derived from the concept of
differentiated segmentation.
Once this strategy is formed, the
next step is to “structure the product
around something compelling”, since
the ultimate success of good marketing
and good information systems
is in “knowing something about
our customers that no one
else knows”.
ESADE Alumni
Refresher
Programs
Alumni can refresh
their knowledge through
a program of master
classes organized
by ESADE Alumni
association.
Today’s changing and
competitive business
environment forces the
professional to update his or
her knowledge on a daily basis,
to anticipate new trends, to
specialize in new disciplines and
further expand the knowledge
acquired previously.
Toward this end, ESADE Alumni
offers members a broad
spectrum of master classes
delivered by prestigious ESADE
professors and collaborators.
The Refresher Program,
organized in conjunction with
ESADE Executive Education,
has targeted an offering of 38
training refresher sessions over
the year, addressing different
business-related areas. ESADE
Alumni members may attend
completely free of charge. The
sessions are carried out in
major cities where the Alumni
network is present, both
nationally and internationally,
and their common thread is
the professional diversity of the
speakers and interaction with
the audience. In this fashion,
practicing professionals are
offered ongoing, practical, firsthand training from top experts in
the field, through the resources
of ESADE’s prestigious
knowledge network.
Attendance is completely
free of charge for ESADE
Alumni members, and
program offerings are
continuously updated on
www.esadealumni.net.
8/10/08 13:39:38
049_Anu mutua.indd 1
2/7/08 12:22:11
ALUMNI GIVING BACK
Alumni Giving Back’s
raison d’être
WHY IS THE ALUMNI GIVING BACK PROJECT SO IMPORTANT
TO THE SCHOOL? BECAUSE ETHICS AND COMMITMENT HAVE
ALWAYS BEEN AMONG ESADE’S VALUES, AND OUR ALUMNI,
WITH THE KNOWLEDGE THEY HAVE, CAN MAKE THIS A MORE
JUST WORLD FOR EVERYONE.
M
any graduates from our
school hold responsible positions and can
contribute to a fairer, more socially committed world through
their business decisions. This
is what lies behind suppor t for
this initiative toward awareness
and social action. The purpose
of Alumni Giving Back is to
contribute to a more just, sustainable world through ESADE
alumni. The initiative seeks to
meet these objectives:
•Make use of the alumni’s
managerial ability and talent
for social purposes
•Encourage the emergence
of values such as social
responsibility, promotion of
human development, a spirit
of ser vice and innovation
•Encourage reflection
and be a source of social
consciousness-raising
for alumni
Members of the Education Without Borders project at a May meeting with Alumni Giving Back
NGOs participating in the project during the 2008-2009 academic year
AmicS de lA Gent
GrAn FOUNDATION
Barcelona
Acció SolidAriA
contra l’Atur
FOUNDATION
chAndrA
FOUNDATION
entreculturAS
FOUNDATION
GASPAr de Portolà
FOUNDATION
Madrid
Madrid
Barcelona
ACTIVITY: Facilitates
participation and interaction
of different social agents in
developmental and social
action projects, through
use of ICTs
PROJECT: We will help them
with their communication plan
in order to establish their
image and reputation, not
only in the third sector but
also in the public at large.
www.fundacionchandra.org
ACTIVITY: NGO focused
on development projects in
the third world
PROJECT: Consulting
focused on improving image
and brand notoriety in order
to reach new partners and
benefactors
www.entreculturas.org
ACTIVITY: Seeks to
address the social and labor
integration needs of persons
with mental disability
PROJECT: We will
participate in their creation
of a new line of outreach –
shelter homes – by creating
a business plan.
www.gportola.com
Barcelona
ACTIVITY: Volunteer
organization which works
to relieve loneliness in
the elderly
PROJECT: We will
collaborate in the creation
of a new strategic plan
which they need in order
to better manage their
current phase of growth
and expansion.
www.amicsdelagentgran.org
24
024_25_ASolidario_ING.indd 24
ACTIVITY: Give support
to persons who are
unemployed or in precarious
employment situations
PROJECT: The project
will consist of creating
a communication plan
focused on fund raising
from businesses and official
organizations.
www.acciosolidaria.cat
8/10/08 16:46:49
ALUMNI GIVING BACK
AGB in Numbers
•
WE KEEP GROWING
This year we have expanded
to 10 projects that of fer pro
bono consulting to non-profit
organizations. In this third
year of the program, 83
volunteer consultants will be
par ticipating. This new call
We have expanded to
10 projects that offer
pro bono consulting
to NGOs
for par ticipants received an
enthusiastic response from
the alumni.
We have more people wanting
to help than places open on
the teams. In fact, more than
50 of our classmates will not
be able to participate this year
in Pro Bono Alumni Consultants. We wish to show our
deep appreciation for their
enthusiasm, and we naturally are counting on them for
future projects. Moreover, we
are working on new initiatives
which expand the options for
participation, and highly committed individuals are working
to grow the program further in
the coming years.
•
152
alumni volunteers have worked or are working
on consulting projects
23 third-sector organizations have benefited or are benefiting
from the services of Alumni Giving Back
•
218 people have attended the Film Forum debates
•
26 ESADE teachers actively collaborate with Alumni Giving Back
• more than
3,000 hours of pro bono consulting have been put in
Our sponsors
Thanks to our sponsors and collaborators, Alumni Giving Back
is taking shape and moving forward as a pioneer initiative
among European universities.
2007/2008
BECOME A SPONSOR: The pro bono consulting project
can be carried out thanks to the collaboration of sponsors
who put their faith in our project. If you are interesting
in joining as a sponsor, contact us: Isabel Rallo
➔ [email protected] ➔ 93 280 38 35
icAriA Acció SociAl
FOUNDATION
lleidA SolidAriA
FOUNDATION
Barcelona
Lerida
ACTIVITY: In&Out Hostel,
work opportunities for the
physically handicapped
PROJECT: We will seek
to extend the sphere of
marketing influence for the
organization’s restaurant.
www.inoutalberg.com
ACTIVITY: Specialized in
cooperative development
projects in the area of
construction
PROJECT: The pro bono
consultants will help them
create their create their new
strategic plan
www.lleidasolidaria.org
NATURA FOUNDATION
Barcelona
ACTIVITY: Devoted
exclusively to the
protection, improvement
and restoration of natural
ecosystems
PROJECT: We will
contribute in a strategic
review of the organization;
analysis of the financial
viability of ser vices
and products
www.accionatura.org
XAmFrà SAnt
miquel FOUNDATION
WORLD VISION
FOUNDATION
Barcelona
Madrid
ACTIVITY: Training school
for mentally-disabled
persons
PROJECT: The project will
focus on a communication
plan for the NGO
www.fundacioxsm.org
ACTIVITY: Organization
of humanitarian aid and
development, working
against poverty
PROJECT: The pro bono
consultants will help them
create a new strategic plan
www.worldvision.es
25
024_25_ASolidario_ING.indd 25
8/10/08 16:46:56
DEBATE
Will the future be low cost
or premium price?
