The Asian Manager, 2002-2003 First Semester Issue by Sherbet Manalili

A N A 5 I A NI N S T I T U T O E F M A N A G E M E NPTU B L I C A T I O N

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2002-2003 FTRST SE,,TESTER TEAM EDITORIAL R, CONFESOR tttARlANIEVES Editor-in-Chief LUIST. CRUZJR. Managing Editor SHERBET KATIGBAK-l,tANALlLl content Editor ,\,IARCO H. RUBI-CRUZ Art Director CHARINA R.ONG^.IANCHI ContentCoordinator JOEL D. ADRIATIO A.IARIAPHERPETUAO. CARANDANG

Dear AIM Alumni: 'Welcome

to this special eJearning issueof The Asian Matagn first as TAM's Editor-in-Chie[

Vith this issue,we celebrateour taking giant cyberstepsinto the world of eJearningon A-IM's 35'h year.Ve are marking another milestonewith the launching of the AIM-World Bank DevelopmentResourceCenter, which is comprisedof the Global Distancelrarning Center and t]re Knowledgefor DevelopmentCenter. This is the first training faciliry of its kind in the country which houses a multimedia repositoryof $7orld Bank publications and a dedicatedvideoconferencingcapabiliry that will allow the lnstitute to deliver programsto different parts of the world. Of equal significanceis dre launching of a more robust AIM S?ebsite which featuresinteractivefunctionalities for our stakeholders,and especiallyfor our studentsand our alumni.

Contributing Writers WETTE BAUTISTA-EVANGELISTA This year too, our multi-school system,which vdidates our evoludon EDENS. CARDENAS into a broad-spectrummanagementinstitution, is fully operational. The Distribution& Circutation GraduateSchool of Business,the Center for Dwelopment \f.Sfip ROBERTO F. DE OCAA.IPO President A5ianInstituteof A,\anagement R. CONFESOR IiARIANIEVES Deanof the Institute EOARD EDITORIAL MARIANIEVES R. CONFESOR Chairman ITIARVâ&#x201A;ŹE P. CELI ExecutiveManagingDirecto. lnstitutionaland lnvestorRelations f.lOHANttt. PHADKE Chairman Inc. Federationof AIMAtumniAssociation, FELIPE R. DIEGO Chairman of AIM AtumniA5sociation Phitippine Chapter OFELIAODILAO-BISNAR ExecutiveManagingDirector InstitutionatMarketing

Ma-nagement,the fuian Center for Entrepreneurship,and the Executive Education and l,ifelong karning Center are in the thick of dweloping their eJearningstrategiesthat bring us to yet another phasein our "e"-enabled AIM pushing for more innovations in transformationas an our academicprogramsand learning methodologies. As your new Dean of the Institute, I extend both haads in friendship, and invite you back to your AIM. Sharewith us your new experiences and expertisein their multi-forms. !7ith our Global Distance karning facility and our Alumni portal on the AIM Vebsite - we have successfullybrought down the barriers that heretoforemade alurnni networking a formidable task. On behalf of the School Deansand the fuculry, I invite you to work with us again, using the new modalitiesof the 21" century AIM. It is definitely a more exciting venture, somethingwe would not want you to miss. \Vhy not catch up and read on! Sincerely,

/1^'*,1( 94'd NTEVES R.CONFESORt Dean ofthe Institute

:a, }"f',t;f:. 7 ;,:,'t.t DeanConfesorVisitsMumbai

.-:.::a ProlessorEmmanuelA. Leyco,ProgramDirector,with lhe HealthCare SetuiceOelivery I\,4anagemenl Course pafticrpants-

Health Care Service Delivery ManagementCourseConcluded The AIM'sthree-day Heatth Care Course ServiceDeliveryManagement wasconductedfromAugust19to 21at the AIMcampus.The 3rd in a series o f f i v e s t a n d - a t o n e h e at t h managementmodutesscheduledto run this yeat the courseattracted52 p a r t i c i p a n t s r e p r e s e n t i n gH M O s , a m b uI a t o r y c a r e f a c i t i t i e s , m a j o r institutions hospitats andeducationaI throughoutthe country both from the privateand publicsectors. T h e p a r t i c i p a n t sr e p r e s e n t e dt o p managementof FortunecareHMO, M e d i c a r d ,H e a t t h w a y a , nd CMGA u s t r a t i aa, s w e t t a s t h e P h i t i p p i n e HeartCentet V.LunaMedicalCentel VeteransRegionatHospital,Capitot MedicatCenter,AngelesUniversity M e d i c a l C e n t e r , M a n i L aD o c t o r s of Medicineand Co(tege,UPCotteges PublicHeatth,USTHospitat,Sittiman UniversityMedicalCenter (with the M e d i c a tD i r e c t o t C h i e f N u r s ea n d Managerin fu tt attendance). Business and AdamsonUniversity.They also i n c t u d e dt h e g o v e r n o ro f M i s a m i s O r i e n t a tw i t h h i s k e y h e a t t h c a r e managers. The AIMfaculty team inctudedProf.

community Onceagain,theAlMAtumni in lndia stood high as AIM DeanMa. NievesR. Confesorflew to Mumbailast September14,2002after spendingone week in Punefor the ExecutiveMBA programme.Hervisit washightighted of anotherproudAlM with the honoring '73)for alumnusMr.AshokSoota(MBM beingetectedas the presidentof the Confederationof India lndustry(Cll) on September 16, 2002 in a party hostedby the AIMAtumniAssociation of lndia. Sootawas cited as one of A I M ' s i t t u s t r i o u sa l u m n i f o r h i s pioneeringcontributionto information technotogyjn India.