THE NEW ECONOMIC SITUATION PRESENTS A CHALLENGE BOTH for
THE SO-CALLED LOW COST COMPANIES, VERY MUCH ON THE RISE
IN RECENT YEARS, as well as THE firms referred to as prEmium
pricE. both segments are going through a PIVOTAL time which
may set their course for the coming years.
“The uncertainty that low
cost companies have to resolve
lies in knowing how to adapt
their new prices – certainly
higher than before – to higher
production costs, without too
much impact on margins”
Josep-Francesc Valls
Josep-Francesc Valls
Full professor in ESADE´s Marketing Management
Department, and author of the book The low-cost phenomenon:
its impact on the price factor.
“low cost COMPANIES MUST MOVE AWAY AS
soon as possible FROM A BRAND IMAGE LINKED
EXCLUSIVELY TO BARGAINS”
A
fundamental characteristic of low cost has been its development
during a period of economic growth, with broad strata of consumers
becoming accustomed to make their purchasing decisions based
on the cheapest prices, setting aside other product attributes. Thanks to
this, markets such as air travel have undergone tremendous growth. The
question now is whether low cost will be able to survive in a recessionary
period. Despite higher prices resulting from more expensive oil and raw
materials, businesses which take the proven success factors even further
will not only be able to stay afloat, they will also be able to find opportunity
for growth. It is a matter of always focusing on basic products, always
keeping prices lower than the standard, drastically reducing production
costs, establishing dynamic prices which hone in on what the consumer
is willing to pay at every moment, using Internet intensively for sales, and
advertising lowest prices as the brand name’s overall message.
The uncertainty that low cost companies have to resolve lies in knowing
how to adapt their new prices – certainly higher than before – to higher
production costs, without too much impact on margins. Consumers will
realize very soon that the bargains are not as great, and the pull effect,
not so attractive. Thus, low cost companies must move away from a brand
image linked to rock bottom prices and move towards an image with
prices 20% to 30% below the standard. The task will be arduous, since
for the last decade consumers have been prompted to find the best deal
by changing purchasing channel, choosing the right moment to buy, or
purchasing substitutes. Additionally, low cost companies must refine their
yield management and revenue management techniques in order to reach
maximum occupancy, optimizing price within indicated levels, and at the
same time reviewing all costs in order to continue being the leader in costs.
This is the only way they will be able to keep up the miracle of selling
at the cheapest price.
26
026-27 Debate_ING.indd 26
* Editorial Deusto, 2008, with collaboration from professors Manuel Alfaro, Mar Vila,
Joan Sureda, Ester Fernández, Bruno Hallé, Xavier Guillot, Jordi Montaña, Isa Moll,
Carlos Torrecilla and Gerard Costa
8/10/08 16:47:45
DEBATE
Carlos Alonso
General Manager of Hermès
in Spain and Portugal
“FIRMS WHICH HAVE BEEN LUXURY
oriented FROM THE START should
stick to a simple secret – staying loyal
to their tradition”
“The democratization of luxury
has triggered a resurgence of
individuality and a search for
satisfying one’s self-esteem
through consumption of goods
with high added value”
Carlos Alonso (PMD 04)
“L
iving is more of a question of what one spends than
what one makes”, Marcel Duchamp. This statement triggers
an infinite number of reactions, but one thing is clear: this is
a working reality for many people.
During the sixties, many stereotypes collapsed as a consequence
of the oil crisis and the wave of political revolutions in the West
during the prior decade. Existing social barriers crumbled, giving
rise to new behaviors in the desires and priorities of society. The
prevailing idea of luxur y was no longer desirable among its former
supporters. Then the ever-present cycles brought back to us in
the eighties a resurgence of economic powers who followed new
guidelines in their consuming behavior, in response to women’s
liberation and to a society which postponed starting a family. At that
time certain business giants appeared who knew how to wield the
seduction of desire to per fection, making it possible for us to flirt
with the dreams of the wealthy and power ful. Entr y-level products with
their accessible prices, not to mention expanded distribution beyond
the boutique or artisan’s workshop, made all this possible. And so
began the democratization of luxur y.
However, this fact has triggered a resurgence of individuality and
a search for satisfying one’s self-esteem through consumption of
goods with high added value. In the world of signature products, that
is, cars, clothing, accessories, footwear, high technology and others,
we must distinguish custom manufacturing from mass production.
We cannot speak of equal treatment, and standardizing the model
is no good. So firms which have been luxur y-oriented from the star t
should stick to a simple secret – staying loyal to their tradition
and to the concept which they were bir thed out of. This is where
ar t, creativity, a search for the most refined, exquisite materials,
handcrafted production processes, customer ser vice and quality
universes meet in order to make up what is truly luxur y. That factor
which lies just outside most people’s experience, and is diametrically
opposed to “help yourself”.
026-27 Debate_ING.indd 27
27
8/10/08 16:47:53
28
028-33 Dossier_ING.indd 28
AT THE PROPOSAL OF ESADE, ramon llull UNIVERSITY
AWARDED AN HONORARY DOCTORATE ON JUNE 25TH TO
PROFESSOR HEnry mintzbErg. I HAD THE HONOR THaT DAY OF
ACTING AS HIS sponsor for the investiture ceremony and
of recapitulating his long and fruitful academic career.
what follows is a brief summary of the laudatio, or
tribute, to his MANY merits.
Xavier Mendoza
Henry Mintzberg
and his contribution to management
DOSSIER
(Lic&MBA 79), professor
and Associate Director
General of ESADE
H
enr y Mintzberg joined
McGill University
(Canada) in 1968 and is
one of its most distinguished
academicians. He is currently full
professor in the Department of
Strategy and Organization, and
holds the John Cleghorn Chair in
Management Studies.
Recognized around the world
as one of the most influential
contemporar y authors on
the theor y and practice of
management, Mintzberg has
gained a reputation as an
incisive, provocative thinker,
as an enfant terrible of the
academic establishment.
Notwithstanding, where he has
challenged the prevailing theories
it has always been based on
rigorous, penetrating analysis of
organizational reality.
THE NATURE OF
MANAGERIAL WORK
An engineer by training, he did
his doctorate at Massachusetts
Institute of Technology (MIT).
His doctoral thesis consisted
of an empirical study on the
nature of managerial work,
based on direct obser vation of
five top managers from different
organizations. Results from the
study showed a ver y different
picture from the planning,
8/10/08 16:50:22
DOSSIER
analytical manager preached by
classic authors (Fayol, Gulick
and Ur wick). Quite the contrar y,
the managers’ activity seemed
to be extremely fragmented, with
many activities of shor t duration,
with oral communication clearly
predominant, and unforeseen
incidents and crises which had
to be addressed immediately;
in summar y, the managers were
immersed in a stimulus-response
dynamic and had little time for
reflection and analysis.
In 1973 he published his thesis
in the form of a book, The
Nature of Managerial Work,
which quickly attracted the
attention of the academic and
business worlds.
THE STRUCTURing
OF ORGANIZATIONS
In 1977 he published his article
“Policy as a Field of Management
Theor y”, where he formulated the
outline of an intellectual program
which he would maintain as a
backdrop throughout his entire
academic career. In this article
Mintzberg differentiates five large
blocks which make up business
policy. The first three are
elements which influence policy
(managerial work, organizational
Mintzberg’s contribution
to the understanding of
contemporary organizations is
of extraordinary magnitude
structuring, and power within
the company) and the other
two refer to the process of
developing policy (strategic
decision making and strategy
formulation). The first of these
blocks, managerial work, was
the object of his doctoral thesis.
Later he went on to analyze the
role of analysis and intuition
in decision making processes.
This second stage was followed
by a strong emphasis on
organizational topics (especially
the structure, power and
forms of organizations), with
one of his most noteworthy
books published in 1979, The
His view of strategy is
a mixture of planning
and opportunity, where
he forcefully defends
the importance of the
emerging, adaptive,
non-deliberate part of
every strategy
Structuring of Organizations.
Here Mintzberg synthesizes
the literature around five
distinctive configurations, or
“ideal types” of organizations:
simple structure, machine
bureaucracy, divisionalized form,
professional bureaucracy and
adhocracy. In the opinion of
many thinkers, and of Mintzberg
himself, this constitutes his
most emblematic contribution,
of colossal proportions. Indeed,
until the publication of this book,
the field of organizational theor y
was fragmented, and lacked a
frame of reference which would
integrate the large number of
existing empirical studies.
STRATEGY formulation
In the area of strategy
formulation, Mintzberg’s
contribution has also been highly
significant and far-reaching. His
empirical studies led him to
question which strategy we are
speaking about: the one which
is formulated a priori or the one
which ends up being carried
out? The empirical evidence he
gathered led him to distinguish
between the intended strategy
(ex-ante) and the strategy
carried out (ex-post), and
within the latter to distinguish
between the deliberate and
the emerging strategy. His
view of strategy is a mixture
of planning and opportunity,
where he forcefully defends the
importance of the emerging,
adaptive, non- deliberate part of
ever y strategy. This view would
lead him to strongly question
the role and effectiveness of
strategic planning in the book
The Rise and Fall of Strategic
Planning (1994). Since the end
of the nineties, Mintzberg has
widened his areas of interest,
delving into broader topics such
as managerial training and the
role of business in society,
where he has proved himself
to be an incisive obser ver.
Noteworthy in this area is his
critique of the conventional
model of training future
managers, reflected in his book
Managers, not MBAs (2005),
and his critique of our societies’
exaltation of leadership, from an
individualistic perspective.
In summar y, Mintzberg’s
contribution to the understanding
of contemporar y organizations is
of extraordinar y magnitude. The
significance of his fields of study
and the depth and originality of
his contributions have made a
decisive mark on the fields of
management and strategy such
as we know them and think of
them today.
The full text of the laudatio or tribute
to Professor Mintzberg’s merits can be
accessed at: http://portal.esade.es/
contentDownload/download?id=5715564
29
8/10/08 16:50:25
DOSSIER
Henry Mintzberg’s master class at ESADE
From individual leadership
to communityship
Dr. Henry Mintzberg
during the INVESTITURE ceremony where he was awarded an
honorary doctorate from ramon llull university, profEssor
HEnry mintzbErg offered the audience a “master class” through
his speech titled “from individual leadership to communityship”1,
reproduced below. mintzbErg ADDRESSES the concept of
leadership and the different ways that it is understood.
A full professor in the Department of
Strategy and Organization at McGill
University (Canada), he also holds
the Cleghorn Chair in Management
Studies at the Desautels Faculty of
Management.
L
eadership. We all know what
it is. It encourages team
work. It adopts a long-term
vision. It generates confidence.
Therefore, let me ask you a few
questions:
•If leadership consists of
encouraging team work, how
are stock options distributed
within companies that are
traded on the market?
•If leadership consists of
adopting a vision that can be
exercised in the long term,
how many of these stock
options can be exercised in
the shor t term?
•If leadership is related to
creating confidence, if people
are really the “most important
asset” of the company, how
many of these assets have
been laid off in recent years?
And how much confidence has
this generated among those
who are still working at the
same company?
30
1 Some excerpts of this article were drawn from the article “Enough
Leadership”, published in the Harvard Business Review (November
2004), and from “Communityship is the Answer”, published in the
Financial Times (October 23, 2006).
In many companies and other
organizations, especially in
the United States, the answer
to these questions reveals
a leadership cult. Too many
organizations adopt the notion
of the individual, isolated leader
who is supposed to take on
ever ything and move for ward
heroically, formulating grand
strategies, making the difficult
decisions and achieving big
mergers, while simultaneously
reducing staff. Often these
people arrive at organizations
where they have no former
ties. And sometimes they are
successful – for a year or two.
And when they are not, we
blame them and look for a better
leader. “Unhappy the land that
has no heroes”, says a character
from one of Bertolt Brecht’s
works. “No”, responds another.
“Unhappy the land that
needs heroes”.
ENOUGH LEADERSHIP
Supposedly any organization
that has a problem needs new
leadership, more leadership.
I believe that many of these
organizations have too much
leadership. What they need is
Moments from
the Henry
Mintzberg
investiture
ceremony
8/10/08 16:50:32
DOSSIER
p
less leadership, perhaps
just enough.
Of course leadership is
important. And it is evident that
it can make a difference. But too
often this is exaggerated into a
tautology: show me a successful
organization and I will show you
a great leader. And this is much
easier than tr ying to guess what
actually happened.
Let’s recognize that separating
leadership from management is
part of the problem
Where leadership is important,
as was probably the case with
Gerstner, what type of leadership
is it? Is it the heroic leadership
that is so often illustrated
in the press? Gar y Hamel’s
article in the Har vard Business
Review (“Waking Up IBM”, July/
August 2000) on how Gerstner
actually made it–at least as it
pertains to the company’s entr y
in the e-business world– gives
a different stor y. A programmer
with an idea joined a manager
with an open mind who had
more vision than budget, and
together they created a group
which introduced IBM into the
world of e-business. And what
role did Gerstner play? When
he realized what the initiative
consisted of, he promoted it.
That’s all. Instead of setting
a direction, he supported the
direction set by others. He
offered less leadership, but the
right leadership. Just enough
leadership.
SEPARATE LEADERSHIP
How can we foster leadership
like this? To star t, let’s
recognize that separating
leadership from management is
par t of the problem. (Nowadays,
we distinguish leaders from
managers. Half a centur y ago,
Peter Drucker distinguished
managers from administrators,
with the ver y same idea
in mind!)
Instead of isolating leadership,
we need to extend it throughout
the organization, through
different levels of management
and beyond. Anyone who has
an idea and a little initiative
can be a leader. We currently
hear a lot about the concept of
micro-managing –managers who
meddle in the work of those who
report to them. This can be a
problem. But now the problem of
macro-managing is much more
serious –managers who sit in
lofty towers, formulating their
grand strategies and imposing
their abstract standards for
compliance, while ever yone
else supposedly puts them
into practice. This is what I call
“management by deeming”.