Duringher short visit, she extended B. Bernardo,Jr., Prof.Rene A I M ' Si n t e r e s t i n s t r e n g t h e n i n gi t s Francisco T. Domingoand Prof. EmmanuelA. academicbasein Indiathrougha futtf l e d g e d m a n a g e m e n tp r o g r a m m e Leyco- ProgramDirector. s p e c i f i c a t t yd e s i g n e df o r I n d ia n Thisshesaidwitt assist entrepreneurs. znd Asia PacificExecutiveForum t h e s e e n t r e p r e n e u r isn a d o p t i n ga approachto doing The 2ndAsiaPacifjcExecutiveForum, more professionaI r i g h t d u r i n gt h e a c a d e m i c b u s i n e s s Center co-sponsored by the East-West s t i n t . andtheAsianInstituteof Management through the PoticyCenter,was the f i r s t c o t t a b o r a t i o no f t h e t w o i n s t i t u t i o n st o w o r k o n g t o b a ta n d regional issueswhich was hetd on March 6-7. Speakersfor this major i n t e r n a t i o n act o n f e r e n c di n c t u o e o : Admirat K. K. Nayyarof the Indian Navy:AmbassadorRodotfoSeverino Akrasanee. of ASEAN:Dr. Narongchai Chairmanof SeraneeHotdings;Dr.w. Scott Thompsonof Tufts University; All\,4Dean Nieves R. Confesor visits India. At the loregroundrs NrohanPhadke.Chairman Dr. SachioSemmoto,Founderof eol the Federationof AlM AlumniAssociation. AccessLtd; Dr. UngsuhPark,CEOof CorporateCtinic;Ms. Litia Bautista, C h a i r p e r s o no f t h e s e c u r i t i e sa n d Power Sector Restructuring Briefing E x c h a n g eC o m m i s s i o nD; r . W i t t i a m for IndonesianPolicyMakers Overhottof HarvardUniversity;Mr. with UnocaL Phitippines In cooperation B o o n Y o o n C h i a n g ,C h a i r m a no f Jardine Matheson;and Mr. Robert and USAIDIndonesia,the PoticyCenter Fitts, DeputyChjef of Missionof the hosteda briefing for an Indonesian USEmbassy. Theeventwaskeynoted delegation composedof high-tevet by Mr. WashingtonSyCipwho spoke poticy-makersand businessteaderson on the need for businessexecutives t h e P h i t i p p i n e e x p e r i e n c e i n to take a teadingrote in improving privatizing the power sector. The g o v e r n a n c ea n d a i d i n g j n p o v e r t y event was held on May 27 -29 at lhe S G V H a t t o f t h e A C C M .S p e a k e r s atteviation.

inctudedDOESec.VincePerez;SenatorRenatoCayetano (Chairof the SenateEnergyCommittee); Cong.Cirito (Chairof the HouseEnergyCommittee); Badetes and poticy-makers, otherhigh-tevet aswetlasrepresentatives fromthe lPPsandcivilsociety.FormerPresident FidetV. Ramoskeynotedthe event. AIMhosts 5thGlobalDevelopmentLearningNetworkEastAsiaand PacificAssociationl{eeting

(lFC)CountryManager InternationalFinanceCorporation SergioPimentadiscussed the needfor infrastructureand how the IFCassiststhe Phitippines becomemore competitive.Employer's Confederation of the Phitippines President DonatdDeetatkedaboutthe needfor greater growthandthedetrimentateffectsof continued emptoyment smuggting. MindanaoBusinessConference:ExploringInfinite Possibilities

(AlM)onceagaintook TheAsianInstituteof Management its leapbeyondtime anddistancein promotingthe use of knowledgefor developmentin the Asianregion.This time,AIMwashostto the 5sGtobalDevetopment Learning (EAPA) Network(GDLN)-East AsiaandPacific Association regionalmeetinghetdon 23-26September atAlM'sJoseph McMicking campusin Makati.

Incooperation with theMindanao Lobby,the PoticyCenter organizeda conferenceto discussbusinessand investmentopportunitiesin Mindanaotast Juty 19. PresidentiatAdviser for Mindanao JessDurezaDresented the government's long-termplanfor the devetopment of Mindanao.MindanaoBusiness CouncilChairmanJoji presentedthe business Itagan-Bian and industrial GDLNis a mutti-channet, interactivenetworkthat opportunitiesin seaweed,steet,cement,fisheries,and connectsDLCs acrossthe globe.Launched byWortdBank agricutture avaitable istand-wide. Reacting to the two partners, and its its goalis maintyto detiverDLCsfor presenterswere BukidnonCong.NereusAcosta; knowledge sharing,learningand sustainable devetopment. PresidentiatAdviser CitoLorenzo; ADBCountryPortfotio ManagerMarcetoMinc; MBCDirectorBilt Luz; PCCI AIMPresidentRobertode OcamDo reckonedthe eventas PresidentSergioLuis Ortiz; MustimBusiness Forum a 'remarkabte step in advancing retationships' among ChairmanHarrisDiamad;and Datu HaronBandita, participating DLCS in EastAsiaandthe otherregionsin Chairman of theARIM Business Councit. thewortd.Joiningthe meetingwereleaders fromAustratia NationalUniversity(ANU),AustratianAgencyfor First AlAtDean'sCup (AusAid), International Development Australian Council (ACER), for EducationaI Research AsianDevetopment Bank TheFirstAIMDean'sCuoGotfTournament washetdthe (ADB), participants Sta.EtenaGotfCtubon May16, 2002.No lessthan 80 UNAlDS, theBritishCouncitand GDLN from China,EastTimor,Mongotia,Indonesia, Korea, AIMfacutty,alumniand studentsled by AIMPresident Thaitand, VietnamandAIMfacultyanddirectors. Alsoin RobertoF.de Ocampoand formerAIMDeanEduardoA. the event,were officersfrom the WortdBank(WB) Moratoparticipatedin the event.Thefirst winnerof the headquarters: SonyaWoo, GDLNcoordinator;Cotin AIMDeah'sCupis Professor Jun Borromeo.The Dean's Lonergan,knowtedgeadviser;RobertVoight,chief CupGotfTournament wasorganized by ME200'1 Sphinx, a d m i n i s t r a t i o no f f i c e r a n d W B I n s t i t u t e G D L N supported by MBM' 72atumni. DevelopmentManagerPeter Copptestone and Adviser Tsutomo Shibata. Stateof PhilippineCompetitiveness ThePoticyCenterhostedthe annualStateof Phitippine ComDetitiveness Conference with Dr.Federico Macaranas presentingthe resultsandan analysisof the 2002Wortd Competitiveness Yearbookproducedannuattyby the InternationaI Institutefor Management Devetopment. The occasion washetdtastJuty29 at the SGVHattof ACCM.The resuttsindicatedan imorovementin the economicdynamismof the country,but showedthe continuedpoorshowingin infrastructure and business efficiencyindicesof the country. NationalEconomic Development AuthoritySec.DanteCantaspresentedthe productivityand the government's issuessurrounding response to the resuttsof the Competitiveness Ranking.

AIM Dean EduardoA. Morato,Jr. tees off al the 1"'AlM Dean's Cup Golf Tournamentat the Sta. Elena Golf Club

LECTURE SERIES 4th JBFCENTER Fr{ i::r**V^*-, l'1,

of stock the effectiveness in avojding agency options . .. . probtems. Sheatsosaidthat whi[e domesticfinanciat 1ft reformsare necessarythe global natureof financial Bautista stressed A day before Securitiesand On her Juty29 inauguration Chairman prorenderspiecemarkets shoutd be Lecture that reforms E x c h a n g e C o m m i s s i o n of the 4'hJBFCenter efforts ChairmanBautistafacedthe Seriesat the AsianInstitute active,asthe worsttime to meat,uncoordinated t o e nsure i n s u f f i c i e n t reforms is in the Senateon the issueof the of Management,Chairman institute stabitity. financiat of the crisis. She f u n d s s u f f i c i e n c yo f t h e Bautistasaidthat constancy, middte : n :

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C o [ l e g eA s s u r a n c eP t a n s , Inc.,shegavea few pointers on how faith in financial systemsmay be restored.

ftexibility and gtobal c o o p e r a t i o na r e t h e k e y e t e m e n t so f a p t a n t o effectivety prevent a

financiaIcrisis.The lecture series has the theme "Keepingthe Faith in the " FinanciaI Systems.

critical encouraged e v a l u a t i o n o f l o n g- h e t d betiefs on the benefitsof and financiat[iberalization

awardees 2OOZRamonMagsaysay visits the Institute the awardeesas r e c o g n i z e d f o r Magsaysay 'selftessteaderswho made empoweringexamptesof his lastingdifferencetowards c o m m i t m e n t t o t h e makingAsiaa better ptace transformation of India's marginatizedpoor. to livein.' Venerabte Pomnyun Dr.RuthPfau,a German Cathoticnun hasled the snim,an ordainedBuddhist MarieAdetaideLeprosy monk, formed the Jung To since (BtessedLand) Societyto Centerin Pakistan '1960s in fosteringsocial a d v o c a t e t h e B u d dh i s t to remove t e a c h i n g si n a d d r e s s i n g rehabititation pubtic fear of teprosy. modern ills in a society of herefforts,leprosy g r e e d a n d p o v e r t y , a n d Through incidencein Pakistanhas environmentaIdegradation. Ramon lvlagsaysayawardee beenreduced.ln 1996Wortd Hisongoingadvocacyefforts Dr. Ruth Ffau Heatth Organization dectared r e f l e c t h i s v i s i o n f o r and LastAugust28 and 30, the the diseaseto have been r e c o n c i t i a t i o n reunificationin Korea. Ven in thecountry. l n s t i t u t e ' s C e n t e r f o r contained reincarnate, Snimis beinghonoredfor his Management A GandhiDevetopment (CDM) a two-day Mr. SandeepPandeywas compassionateattention to conducted pubticforumto hightight the bornto India'smiddtectass the human cost of Korea's of the 2002 a n d w a s p u r s u i n g a b i t t e r d i v i s i o n a n d h i s achievements Magsaysay doctoratein the United h o p e f u l a p p e a l f o r Ramon - Dr.RuthPfau,Mr. Stateswhenhe joinedtwo reconciliation. Awardees The event was attended Sandeep Pandey and otherfetlowsto formAsha ( H o p e ) b y the AIM community, w i t h t h e n o b t e Pomnyun Snim. Venerabte The RamonMagsaysayo b j e c t i v eo f p r o v i d i n g composedof the facutty, for poorchitdren studentsandstaff, andothâ&#x201A;Źlr Awardsis recognizedas education j n prestigious I n d i a b y t a p p i n gt h e i n v i t e d g u e s t s ; a n d w a s most Asia's prize,andis givenannualty resources of Indianstiving made possibtethrough the i n d i v i d u a l s a n d abroad.Hereturnedto his cooperation of the Ramon to Award whichmade countryto carryout Asha's M a g s a y s a y organizations purpose Asia Society Foundation, of bringing in larger contributions remarkabte change Phitippinesand Centerfor theregion.Ms.CarnAbetta, aboutsocioeconomic L e a d e r s hpi ' Servant in India through education. President, the Foundation Phitippines. year's Mr. Pandey is being this described 8

TheAsian^4anager

C h a i r m a nB a u t i s t aat s o supported the notionof a singteregutatorto remove " the "regutatorarbitrage, tendencyof firmsto choose by the teast to be overseen regutators. She strict of that howeveremphasized thesingteregulatorconcept neednot take the form of institutionin oneatt-powerfut but thecountry maysimPty meanthectosecoordination and sharingof resources amongthe regutators.She comparedthe numberof in the Bangko accountants whichwerein the Sentrat, t h o u s a n d st,o t h e f e w in the Securities hundreds Commission. and Exchange Dueto this(ackof peEonnel, to the SECwascompetted of the analysis subcontract statements firms'financiaI to an outsideprovider. Reactorsto the speech includedMrs. Mercedes Suteik,formerExecutive D i r e c t o ro f t h e C a p i t a l Markets Deve(opment Counci t; Mr. Jerry lsla, andSeniorPaftner Chairman of Pricewaterhousecoopers andProf.Juan Phitippines; Miguet Luz, Managing V det Directorof the Ramon RosarioSr. Center for Responsibi Lity. Corporate

T h eJ B F C e n l er er g ua r y s p o n s olresc l ! r e s M r . M c h e C a m d e s s uIso r m e lr' / a n a g i f g F!nd D rectorol lhe lrlernalonaMonetary wtl speakal the2003Gov.Josâ&#x201A;ŹB.Fernandez J r . M e m oarl L e c l u r eF o r m o r en l o r m a l 0 n p l e a s e c a7 5 0 1 0 1 0 l o c2 a1 0 0t 0 2 1 0 1 .

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GlobalCompact fora Gtoballmpact A decadeand a half ago, the whoteworld stoodwitnessto the transformationof the Phitippinesociety.Ascivil societyand watkedhandin handin the streetsin protestof the stifting businesses of democracyin the country a new form of governmentcameto be -a government for the peopte,of the people,and by the people.

Her Excellency president Gloria lvlacapagal Arroyo, together with Forum Chair Ramon R. del Rosario, Jr. (left), chairmanof the Board of Advisors of the AlL4BVR Center and Allvl PresidentBoberto F. de Ocampo (right),during the Asian Forum on Corporate Social Responsibility.

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{-zYz*n of 33 Phtl"ip;*im* in The PoticyCenterof the Asianlnstituteof Management' partnershipwith the Departmentof Tradeand Industry'has eted the PhitippineCitiesCompetitiveness * : * : t , ^ ^ ^ - .

2OO2 Ranklng and Ratlng of 33 Phlllpplne Cttl€s

F o f m o r e i n f o r m a t ) o na b o u t t h e C rl y C o m p e t i t r v e n e sPsr o g r a mo f t h e A I M P o L i c yC e n t e r , y o u m a y c o n t a c t C r i s t i n a M e n d o z aa n d RosetteYupangcoat the AIM Poticy