31
8/10/08 16:50:41
DOSSIER
The value of
Mintzberg according to…
CARLOS LOSADA
(LIc&MBA 79)
Director General
of ESADE
“Henry Mintzberg, as a researcher, is a point of reference
in the area of managerial policy. He is one of the most
prolific, well-recognized researchers of all time. He has
addressed issues all the way from the managerial function
and leadership to strategy, including reflections on power
within the company, structuring of organizations and so
on. As an author he has been able to balance quantitative
and qualitative approaches, the inductivism typical of
English-language empiricism,
combined with the development of interpretive models of
reality, more typical of Central European rationality.
Moreover, as a researcher he combines the highest scientific rigor with a passion for transforming organizational
and social reality for the better: his concern with human
dignity and the dignity of society shows through even in his
writings which are furthest removed from axiological elements. His contingent approach makes empirical studies
take on great illustrative value, we could even say normative value, one of the most valuable contributions that can
be made today in the world of management, obsessed as
it is with the case method and with best practices, which
tend to lead to so many errors”.
jAvIER nIEtO SAntA
(cE Lic&MAStER 77)
Translator and first
publisher of Henry
Mintzberg in the Spanish
language
“Henry Mintzberg was and is the enfant terrible of the
international management panorama. His doctoral thesis in 1973 (The nature of managerial work) is today
an unmistakable milestone in the study of managerial
functions, and his 1979 compendium on the theory of
organizational structure (The structuring of organizations) has shaped thousands of management students
around the world, being just as irreplaceable. But aside
from how he has challenged the official theories, the
really important thing about Mintzberg is his will to build
“descriptive theory”, which does not impose (in normative fashion), but rather shows inductively (from facts
to thought), is creative (being completely free) and is
based on the strength of empirical research. Mintzberg is
among the top ten management writers of all times, and
by the year 2009 we hope to publish his new major work
as part of the collection ESADE FONDO”.
32
The training programs which
seek to create leaders add to
the problem. A leader cannot
be created in a classroom.
Leadership grows in a context,
where it acquires its most
impor tant characteristic:
legitimacy. We can work with
people who are leaders and
managers, help them to learn
from their own experience,
as we do in several of our
programs. In other words, we
can improve their abilities, but
not create them.
earned leadership
Currently we have leadership
which more than anything
is illegitimate, selected by
outsiders and imposed on those
inside. A board of directors,
made up of mostly outsiders,
or top level executives, is
impressed by a candidate whom
they have no personal knowledge
of as to how he practices the
internal management of persons.
It is surprising that, when these
decisions are being made, rarely
is there any consultation with
those who have been guided or
managed by these candidates.
Authentic leadership is earned
inside, in the business unit, the
organization or the community
Authentic leadership is earned
inside, in the business unit, the
organization or the community.
It is from the other people who
have not only accepted this
person’s guidance, but they
have looked for it in the first
place, and have kept it later on.
If an organization really wants
effectiveness, I suggest that it
begins by involving staff in the
selection of their managers.
In other words, listen to the
voices of those who know the
candidates better, because
they have worked with them,
and for them.
INVOLVED LEADERSHIP
Effective leadership is involved
leadership: the person gets
involved and this way involves
others. These are people who
are deeply involved in their work.
They are devoted to their sector,
their organization, their people,
in a serious, calm manner. They
are close at hand to experience
the consequences of their
actions. These leaders are much
more concerned about preventing
than about fixing; they connect
much more than they control;
they say much more through
their example than through what
they decide, also through their
own compensation and staff
retention. These leaders are not
exalted “on high”. They work
painstakingly. So much talk about
workers and knowledge networks
and, yet, we get all excited about
“upper management”. A manager
who places himself at the top of
a network, gets left outside.
COMMUNITYSHIP
Even in this case leadership is
exaggerated. People naturally
look for leaders. But sometimes
they fool themselves, they
confuse leaders with leadership.
The intention of leadership
may be to empower others,
but it often has the effect of
removing their power. By focusing
on a single person, even in
the context of other persons,
leadership turns into part
of the individuality syndrome
that is spreading ever ywhere,
undermining specific
organizations and communities
at large.
8/10/08 16:50:49
DOSSIER
In his investiture
speech as
honorary doctor,
Mintzberg
questioned
the different
leadership
models of today
Earlier I referred to what
might be called “distributed
leadership”, but calling it
leadership is perhaps not
such a good idea, because
its effectiveness does not lie
in one individual but rather in
the collective social process—
essentially in the community.
All of us are the solution to
the world’s problems, all of
us, working in accord. Let’s
rid ourselves of the leadership
cult, and deliver a strong blow
to our growing obsession with
individuality. Let’s not create
a new cult around distributed
leadership, but let us recognize
that merely insisting on the word
leadership guides our thought
toward an individual and away
from the community. We need
not only better leadership,
but also less leadership.
Why don’t we tr y to question
any speech, program, ar ticle
or book that uses the word
individual leadership without
gLORIA bAtLLORI
(cE LIc&MAStER 85)
ESADE’s Director of MBA
and Executive Masters
programs
“Mintzberg has discredited the
preparation and competence of MBA
graduates as managers. Although
his criticism is aimed at traditional
MBA programs such as Harvard’s,
his opinion has raised controversy
also in the business schools. Why do
companies continue to hire MBAs? Why
do businesses systematically continue
to look to business schools for hiring
talent? Businesses with international
activities look for a certain type of
talent –people who are ambitious, have
management knowledge and skills,
with a network of international contacts
that helps them distinguish and assess
different business models according
to the culture—things which they have
been finding in the MBA program for
years … there must be something
to the MBA …”.
giving the same attention to
communityship in some way
or another? This could have
profound consequences, not
only for future organizational
efficiency, but also for democracy
in our societies.
RAFAEL
bEngOA
gERMÁn
cAStEjÓn
(LIc&MbA 81)
McGill professor
and colleague
ESADE Alumni
President
“I’ve already given enough help to
big companies to make more money.
What interests me now is how we
might be able to help poor countries.
Henry Mintzberg made this statement
to me a few years ago at the World
Health Organization where I was
working. I think it defines well his
social and humanistic motivation,
distinguishing him from other
management gurus of his generation
who rarely use their influence and
knowledge in the development of
poor countries.
Since then I have had the good
fortune and opportunity to work his
“professional organization” concept
with him at the UN, and currently
to participate in his new, innovative
Masters in Health Leadership at
McGill University in Montreal”.
“I met Henry Mintzberg en 1981. I had the good fortune of being his pupil in
a business policy course at McGill University (Montreal), while participating in
the PIM 1981-82. His classes were focused on debate and discussion. This
is how he got his ideas to flow. I remember him being demanding in terms of
interventions being rigorous and well-founded. One day before each class, we
had to leave in his office a sheet with a brief summary of the prior readings, our
opinion about the ideas being debated, a list of what we considered to be the
more interesting questions, the topics we would like to debate, etc. Mintzberg
structured the classes and the debate around our own material, which he had
received a day earlier and had read and synthesized. He had just published The
Structuring of Organizations, which we analyzed and debated in class in depth,
as well as many papers which would later become his subsequent books. Practice in strategic consulting was part of the course, and we as students had to
find our own customers, without any further help or recommendation than being
able to say that the work was part of a class by Professor Mintzberg. My group
selected a business which manufactured flight simulators. We were accepted
as consultants right away. I remember Mintzberg as a myth- and stereotypebreaker, skeptical more than dogmatic, with a scientific mentality, a rigorous
researcher. An untiring worker. An excellent communicator. With a non-stop
smile. Always very concentrated. A passion for management and organizations,
and also for mountains and especially ski mountaineering.”