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, t c l r o c e c v l npdr r n r o t i o n o l r o r p o r e r c r r c i . r l responsibilitrirr rhe;\sienfc'gion.I-hroLrgh tlrcexrcnsrve Asi.rnnr'olork enrltxpcricncc . , r r l ' , I r r , , l \ r i , ' . r , . ' r r . rl l ' . \ . i . r r r l n s t i t L r t co l \ 1 ; r r . r g c r : r c nirn b u s i n r s s . d c r c l o p n r e nr r n d r o r p o r e t c s o c i r l rcsporrsibilirv.ont coLrldlrxrk iirrrr':rrLl ro

f r o m t h e b u s i n e s sc o m m u n i t y r o make their presencefelt. Relativeto the mid-sized and small cities of the country, the NCR cirres lared quire poorly in spireof their strong economicand human resource b a s e . T h e N C R s u f f e r sf r o m ' b i g city syndrome' that anracrs an influx of migrants that overburden the infrasrrucrureof rhe ciry. Moreover. the overlapping jurisdiction of Me tropolitan vs. local government programs make governing a difficult region more complex. The future d e v e l o p m en t o f t h e P h i l i p p i n e s r h e r e f o r em u s r f o c u s o n t h e c i t i e s outside Metro Manila, and these cities musr learn from the shortcomings of the NCR to ensur€ their long-term sustainability. Energizing local economies means increasing local, and not necessarily foreign investmenr. The rop ciries of the country are not the cities with a strong export processingzone or

industrial park, the main centersfor growth are ciries like Davao, San F e r n a n d o a n d G e n e r a l S a n t o sr n a r have a growing haseof Filipino entrepreneursthat produce, market and sell products and services.Local governments must focus on promoring SME growrh. Foreign investmentsare a great complement to improving the local economy but t h e e n g i n eo f g r o w r h i n a n y c i r y i s really rhe domestic small enlr€Preneur. Local governments must utilize this study to understand the strengrhs a n d w e a k n e s s eos f t h e i r r e s p e c t i v e citiesvis-i-vis their neighbors. They musaattempt to find complemenring c h a r a c t er i s t i c s t o p r o m o t e b o t h competition and cooperationamong r h e c i t i e s . B y c l u s t e r i n gr o g e r h e r , cities expand their market and resource base and create a more efficient environment for economr. growth.

r h c e r c h , r n g co f l r c s t . o l I o r . r r c s o c r . : l responsibilip t rn c r i c c s . r r crlh c i n e r c a srcn s c o p c . r r r dr l c p r l r o l c o r p o r : r r cs o c i r r l r e s l o n s i b i l i rpr r e c t i c eisn t h ( r , : g i o n .f h i s s o u l d h o p c t r r l l vr r . r r r r l i r ti cl t o i n c r e l s e d d o ' c L r p n r c nirn r h c m e n r c o n r n r L r n i r iocfs . \ . r r . , ' .i . ' r . . \ . I ' r , , r . , , , r(r, . r l , i r r , , \'lenrlozr, lornr.'r AI\1 prcsidenr . r r t i c L r l r r t t sl: h c s o c i l l r e s y r o n s i h i l i or lf l , . r . r r r , *. . : r . , s l r " ' l . , r r ' : . ' r r ' . 1 , ' r r r r.-r' , , : r " ' r i' r . . r . r l ' 'rr . r . , ' r , 1-1, '. r .r r - , 1 ' . r r . p r o b l . ' n r so f u n e m p l o l n r r n r .o l i n c o r r c r r . r , 1r . r. r r r ' , 1. , r r r , i r ' . . i r r . r r ii r , c o n r p r r i r i rc n c s si r r r h r : n r l r k c r s o f t h e , ro r l d . ' \\'ith rhc prr4'oscc1 csrablishnrenr ofthc ( iLrhrrl( iomp.rct ResoLrrct( .enrtr in Asia i r A I \ 1 . o n e c o r r l dh o p e l i r r . r n i n c r c r s c d r r . ' ' ' I 'r r , r ' r . r r r rr, ;, . , , 1 , , , r . r r i , i' rr rr , rLrsltininq s o c i e t i r sl n d c o n r n r L r n i t i cAss. rr'h:rtli.rnrorr\'. l)cl l{os:rrio,Sr.onceraicl. ''!orporrte r c s p o n s i b i l i r ru.s i n r l l t h i n g s l f r o r r t g o v c r n e n c ei .s n c i t h e rs i n r p l cn o r t , r n r p l rt r r e n t r l i z e dI.t c . r l l sf i r rq r o u n c l r n q irr realirv bec,rrrseultinratelr'. corporatc r e s p o n s i b i l i irsv. r i r o uar c t i o n . '

Traditional Breaking in Asia Boundaries

This sDeechwas deliveredduring the PlenarySessionll of the GlobalForum Thailand. on ManagementEducation,June 10-12,Bangkok,

R o s E B Y P R E S ID E N T ,

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e l o b a l i z a t i o n o f F i n a n c i a l t r a n s a c t i o n sw h i c h n o w i..,r. ", " factor of twentv on a daily basis. lssues rhat were once thought to be of local government/ c o n s t i t u e n c yi m p a c t s u c ha s t h e B r e n t S p a ri s s u ef a c i n g a m u l t i n a t i o n a l su c h a s S h e l l d r e w a g l o b a l c o n s r i r u e n c yw h i c h h a d a d i r e c t h i t o n t h e i r b u s i n e s s . B v s i m i l a r n a t u r e , e l o b a l i s s u e sh a v e a t t r a c t e d l o c a l c o n s t i t u e n c i e as s i n i h e c o d e so f c o n d u c t d e v e l o p m e n t in many o[ the contracting arrangementsin this part of the world, but where the constituenciesthat havepushed for such codesare local but balf-way across the globe.

elearning is not a driver for academic content but ju3t a tool for augmenting a n d e n h a n c i n gl e a r n i n g .

h a v et h e l r i . , p l " r . u r . t o b e w i t h y o u t o d a ya n d t o r h e c u r r e n ra n d d i s . u ' s i d e n r i f y a n d r o o p p o r r u n i r y I t sia's f u r u r e b o u n d a r i e st h a t a r e b r e a k i n gi n S o u t h e a sA econoniicand polirical environment. I will also be offering some thoughts on the implicationsof these b o u n d a r y b r e a k e r so n m a n a g e m e n re d u c a t i o n t o d a y and in the future.

snd NewRealities T r a d i t i o n aB l o u n d a r i ea T h e t r a d i t i o n a lb o u n d a r i e sa sw e k n o w t h e m t o d a y are threefold. The first is geographic/econom ic. These a r e b o u n d a r i e sw e e q u a t e b e t w e e nn a t i o n - s t a t e st h a t g o v e r n t r a d e a n d i n v e s t m e n t . T h e s e c o n di s s e c t o r a l - b o u n d a r i e ss e t u p t h a t d i f f e r e n t i a t et h e r o l e s a n d r e s p o n s i b i l i t i eosf G o v e r n m e n t , t h e P r i v a t eS e c t o r ,a n d Civil Society as independent sectors. The third is t i m e / s p a c e ,w h i c h a r e n a t u r a l b o u n d a r i e st h a t p l a c e p h y s i c a ll i m i t s o n o u r a c t i o n s a n d t h u s g o v e r n w h e r e o u r a c t i o n sc a n t a k e p l a c ea n d a t w h a r p a c e . T h e n e w r e a l i t i e s ,h o w e v e r , h a v e b e g a n t o b r e a k d o w n t h e s et r a d i t i o n a l b o u n d a r i e sa s w e k n o w t h e m . First, the phenomenon ofglobalization hasbrought forth a convergenceof things local with that of things g l o b a l . T h e i n t e r n a t i o n a l i z a t i o no f t r a d e ,w h i c h t o o k d e c a d e s t o d e v e l o p , h a s b e e n s u r p a s s e db y t h e