33
8/10/08 16:51:18
advertorial
Obsession for Iberian ham,
a product in a class of its own
iberian acorn-fed ham is a marvel of
our gastronomy. REsERva IbéRIca provides
us with what may well be the very best
selection of this unique product.
T
he exacting selection and
control process which
Reser va Ibérica follows in
curing their hams is the basis
of a philosophy of marketing
only the finest. Iberian hams
with unique properties for the
senses and for health.
SELECTION on site in
la deheSa, a thousandyear-old ecosystem
The natural habitat of the
Iberian pig is the dehesa, or the
meadows of the southwestern
Iberian peninsula. Midway
between the forest and the
prairie, the dehesa allows for
large-scale stockbreeding. In this
protected environment, declared
a natural biosphere reser ve
by the UNESCO, the Iberian
pig enjoys its freedom. Acorns
from the holm oak and cork
oak form the basis of a natural,
balanced diet which is key to the
organoleptic quality of Iberian
reServa ibérica collaborates with eSade alumni, organizing activities about
the culture of iberian ham (with tasting and pairing sessions) in their store/showroom
on aragó street, in barcelona
034-35 Publi ResIberica_ING.indd 60
8/10/08 16:53:32
advertorial
The natural habitat of the Iberian pig
are the meadows of the southwestern
Iberian peninsula, a protected
environment declared a natural
biosphere reserve by UNESCO
ham. It is the only meat product
in the world which is a source of
oleic acid, just like olive oil.
stockbreeding control.
exceptional genetics.
A direct descendent of the
Mediterranean wild boar, the
exceptional genetics of the
Iberian pig are the result of
thousands of years of adaptation
to make the most of the natural
resources in the environment.
Hard, dr y winters on the dehesa
forced it to develop a high
capacity for storing nutrients.
This capacity, together with the
constant exercise involved in
searching for water and food,
results in the presence of fat
streaks over the length of the
muscle, and an especially tender,
flavor ful meat.
034-35 Publi ResIberica_ING.indd 61
OUR SELECTION PROCESS.
the professional
guarantee.
30 years ago the Iberian
pig was a much lesser-known
breed than today. Only a
few ar tisans continued the
traditional breeding of this
animal. Already at that time,
the first generation of today’s
Reser va Ibérica team explored
the hills of Jabugo and the
dehesas of the southwestern
Iberian peninsula, in search of
the places where master hamproducers kept the secret of
preparing the finest ham in the
world. Since then, our passion
for an exceptional product has
only grown over the years.
Today, Reser va Ibérica continues
to carr y out a rigorous selection
process with its hams. As with
fine wines, the best pieces are
on reser ve in their place of
origin 1 or 2 years before they
are released on the market. Key
to product quality is the careful
Reser va Ibérica provides
an exclusive alternative for
experiencing authentic Iberian
ham, based on a philosophy of
painstaking selection geared
It is the only meat product
in the world which is a source
of oleic acid, just like olive oil
selection of the suppliers, who
include name brands such as
Joselito and Sánchez Romero,
as well as small curers who are
outside the usual commercial
circuits, as well as the one-byone selection of pieces from
the storeroom. These hams,
all backed by the highest
health standards and product
traceability, get to the customer
once they have reached their
optimal curing time.
toward the marketing of exquisite,
unique pieces, the fruit of
30 years’ experience. This
experience is already well-known
among gourmet restauranteers
in Spain and across Europe, and
now for the last two years, in
the demanding gourmet product
market of Japan, through Reser va
Ibérica Japan Co., Ltd.
8/10/08 16:53:36
MEET THE FACULTY
Getting to know…
Ángel Castiñeira
and Amy Leaverton
Social sciences are closely
related to human resources.
Both disciplines have in common
a deep knowledge of society as a
whole and of people as individuals.
1. How did you come to ESADE?
2. What do you think makes your
courses interesting?
3. What lines of research are
most interesting to you?
4. Tell us an interesting
conclusion from one
of your recent studies.
5. Is there something in your
experience as a professor that
you’re especially proud of?
6. How do you think your
students would describe you?
7. What would you like to do,
but haven’t found the time for?
8. How would you describe
ESADE in three words?
9. How do you like to spend
your time outside ESADE?
10.Tell us an anecdote from
your teaching experience.
36
Errata: Teresa Duplà is full professor in the Department of Private Law at ESADE’s Law School
and Vice-Dean of University Studies, European Space and Innovation. She is not a teacher in this
department as published in the Meet the Faculty section of ESADE Alumni issue no. 122. Similarly,
her research activity has focused mainly on Succession Law and currently on Law pertaining
to Family and Minors, and on the area of Teaching Innovation.
036-37 Claustro_ING.indd 36
10/10/08 11:11:15
MEET THE FACULTY
Àngel Castiñeira
“The stereotype about the hard-working,
well-educated Catalonian is fading.
The PISA reports on education place us near
the bottom of the autonomous regions.”
Amy Leaverton
“The main goal of my research is to
observe how a person’s style can affect
his or her approach to learning.”
[email protected]
Associate Professor of the ESADE-URL Department of Social Sciences
since 1993, Àngel Castiñeira is also Director of the Chair in Leaderships
and Democratic Governance and Director of the ESADE-URL Department
of Social Sciences since 2005. He received both his undergraduate degree
and his doctorate in Philosophy and Educational Sciences from
the University of Barcelona.
[email protected]
Associate Lecturer in ESADE’s Department of Human Resources Management,
she combines this activity with co-managing ESADE’s LEAD Program. Leaverton
has a Degree in Modern Languages and Psychology and a Master’s Degree in
Linguistics from the University of Illinois. She has pursued her career as an educator and
consultant, focusing on leadership development and executive coaching in a
wide variety of business sectors.
1
1 In 1990, I finished my
It was in 1993. The day I
presented my doctor’s thesis,
members of the Social Sciences
Department came to hear my
defense. They offered me to
come on board right then and
there. And it worked.
2 On one hand, there is
the content which relates to
understanding current society
and changes in the environment.
For my part, I try to give it all my
passion and dedication.
3 Right now I am working on
topics related to leadership
dimensions and the quality of
caring for others, and I have also
promoted a Values Observatory
dedicated to analyzing the
change in values in Catalonia.
4 The stereotype about the
hard-working, well-educated
Catalonian is fading. The PISA
reports on education place
us near the bottom of the
autonomous regions. Meanwhile,
the polls indicate that work is no
longer a central value in the lives
of many Catalonians, but rather
a means to an end. The self,
friends and free time have taken
precedence. We have become
post-modern.
5
Participating in the creation
of an educational institution
which is a benchmark not only
for its knowledge, but also for its
ethical and social commitment.
6
I don’t know. I think it
depends on the age of the
student. The younger ones often
see me as serious and distant
in the classroom but closer
and warmer at close range. The
executives tend to give more
value to clarity of presentation
and a command of the topics
being discussed.
To master foreign languages
well enough to be able to teach.