$eeond, the new connecrednessbrought abour by g l o b a l i z a t i o ni s b l u r r i n g t h e t r a d i t i o n a l l i n e s b e t w e e n g o v e r n m e n t ,b u s i n e s sa n d c i v i l s o c i e t y 's r r e t c h i n gt h e i r r o l e s a n d r e d e f i n i n gt h e i r r e s p o n s i b i l i t i e s . T b i r d , t h e c o n v e r g e n c eo f t e c h n o l o g i e s - h i g h speed i nternet connection, mobile telephony, c o m p u t e r s ,b r o a d c a sct o m m u n i c a t i o n sc, a b l e ,s a t e l l i t e , b a n d w i d t h a n d s o o n - h a s c r e a t e da n e w s p e e di n t h e f o r m a t i o n o f i d e a s . B u t e q u a l l yi m p o r t a n t a n d j u s t a s p o w e r f u l , i t h a s c r e a t e da n e w s p e e di n t h e f o r m a t i o n of relationships.

l m p a c t so n t h e B r e a k d o w no f T r a d i t i o n aB l o u n d a r i e isn A s ia

\ W h a t h a v e b e e n t h e i m p a c t s o n t h e g r a d ua l b r e a k d o w no f t r a d i t i o n a l b o u n d a r i e si n A s i a ? On globalization, we note a very different r r a j e c t o r yi n A s i a f r o m t h e E u r o p e a ne x p e r i e n c e .T h i s "The nation stare is dead; may be besr characterizedas long live the nation state." While many say that g l o b a l i z a t i o n i s f o r c i n g n a t i o n - s t a t e st o a d a p r - a n d u l t i m a t e l y , t r a n s f o r m - S o u t h e a s tA s i a n n a t i o n s h a v e

d c n r o r r r t l a t t c lr h e t g l o b . r l i z l r i o n i n rlris Plrr of thc world nes

lint services ancl c o r r s t i t u e n c lc o n c e r n s .

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r r c c e l c r . r t c dn o t i t t s p i t e o f r h c B r r s i n e s s e sl o o k : L t r n e r k e t r r e t i o r r - s t u t e b. u t r t l l l i ' r o e solutions to solvc public problems s i g n i f i c . r n t r r r c n r . l : , c c e u s co f ol public goods ranging from r l c c i : i o n s r t r t c l: r c t i o n s t a k c n l , v o f n a c r L r : rm l onopolies 1>rir.erization nltfion stlttes. rhat uscd to be rhe solc donr:rin of t , 1 , , 1 , .rrr r . . ^ r . r r i , , r r . , , , , r r , ' n r i . ! ! o v e r n r n c n r t o r h e L r s eo l _ s r r c h . t r r d , r t h c r * i s e . h l s i n c i e e db e c l r irsrrunrents as builcloperatet i r i r r n h l t c c h n r r l o q i t r lp r o g r e s s t r . r n ' J i r , r n , ii r . J ; ; ' . r . , , , r r " . l . r l i r i . . r t n d e c o n o n r i c i r t c e r r r i v c st ] r a t r v o u r o r o d t l i v e r o n e s s e n l i e pl u b l i c g o o d s . (livil Socictv has moved ro ht l c b c e r ri n c o n c c i l l h l e . c s p c c i a l l l i n S o r r t h c . r s t , { s i l i.n r h t e b s e n c eo f c lc l i l t c t . tr e I o l i , . i c s l n c l s o v c r e r g n strtt,d : c c i s i o n st o f o s r r r t h c n r a r k c r c a o n ( ) n r vh v o p e n i n q t o f o r c i g n tr.tclt errcl invesrnrenr ,rn.l liberllizinq financill nrerkers. \ o L t t h e r i s t , \ s i : r c o L r n r r i c s h . r tc spLrrrtrlqlob.rlizltior bv lookinq . l r ' r r l l . \ , ' , n ! ' n r - i r . l l . L r co r r l r r r r r ' e s p , : c t i r et r l t i o n s . A s a r e s r r l t . q l o b . tl i . , e ti o n thc inreglurion of nr.rrliers rvollriniclc

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plofcssionaIize opcrations bl . , J , , 1 , r i n. .g r r . r i r < | | i . r c r , . r . o, l Brrsiness such rs lrudit r - e c l u i rme c n r s . $ h i l e r e t a i n i n g r h c .'l p r . l , l i , g , ' , , , 1 ' . ' 6 ' p r . ' :h, ( r O v e r nn t C nr 'fhis b l u r r i n g o l r o l e s h a s l e c lr o a n u n b c r o f o t h e r e f t e ' c t s .F o r o r r . there has ariscn much nrore roorn 1or public privrrc parrnelships. rhough

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c h a l l e n g e os n a u t h o r i r t h a s a l so c x p a n d e d . T h e e f f e c to f r h i s h a s l ' . t n . t r i r r . r e a r ci t r d c r r r o . r . r t i . r p a c e t h o u g h i n s o n r ec a s e sc l o s e l y w a t c hc d i f n o r r e g ul ar e d b v r r a d i t i o n a al u t h o r i t r ' . F , , r , r ' c , t h . rt .l r c t , i . . r g r , , w i n g n u m b c r o f c a s e sw h e r e i n d i v i d u a l s m o v e s e a m l e s s l lf r o m g o v c r n m e n t to the private sectorand civil s o c i e t v ,a n c l v i c e v e r s a . A s i a h a s a l r v a v sh e d a h i s t o r y c , f c l o s e l i n k s b e r r v t e nc l i r c sa n d g o v e r n m e n rt h a t ] r a sl e d r o c e r t a i n a b u s e s c r o n y c e p i t a l i s ma. s a n e x a m p l e . I o d a v ' s s i t u : i t i o ni s m l r k e d l v d i f f e r e n w r irh r uc o n s c i o r . rcsf f o r t b v i n d i v i d u a l sr < r firrmallv move fiom onc scctor to . r I | ' , r ]r r r( . r r l r rrrh . r nr , ' < r l l , ' i rr h e r r i r ' h ,r r r r rr ' . l . , r i o r r . l rriul )' (. ! r t r h r i r o * n i n t c r c s t si n : r r e n t - s e e k i n g L r ' l r r , , r . \ . A ' r a J c r e l o p 'i r , e v o l v i n gd e n r o c r e r itcr a d i t i o n st.h i s * i l l b e c o r r en r o r ec l e a r l va n a s s e t . ( ) n t h c i n - r p e c r sc a u s e c b l v the c o n v e r g c n c eo f t c c h n o l o g i c s t, h c t\\'o most inrporrent are the speed a r u , h i c h i c l e a sa r e l - o r m c d a n d sharcd. ,rnd the speedat rvhich relationships arc cstablished ( t a c r i c a l l v , sr r a r e g i c a l l v . a n d Breahing Boundaries ...page 61

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h,rs lllorrctl *itlcr lncl llsrcr il((r\\ r() r r s o t rr c c \ . c r t p i r l l . t e c h n o l o q i c s . . . " rvtll .ts ktrow hou rttrtlnrlrrkers. I I t . . . r r . r . . r l r , ' l ' . , , r r r,1r r i r r l ' . , . . . . . 1 r. ,1 i r r , : r . . , r . r ' i r r ' . x r . ' r i . ' r r o f e r o n o r n i r ' sw i t h r , , o r l c lr r u l l < c r s . l { r r rr ' ' r i l . r l ' . . . 1 , ' . 1 , , 1 , . ' r . r ' r c r r n s i s t e nrl r i r h r h c l e s r o i t h r r r o r l c i on nroltnrfnt in thc serrc general tlitcttion. rhelc is no rgrecrnenl t h , t r r h i s l i l l l c l d b y n r c c s s i t vt o a ' i n q l c : r . r n t l . t r c l .r r h c r f r c r t h i s h e g r ) \( r n . l n c c .t c l e t i on s o r o p c r e t i o n s . ( ) r r t h c i r n l - r rr o n t h c r o l c s o f rl . r . l i 1 , , ,r . . . \ r L L L ) r \ , , 1 ( i o r c l n n r c n r . l l L sr i n e s s o r l ) r i . ,n r e 5 . , t o r . n n c l( i r i l S o c i c t r .t h e r e h a s i n f i r c rb c e n s o r r r b l r r r r i n q o l r o l e s . l o f I n s t . l n c c . { l ( ) \ c I n n r c n t sn o ! \ s p c r r k o l e c l t l r c s s i n qc i r i z c n s . . . ( L l \ f ( ) l n c r \ c. h l r n g i n qt h c n t e l n c r b v n h i c h h L t l c . t u c r . r c i ccsl c l i v c r f r o r r r

GlobalForumon Management Education 2002 The GtobatForumon Management Education2002washeld last June 9-12, 2002at the Shangri.laHotel, Bangkok,Thaitand.The conference'stheme was "BreakingTraditionalBoundaries:The boundaries betweenold and new,eastand west, government, civil " Thisyear'sprincipathostand societyand business are crumbling. organizerwasthe Association of Deansof Southeast AsianGraduate Schoots (ADSGM). of Management This annualconferenceaims to advancethe gtobatpracticeof m a n a g e m e net d u c a t i o n . l t i s p r o b a b t yt h e L a r g e s t m , ost comprehensive and mosttechnotogically sophisticated event of its type hetdin Asia.The eventgatheredaround900deans,professors and directorsfrom business schools,headsof corporateeducation and training programs,corporateexecutivesand more. The AIM detegatested by AIMPresident, RobertoF,de OcampoandAIMDean NievesR. Confesor inctudedProfs.AlejandrinoJ. Ferreria,EnricoA. Angtuaco,TeresitaC. del Rosario,GabinoA. Mendoza,Gracia5. Ugut,HerminioB. Coloma,and FetipeB. Atfonso. T h eA n a nM a n a q e r1 5

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The e-way

For Prof. Alejandrino Ferreria, Dean of the Asian Center for Entrepreneurship, there is really nothing new in using gadgetsin teaching. He has been using c o m p u t e rt e c h n o l o g yi n t h e c l a s s r o o ms i n c e t h e m i d - 8 0 ' s .

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IM has been using eletronic media for a long time now. And personally, Dean Ferreria has been using computer technology in the caseroom since the mid-80s. But would that qualifo as part of elecrroniclearning? Not exactlysaysProl Ferreria. elearning is more than j u s t u s i n g t h e c o m p u t e r o r a c c e s s i n gt h e i n t e r n e t . Neither is it simply distanceeducationwhich is learning "If elearning is simply defined as ar your own pace. distanceeducarionwhere a studentsimply log-in to a web site and learn there, then we are not doing justiceto our own strength which is the casemethod," Ferreria remarked. The differencehe said, elearning develops "learning by both skill and knowledge as against the knowledge"for distanceeducation. However, he admits t h a t t h e s k i l l s b e i n g d e v e l o p e di n e L e a r n i n g i s q u i r e limited compared to F2F learning. H i s i d e a o f e l e a r n i n g i n v o l v e st i m e l e a r n i n g ,o r a modality rhat allows you to learn in real time. This meansthe studentscan actually seethe manipularion of data in real time and not just the usualslide show lecture Presenrarlon. For ACE, Ferrerialisted down three strategiesas part of the school's 5-year eLearning plan. Hardly s u r p r i s i n g l y ,t h e f i r s t o n e i n v o l v e sa l o t o f r e a l t i m e Iearning. ACE will be using the electronicmedia in the caseroom for students to see the computers run right there and then. The secondis providing an electronicfolio or folder for students. ACE has alreadystarted work on this but has yet to finish the mentoring software needed for "Hopefully, it will be finished before the folder to run.

the year ends." The folio works this rvay. The students p u t i n t h e e - f o l d e rr h e i r a . s i g n m e n t .q. u e s t i o n se, t c . The guru or mentor can then log-in and look into the f o l d e r a n d m a k e c o m m e n t so n i t e v e nw i r h o u t a d i r e c t "So F2F. in effect it becomesan electronic notebook where we are able to trace and put in historical form a l l t h e i n t e r a c t i o n s , "F e r r r i a s a i d . T h e t h i r d s t r a t e g yh e m e n t i o n e d i s a d i s t a n c eM E . T h i s r e q u i r e sp u t t i n g t h e m a t e r i a l si n t h e w e b a n d d u r i n g d e s i g n a t e dt i m e e n t e r i n t o a c h a t r o o m , o r t h r o u g h t e I ec o n f e r e n c i n g d i s c u s s t h e c a s e "Say, s i m u l t a n e o u s l ya m o n g t h e d i f f e r e n r l o c a t i o n s .

e L e a r n i n g al l o w s r e a l - t i m e l e a r n i n g of skills and knowledge.

m y c l a s si n S i n g a p o r ew i l l b e d i s c u s s i n gt h e s a m ec a s e " s t q d y w i t h t h e M a n i l a o r K u a l a L u m p u r c la s s , F e r r e r i ag a v e a s a n e x a m p l e . eVoy,.,page

AIM'sNewDean espouses elearning

" W e w i l l p u r s u ee l e a r n j n g a t A l M . Our biggest chattenge is growingthe academicagendato be enabled by jt," saidMa. NievesR. Confesor,the new deanof the AsjanInstituteof Management. DeanConfesoris the sixth dean of AIMand hotdsthe distinction of being the first woman to assumethe DositionsinceAIM was founded in 1968. Dean Confessorbrings to the Institute over two decadesof knowtedge,expertiseand experiencejn the fietds of tabor and administration,economicdiptomacy, sociatpoticy-makingand managementin the Phitippines and abroad. Shehotdsa Masterin PubticPotjcyandAdministration degreefrom HarvardUniversityand a Masterin Business