Master’s in Linguistics, and I
got my first job as a teacher in
the Languages Department. In
1992, I began to collaborate as
an external lecturer for the Human
Resources Department, and I was
responsible for management skills
seminars for the MBA programs.
In the year 2000, Jaume Hugas
discovered me and recommended
me for the LEAD program. The rest
is history.
8
2 I think that once we enter the
7
Humanistic, dynamic, highquality.
9 I like gardening, the
mountains, diving, cooking
and reading.
10 In Managua I gave a course
on geopolitics at the UCA,
shortly after the USA attacked
Iraq (March 2003). I severely
criticized the North American
decision. In the first row, there
was a blonde woman with her
eyes wide open. Despite the
intense debate that I carried on
with the students, she did not
participate. At the end of the
class, I was told she was the
United States ambassador. (They
should warn you of something
like that!)
spiral of responsibilities that life
brings us, we tend to forget the
deeper questions, like who we
are, what motivates us and what
makes us happy. This kind
of thought is the basic premise
of my classes.
3
I have been fascinated by
learning and personality since I
was a little girl. Perhaps because
of my father’s influence, he was
a psychologist in the Chicago
public schools specializing in
academically gifted children.
4
This statement may get
me into trouble, but there seem
to be clear differences between
men and women in terms of
learning styles. One of these is
that women tend to experiment
more, while men are more
abstract. I have been reading
a lot about brain structure and
gender differences, and my
research results concur
with what I find.
You can look up ESADE faculty and collaborators
at www.esade.edu  Faculty and Research.
036-37 Claustro_ING.indd 37
5
I can only say that I am proud
to be a university professor,
period. It’s a challenge, you
always have to be up to date on
everything and ready to answer all
kinds of questions.
6
They probably see a person
who prepares her classes
conscientiously and at the same
time leaves a lot of room for
debate and improvising. They may
also perceive that I am rigorous
about respect, and my classes
often revolve around this.
7
I have a million! I love learning!
I suppose mathematics classes.
I like the elegance of this subject.
8
Stimulating, innovative,
competitive.
9
Playing the piano, playing the
piano and playing the piano.
Perhaps one of the most
memorable and moving ones
was a mother’s confession. She
told me she was having serious
problems with her adolescent son,
and after my classes she would
apply the same methodology with
him, whereby their relationship
had changed radically for the
better. This made me realize how
much you can influence people
through teaching. It’s flattering,
but at the same time it’s an
enormous responsibility.
10
37
10/10/08 11:11:22
TALKING TO
Pedro Mirosa and
Alfons Sauquet
TALK ABOUT THE NEW ACADEMIC YEAR AND ABOUT THE MOVE
TO esadE’S NEW CREaPoliS CAMPUS IN SanT CUGaT
T
he new academic year brings
a number of new features
in the form of revised study
plans for Law and Business Administration degrees. For this reason we wanted to sit down with
Deans Pedro Mirosa and Alfons
Sauquet and learn how ESADE is
handling this important year, just
getting under way.
BOLOGNA PLAN
38
038-40 Conversamos_ING.indd 38
Logically, the conversation mainly
focused on adaptation to the
Bologna model.
Pedro Mirosa began by pointing
out: “The academic year starts
off with an important change in
the Management and Law degree
programs, which are changing
from five-year programs to
four years. Adjusting to the Bologna principles has meant adapting methodology and content. In
the former we have been in line
with these principles for some
time, and in the latter, ESADE
is accustomed to constantly
updating itself.”
The changes are based on adapting study plans to the European
standard which was approved in
Bologna, and ESADE’s faculties are the first in Catalonia to
adapt to the new plan. As Mirosa
continues, “in this context, the
important thing is that we have
acquired a tool that allows us to
modify our student profile as a
function of changes in society,
8/10/08 13:56:05
TALKING TO
“Now we can
become globalized
at home”
as deans of ESADE’s law school and
business school, respectively, PEDRO
MIROSA AND ALFONS SAUQUET (MBA 90)
ANALYZE IMPORTANT CHANGES TAKING PLACE
THIS ACADEMIC YEAR, WITH ADAPTATION TO THE
BOLOGNA PLAN A MAJOR CHALLENGE TO BE MET.
and this means a fundamental
advantage. Adapting to this plan
helps us be realistic and positive,
adopting the profile of students
that come to us with their skills
and competencies”.
Along these lines, Alfons Sauquet
feels that “the Bologna Plan
means a very clear change in the
structure, the content, and the
way that we work, and it gives us
the possibility, if at some point
we wish to strengthen certain
aspects in our students, to know
what direction we should work in,
for that to be accomplished”.
ACADEMIC QUALITY
Beyond the structural change,
the arrival of the Bologna Plan
also affects the teachers, and
involves a step for ward in terms
of educational quality. Alfons
Sauquet confirms this: “The
teachers have begun a process of reflecting on their work
from a new perspective, something which has been relatively
institutional to date, and I am
sure that this reflection will bring
benefits in the mid term. But,
in addition to being pioneers in
meeting the Bologna standard,
we have also developed the
AUDIT Program, approved by the
Quality Agency. This is a kind of
ongoing assessment of academic
and pedagogical quality in our
degree programs. Also, the business world and the university are
brought much closer together”.
INTEGRATED INTERNSHIPS
For the Management degree
(Bachelor in Business Administration, BBA), the internship
will be extended and will be fully
integrated into the educational
program, making it possible for
some courses to be organized on
the basis of having had practical
experience, or an international
exchange. “This is a significant
difference, something which has
only happened in programs with
an admissions requirement of
previous experience, such as in
the MBA programs”, Sauquet
commented.
For the Law degree, Mirosa
remarked that “although the professional internship was already
integrated into the compulsory
program, we have taken it a step
further by now involving law professionals in students’ academic
grading. The arrival of the Bologna
Master’s programs, with their
international nature, means an
important change in students’
educational context, but it is also
an opportunity for the law firms”.
INTERNATIONAL APPROACH
The Bologna Plan also represents
a big opportunity for the first
institutions that move ahead
with the adaptation process,
as is ESADE’s case. Sauquet
explains, “the big difference with
the Bologna Master’s programs
is the benefit to be gained by the
pioneering institutions, because
students will be able to choose
Alfons Sauquet: “Bologna
brings together business
and university, professional
development and education”
universities which they previously
did not have access to. Thus,
the institutions which are more
experienced in the international
approach will be the ones that
move more comfortably in this
new context. In the ADE-BBA
studies, we might have as many
as 500 pupils for a Bologna
Master’s, 300 of which come
from universities all over Europe,
allowing us to become globalized
at home”. This change is even
more considerable in the case
39
8/10/08 13:56:08
TALKING TO
of Law, when the new law for
Entr y into Legal Practice comes
into effect. “This law makes the
Master’s program compulsor y
for entering the legal profession.
The compulsor y nature of the
Master’s degree opens new
doors to international experience,
above and beyond the current
presence of globalization in our
exchange programs and the
Joint Certificate of the Themis
Program”, Mirosa indicates.
Pedro Mirosa:
“The new Master’s program
opens up international
experience for the student.”