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CDM'se-future

eLearningwould reach a critical massin the future becauseof the explosion of knowledge.lt would be a complimentaryaspect to knowledgecreation, transmission,acquisitionand uti lization.

user-friendlyway. A number ofrhis would be electronically "l of the reacher. could mediatedor without the presence be at home and want to learn state of the arts then I will just get the CD-ROM that contains the said module," Macaranassaid. CDM may market thesecoursesas standalone knowledge objects. to Cases,in particularwould have to lend rhemselves "lt is completelydifferent more visual or audio delivery. to see and hear the facts of the case rather than just readingit on a printed page," he said. The second is to plan whar coutses can be given electronicallyto other areasand vice versa. So even if the o ' r i d P r o l . F e d e r i c oM a c a r a n a sD. e a n o l ' t h e C e n r e r D e u e l o p r n e n tM . anagement(CDM) when )fo, . n d m a k en o m i s r a k e r f e L e a r n i n gA d e s c r i h i nrgh ep r o ' p e c o abour it, going by rhe evidence,the idea is fasr coming into vogue. To prepare the CDM for such eventualitv, Macaranas is working on rwo specific srrategies. C)neis to identily what and how to convert many ofthe knowledge acquired or createdby CDM through rime in a format that is accessibleto students and traineesin a most C

I-IARI

Administrationfrom Ateneo de ManitaUniversity. she completed her AB in Literary Studies(MagnaCum Laude) '197'1. at MaryknottCottege(now Miriam University)in A core faculty memberof AIM'sMasterof Management Program,Dean Confessoris best known to the pubtic as the PhitippineSecretaryfor the Departmentof Labor and Emptoyment(DOLE)during the Ramosadministration.

M a c a r a n a sb e l i e v e s t h a t w h a t C D i 4 needs now is not just training for the faculty but also for Program m a n a g e r 5a n d t h e s u p p o r t s t a f f .

faculry members do not leave the country CDM can still c o n d u c t p r o g r a m d e g r e ec o u r s e l i k e t h e M a s t e r s i n DevelopmentManagement. Both rhe ExecutiveMDM and procurement are ripe for electronic delivery. " !(e have ralked wirh the Vorld Bank on the possibiliry of designing procurement coursesthat will be electronicallydeliveredprobably in the form of CDR O M , " M a c a r a n a sr e v e a l e d . O r c o u r s e sc a n b e materials customizedthrough modularizedinterner-based and facilitated through videoconferencingjust like the other AIM schools,and where experts from other countries can give their ideas. However, for CDM to develop more materials on its own and greatly enhanceits ability to achieveits emission Macaranasbelievesthat what CDM needsnow is nor just training for the faculty but also for program managersand the suppo.t stafl And this cost money. "lnitially we have funds to support the developmentof materialsand work on our e-plan." But he quickly added, "then we have to be very sensitiveto the needs of the market for us to generateincome to sustain our efforts and prove rhat we are getting good returns for out investments." Macaranasis quire confident that if CDM would just be able to respondto rhe needsof the market, some groups would pay for particular services.

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Knowtedge Teaching throughelearning

EduardoMorat6 Jr., former Alt\,idean and now dean of the W.SyCipGraduate Schoolof BusinessManagement(GSB),was largely instrumentalin pushing elearning to the forefront of AIM's agenda.

i t s e l ft o t h e e l e a r n i n g m o d a l i t y . T h e r e a r e a l s ob a s i c modules in the different subjects that can be put to e L e a r n i n g m o d e o r d e l i v e r e do n l i n e t o i n c o m i n g srudents. For students,this is good news since it m i g h t m i n i m i z e e x p e n s e sa n d t i m e i n p r e p a r a t i o nf o r the program. A s e c o n ds t r a t e g yi s t o e n h a n c ec l a s s r o o ml e a r n i n g . H e s a i d , p a r t o f t h i s s t r a t e g yi s t o d i g i t i z e a l l c a s e s , borh AlM-created and sourced, and make it more c o n v e n i e n t t o u s e e s p e c i a l l yi n s i m u l a t i o n e x e r c i s e s .

e w a s a l s o d e t e r m i n e d t o l e a d b y e x a m p l eh a v i n g been the first AIM faculty to have successfully packaged a lecture module into a CD format. N e v e r t h e l e s si ,n t h e w i r e d w o r l d , M o r a t 6 b e l i e v e s p h y s i c a l p r e s e n c es t i l l c o u n t s e s p e c i a l l yf o r a n i n s t i t u t i o n l i k e A l M . I n e l e a r n i n g , h e s a i d ,w e c a n "thinking" t r a n s m i t k n o w l e d g eb u t n o r v e r y m u c h t h e s k i l l st h a t A I M w o u l d l i k e t o i n p u t s u c h a s c r e a r i v i t y , i n t u i t i v e , i n t e r p r e t a t i v e ,c r i t i c a l a n d a n a l y t i c a l thinking, which are difficult to duplicate in "Only when wc use the Socratic elearning mode. m e t h o d o f d e b a t i n g , a s k i n g q u e s t i o n sa n d t h e l i k e , w e w o u l d d e v e l o pt h e s k i l l o f t h i n k i n g . " A s i d e f r o m "doing" "thinking" skillshe also mentionedthe the skills like bringing them out in the field, visiting t h e c o m p a n i e s ,e n t r e p r e n e u r s h i p r o j e c t sa n d a c t u a l "And experimenting. e l - e a r n i n gh a s n o t h i n g t o d o " with all these. Which is why Moratd emphasizedthat the e l e a r n i n g m o d a l i t i e so f G S B w o u l d s t a r t o f f i n t h e p r e - M a s t e ri n B u s i n e s sM a n a g e m e n t( M B M ) a n d p r e M a s t e r i n M a n a g e m e n t ( M M ) k i n d o f c o u r s e sl i k e b a s i ca c c o u n t i n ga n d b a s i cf i n a n c ew h i c h e a s i l yl e n d

eLearning is not a driver for academic content but just a tool for augmenting a n d e n h a n c i n gl e a r n i n g ,

Third, is to fully usethe power of the internet for research purposes. The library staff, now known as t h e K n o w l e d g eS o u r c i n g U n i t , w i l l p l a y a s i g n i f i c a n t role since rhey will support the school with the s o u r c i n g o f e x t e r n a lc o n t e n t . Fourth, is to make use of the newly constructed v i d eo c o n f e r en c i n g f a c i l i r y t o d e l i v e r I e c t u r e s o r d i s c u s s i o n so n c a s es t u d i e s . A n d l a s r l y , G S B w o u l d d e f i n i t e l y o f f e r c o u r s e so n I C T a n d m o r e e l e c t i v e s on new economy managemâ&#x201A;Źnt and perhaps even offer a m a j o r c o u r s e i n n e w e c o n o m y m a n a g e m e n tt o c o m p l e m e n ti t s e x i s t i n gl i n e - u p . I n p a r t i n g , M o r a t o e m p h a s i z e dt h a r w h i l e A I M w i l l r e a d i l y u t i l i z e a d v a n c e m e n t si n t e c h n o l o g y , however, elearning will not substitute the process "eLearning is not a driver for inherent in F2F. a c a d e m i cc o n t e n t b u t j u s r a t o o l f o r a u g m e n t i n ga n d " enhancinglearning.

the ectass Embracing T h e e L e a r n i n g p lans for the E x e c u t i v e E d u c a t i o n a n d L i fe l o n g L e a r n i n g C e n t e r promises major o P P o r t u n i t i efso r t h e s c h o o l t o , w e l l , E X C E L La n d l i v e b y i t s n a m e .