NEW CAMPUS
Adapting study plan to the
European standard is not the
only novelty this year. Coming
next Januar y, students in the
current Business Management
Program—ESADE’s BBA—will
move to the new ESADE
Creapolis campus in Sant Cugat
del Vallès. For Alfons Sauquet,
the move means “access to a
ver y advanced infrastructure in
terms of technology and design,
a true university campus that will
host all the initiatives that give
shape to academic life. The San
Cugat campus, moreover, will be
a global campus that will house
about 300 students enrolled in
the Bologna Master’s programs,
and who come from the best
schools around the world”.
New degrees
OLD STRUCTURE
First Cycle
2-3 years
DiPloMaDo
3 years
Diplomatura
1 credit = 10 class hours
Second Cycle
3 years
Third Cycle
3-4 years
LICENCIATURA
in Business
Administration
or in Law
DOCTORATE
1 ECTS credit (European Credit Transfer
System) = 25 hours of student work.
NEW STRUCTURE
First Cycle
4 years
Bachelor’s in
Business Administration
(BBA) or in LAW
240 credits
Second Cycle
2 years
Master’s
60-120
credits
Third Cycle
3-4 years
doctorate
ESADE delivers all its courses with ECTS credits since 2005/2006.
For Mirosa, “it must be
stressed that the new campus
goes beyond the concepts of
technology park or scientific
park, having an entire floor
devoted to research, and giving
precedence to creativity.”
As Sauquet adds, “the new
campus means the coming
of age of an idea which till
now has not been quite so
explicit at ESADE: that research
and knowledge creation are
two elements that connect
fully to the educational
program”.
Pedro Mirosa
Alfons Sauquet
Pedro Mirosa is Dean of
the ESADE Law School
and full professor of
commercial law. He is
also the creator and first
director of the Master’s
Program in International
Business Law, specializing
in corporate law,
bankruptcy law, insurance
law and maritime law.
Alfons Sauquet (MBA 90) is
Dean of the Escuela Superior
de Administración y Dirección de
Empresas and of ESADE’s Business School. He is also a
full professor at Ramón Llull
University, and ordinary professor in the HR Management
Department. Innovation, learning
and knowledge management
are some of his main areas
of interest.
40
8/10/08 13:56:12
041 Anu Epson.indd 3
6/10/08 13:31:47
My Opinion
Organizing
global governance
T
he July 5 cover of the weekly periodical The
Economist displayed a clever illustration, a
kind of unfinished Tower of Babel, to reflect
the organizational chaos of world society. From
one end you see: “Makes Babel look able”. Signs
hang from the different floors according to what
organization resides there. At the very top is the
G-8 with this posting: “No Vacancies. No Chinese.
No Indians.” From the same floor, the OPEC sings
“Roll Out the Barrel”. At a lower level, a voice from
the Security Council speaks: “My veto is bigger than
yours”. Moving further down we find the Regional
Organizations, most of which are pronouncing “No”
in different languages. From the European Union we
hear the comments “Nil” and “That’s Irish for YES”.
We need many visible, strong hands that are
also careful and gentle, in order to bring a
little more peace and order to the world
The World Bank gives a firm “Nein” and the World
Trade Organization sings “Doha, ha, ha”. Closer to
the ground, African Unity speaks: “Congratulations,
President Mugabe”. And NATO: “Specializing in
infighting” From the IMF an automated teller machine
bears this sign: “Sorry, no money here. Go to
Peking”. Finally, from the ground below we hear a
voice: “Psst! Want to buy a nuke?”
In summary, the world is a swarm of private
interests, in conflict and opposition to one another.
In the absence of solidarity towards finding the
mythic “common good” (or at least, the “most
common, general good”), we need certain centers of
authority for specific spheres of human activity, and
some minimal coordination among them.
The moral to the weekly feature is not that all
international organizations should be eliminated and
that spontaneous market forces should be left to
establish peace and order in the world, something
they would never do. The Economist asserts the
need for international institutions to come as close
as humanly possible to a worldwide governance
structure that would establish order in the activities
of human beings. We need many visible, strong
hands that are also careful and gentle, in order to
bring about a little more peace and order in the
world. Or at least stop it from drifting into an iceberg.
The current organizations are not working. They must
be transformed.
LUIS DE SEBASTIÁN
[email protected]
Honorary professor of the Economics Department. Master of Science
in Economics from the London School of Economics and doctor in
Political Science from the UHE, Geneva. Former economist for the
Interamerican Development Bank in Washington. He has published
several books, articles for economics journals and
for the general press.
42
042 MiOpinion_ING.indd 42
8/10/08 16:56:48
ww
www.nespresso.com
SPaou08BestFashionGC3
043 Anu Nexpresso.indd 3220x280 1
21/08/08
19:27:40
8/10/08 12:09:22
LEGAL AREA
Celebration of the
second APTISSIMI awards
DURING THE MONTH OF JULY,
THE SECOND apTiSSimi AWARDS
FOR BUSINESS LAW WERE
PRESENTED IN barcElona UNDER
THE AUSPICES OF THE ESadE
alumni LAW club.
I
n addition to the award ceremony,
the managing partners and
marketing directors of the main
sponsoring law offices (Pérez Llorca,
Clifford Chance, Cuatrecasas,
Freshfields, Garrigues, Gomezacebo
& Pombo, Jausas, Kpmg, Latham
& Watkins, Lovells, Landwell,
Roca Junyent and Uría Menéndez)
received two training sessions with
David Maister on topics of strategic
management for law offices. These
sessions took place the same day as
the dinner, at the Equestrian Circle
and at ESadEForum.
44
044-47 EspacioJuridico_ING.indd 44
10/10/08 11:12:43
LEGAL AREA
7
3
4
5
1
2
6
1.- Award dinner held at Llotja de Mar.
Over 200 business law professionals were
in attendance.
2.- David Maister, guru on professional office
management, delivered a course at the
Equestrian Circle for marketing managers
from the sponsoring law offices.
3.- Esther Giménez Salinas, president of Ramon
Llull University, addressing the audience
at the award dinner
4.- Eduard Sagarra, professor in the ESADE Law
School and partner in Roca Junyent, with
Sandra Barba (Lic&MD 99), board member
of the ESADE Alumni Law Club.
5.- Cocktail reception on the patio of
Llotja de Mar
6.- Earlier in the day, David Maister delivered
a strategy seminar at ESADE Forum for the
managing partners of the sponsoring
law offices
7.- Charles C. Coward, co-director of the
Barcelona office of Uría Menéndez;
Emilio Cuatrecasas, managing partner of
Cuatrecasas; and J. J. Pintó Ruiz, the attorney
who was award the APTISSIMI personal career
award ex aequo with Rodrigo Uría
45
10/10/08 11:13:10
LEGAL AREA
Interview with David Maister
“People
can be happier
and more
productive
at the same
time”
former harvard buSinESS School
professor and presently a consultant and
international speaker, david maiSTEr is
without a doubt the world’s top authority
on managing professional services
companies and has been recognized
as one of the “Top buSinESS ThinKErS”
in the world by the Financial TimES.
A
46
ccording to your latest
book, it often takes an
extremely negative event
for a law office to implement
new strategies. In your opinion,
what are key actions that can
help in such a change?
In my option, organizational
change moves from the bottom
up, not vice versa.
People only change if there is a
great desire to reach the target
situation and that desire is a
ver y personal one.
That’s why I think the important
thing is to ask people where
they want to be, say, in three
years’ time, to agree on what
should be the first steps for
getting to that goal, to provide
initial help and later to review
and make those people
responsible for executing those
first steps.
Can law office managers
successfully combine
professional practice with
managerial tasks?
Management is a frequently
misinterpreted concept. Many
law offices argue stubbornly
about the time spent on
administration because they
consider it to have little added
value. Moreover, since the
area or office managers or
administrators are usually high
level attorneys, firms do not
easily accept the loss of this
attorney/manager’s contribution
to the firm’s professional
practice. Finally, many firms
think that a manager is going to
rise up as “the boss”, which is
not accepted by the rest of the
non-manager partners. All this
greatly limits the effectiveness
of decisions made by managers
10/10/08 11:13:15
LEGAL AREA
er
David Maister presented a very pragmatic approach to current reality in law offices
in a law office. The key, in my
opinion, is to understand that
the main role of the manager is
coaching his or her colleagues,
helping them to achieve all that
they are able to. To implement
such a system would require:
(a) selecting general managers
fundamentally for their ability
to help others improve (not for
them to be demanding, but to
really get others to improve!)
(b) choosing a person who finds
fulfillment in seeing others
“Managing is knowing
how to interact with
people as individuals
and as teams”
improve their visibility and get
the credit, and (c) judging and
evaluating the manager according
to the overall improvement of
the group, not only on his or her
personal achievements.
Must the manager-attorney be
a good psychologist?
Managing more than anything
is knowing how to interact with
people as individuals and as
teams. What is not management
is to simply carr y out a case
logically and rationally and expect
that ever yone else is going to
act logically, due to the simple
fact that human beings are not
essentially logical. Management
seeks to influence people’s
emotions so that they per form
what is logically beneficial.
Should a well-managed
organization also be an
environment that at the same
time allows people to be happy,
without compromising on
competitiveness?
I am sure that people can be
happier and more productive
at the same time. If I feel really
committed and satisfied with
my work, enthusiastic and
proud of my achievements
and am genuinely interested
in the customers I ser ve,
I will simultaneously reach
professional and personal goals.
Undoubtedly, providing better
ser vice through quality work
will result in greater personal
fulfillment and it will give me
better earnings today and in
the future due to the reputation
that I am building. The key is to
ensure that the professionals
are pursuing goals which they
feel proud of and that agree with
the values they believe in. This
is different from being merely
competitive. It’s not a matter
of just pursuing professional
virtues, the secret is to make
yourself rich by pursuing
professional virtues which have
personal meaning.
With institutional sponsorship:
Primary legal sponsorship:
Should law offices be more
aware of the importance of
managing human resources?
Human resource professionals
can be ver y valuable if the firm’s
managers and partners change
their behavior according to
what these specialists advise
them. However, human resource
specialists are often hired to
make up for the lacks of the
firm’s partners, and to keep
them from having to change their
behavior and attitudes in these
areas. This is a disaster!
Other legal sponsors:
Official ground transportation:
Maister’s presence was the
crowning touch to the second
APTISSIMI awards from
ESADE Alumni’s Law Club
Other collaborators:
47
10/10/08 11:13:28
PROFESSIONAL DEVELOPMENT
Career Services
in Madrid
ESADE’s Career
Services center
in Madrid offers
alumni a range
of services,
including ongoing
development,
job bank, and
professional
advice.
C
areer Ser vices in Madrid
is oriented toward the
qualified professional,
with a few years of experience,
generally in positions considered
middle management or top
management. Being unemployed
is not a prerequisite, since
Career Ser vices is not just a
job search agency, it acts as a
professional assistance tool in
the broadest sense.
With flexible, personalized
methodology, they are able to
offer support to match the needs
of every alumnus. “Sometimes
alumni are looking for a career
change; other times they need
information on a certain sector;
there are also phases when you
need to widen your personal
networking circle, etc”, explains
Ana Niño, head of the Career
Services office.
A SERVICE
FOR EVERY NEED
Seminars organized by the center
are diverse: everything from
how to do well in a job interview
(through interview simulations),
to practical networking seminars,
to presentations from partners in
headhunting firms.
48
048-49 DesarrolloProf_ING.indd 48
8/10/08 14:03:07
PROFESSIONAL DEVELOPMENT
The mentoring program is quite
active, with participation from
a number of mentors (alumni
located in relevant positions or
companies) who have offered
to collaborate with those alumni
who wish to join the program
as mentorees interested in a
particular market, functional area,
sector, etc. The program lasts
three months; during this time
they can exchange impressions in
the areas of most interest to the
mentoree.
Similarly, any alumni with access
to the Career Services center
is entitled to two guidance
interviews, an initial one and
another feedback interview after
a certain time has passed. The
objective may be to help a person
make the most out of his or her
CV, to work together on a sector
change or company change, a
salary negotiation, etc.
As for the job bank, this refers to
a system of job offers a la carte.
“We at Career Services contact
businesses and consulting
firms so that they look to us
and advertise their selection
processes at ESADE”, explains
Ana Niño.
Any alumnus can check the job
openings and put their name
down for jobs which interest
them. “I proactively make visits
For the coming year, their
objectives are to improve
ser vices offered to alumni,
to increase the quantity and
quality of job offers and seminars
of interest to this audience,
and, generally speaking, to
provide a ser vice which is
friendly, professional
and reliable.
Career Services offers
support to match the
needs of every alumnus
and telephone calls to Human
Resources departments,
presenting ESADE and the Career
Services center, including its job
bank. I try to be in forums and
at lectures and, in summary,
wherever there are organizations
that might be relevant for ESADE
alumni. Moreover, the alumni
themselves are also a source of
information”, adds Niño.
Ana Niño
Elena Giménez
Head of the Madrid Career Services
center, Ana has a degree in
Psychology and a specialization
in Human Resources from the
Autónoma University of Madrid. She
worked initially for a temporary
employment agency, later in the
HR department of Alcatel and
then eight years in the world
of headhunting. Finally, the
last four years were spent
as senior consultant in the
American multinational
Heidrick&Struggles.
With a degree in Pedagogy,
Elena’s experience
comes from temporary
employment agencies,
and includes processes
of employee selection,
hiring, posting job offers,
and so on. She currently
handles entry and followup of job offers, preparing
and reserving classrooms
for seminars, coordinating
guidance interviews,
mailings, etc.
49
048-49 DesarrolloProf_ING.indd 49
8/10/08 14:03:16

Henry Mintzberg at ESADE

Transcription

Similar documents

Contribution Form

Wolmer`s BANQUET Flyer 4

THE FIRST MBA PROGRAM IN VIETNAM WITH

Summer 2013 - Cook County Health and Hospitals System

Splash Lagoon Family Fun Weekend!

Associate of Business Administration in Human Resources

Homecoming Week Flyer - College of Education

Anna Liffey Dinner

IPMD Entrepreneur Seet