Pretty clever, one questionthough. ls AIM ready? "I

am certain AIM has rhe capability to offer a m o r c r o b u r t p o r r f o l i o' f e L e r r n i n gp r o g r a m .i t ' i u s t thar rve need strongcrinstitutional supporr in terms o f f i n a n c i a lo u t l a y , " C o l o m a s a i d B u t h e a d d e d , "nonetheless, is nor anymorea questionof if' but it r v h e n w e n r a y b e a b l e t o f u l l v r e a l i z et h e t r e m e n d o u s p o t c n t i a l s t h a t w i l l b e u n l e a s h e db y e L e a r n i n g . "

AIM has the capability to offer a more robust portfolio of e L e a r n in g p r o g r a m s .

eVayfom page20

| , ' . r . . , t , i t . < J u . . r t i o trtl.. l r n i t t g r , , m p l i m c n rFs2 t I l e a r n i n e . r n J p r , " i d e . r J J i r i o n a lc l r . r r n i r r g o p p o r t u n i t i e sb c f o r e , d u r i n g a n d e f t c r t h e F 2 F i n r e r a c t i o n b e t - e e n t h e p r o f e s s o r sa n d t h e l e a r n e r s ' u s u a l l vc o r p o r a t ec l i e n t s . l l c r m i n i o C o l o m a , d e a n of EXCELL said that beforc rhe start of the F2F d c l i v e r y p r o g r a m , t h e p a r t i c i p a n t sm a y b e a s k c d t o d u ' o m e r e l f - J i a g n o ' l i .u r ' , l i - . r " < r ' m c n tc x e r . i s < t . t h e r e s u l t so f r l ' h i c h * , i l l e n a b l et h c p r o f e s s o rt o t a i l o r o r c u s t o m i z c dr h e c o u r s c t o t h e c l i e n r ' s n e e d s . T h c "self-paccd distance program is composed of f u n c t i o n a l a r e a c o u r s e s "s u c h a s b a s i c [ i n a n c e a n d m a r k e t i n s ,u p o n c o m p l e t i o no f r v h i c h , t h e c l i e n t I e a r n e rb e c o m c sq u a l i f i e d f o r E X C E L L ' s f 2 F c o u r s c s S o f a r r h i s i s b e i n g d o n e , a s m e n t i o n e d a b o v e ,i n c o r p o r a t ep r o g r a m s . N o l v w h a t P r o f . C o l o m a w a n t s i s t o o f f e r t h i s n o r e e x t c n s i v e l vi n a l l o t h e r E X C E L L p r o g r r m s * ' i t h i n t h e n e x t t \ 4 ' ov e a r s .

This he thinks lvill be the ultimate in the case d i s c u s s i o na s c l e a r n i n p lw i l l a l l o w F 2 F t o h a p p e n a c r o s sa w i d e r s p a c e . A l s o , p a r t o f t h e e l e a r n i n g p l a n i s t o m a k e 2 0 p e r c e n to f A C F . ' sc a s em a t e r i a l s clectro n icaily-sup po rted. 'l hat said, the school does face the challengeof "No "economies d o u b t a b o u ti t t h e f a c i l i t y ofscale". must get back its investment," Ferreriasaid. Here "They must price cosr and beneflt comes to play. i t c o m p e t i t i v e l yb e c a u s ei f t h e y p r i c e i r s o m u c h rhat it is cheaperto send a faculty to Indonesiaand b a c k t o t e a c h ,t h e n i t ( e l e a r n i n g ) w o u l d b e i u s r a n o t h e r e x p e n s i v ee x e r c i s e . "

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A MereEnhancement? When we introduced new courseson using Internet in businessnearly five years ago, they were called "lnternet and e-commerce". Later, the terminology w a s s h i f t e d t o w a r d s" l n t e r n e t a n d e - b u s i n e s s " ,

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"application ofe-mail,multimedia,database activity",enabledby (Ben-Jacob, M. G.,etal2000,Fry,K 2000). libraries" andeleccronic EJearningdoesnot only enhan,=thedassroomteaching,it redefines modeofeduerion many the philosophy,methodologrand business ofus areaccustomedto sofar.

eLearning is based on the education philosophy of "teaching by helping students learn on their own."

asexplained hedifferencebetweene-commerceand e-business, in the literanrre, is asfollorvs: E-commerce normally indicates the "useoflnterner to enhancecommunications and transactionswith an organization'sstakeholders,such as customers,employeesand "a investors", while E businessrefersto new businessapproach based on the possibilitiesprovidedby the interactivenatureofthe lnternet" (Morarh, 2000). Such development of concepts reflecr a better understandingon rhe profound changesInrernetcould bring about. Ard we may seea similar changein our definitions ofE-learning. "a EJearningwould notbedefined only as form ofinstructional arrthoringthar car be deliveredwith a CD-ROM, over the IAN, or "an interactive experience on the internet" (Kumrs, R. 2000), or even from any computer" and can be done access to online turor with (Blue U 2002). Rather.itconnotes "a whole new kind ofeducational 24

The AsranA4anager

BringBackthe TrueMeaningof Learning to a form ofeducation Quite a fewfuian studensareaccustomed "information to tellthemin the acquiring".Theyexpecta teacher as dasroomsomethinglikeadeory, atechnique,or a practicc.Ottrerwise, "learnt nothing". They are they would complainthat they have broughr up in an educationsysremwhich equatesreachingto instructing.It is effectivewhen the knowledgeof a civilizationis relatively stable,cenainandlimitedin amount. by EJearningisbasedon theeducationphilosophyof"teaching to andbuilt learnon theirown". ft is comparable helpingstudenrs upon the Internetenvironmentwhereknowledgeis explodingin "knowing (or highlytime dependent) and nature,easilyperishable more"might becounterproductivedueto the opponunirycostof the resourcesengaged.lt focuseson the context rather than the

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reE@=,-:, Aswmption Unbedty wasinitially oigbuadftomAswnption Conncrcial Collegein 1969 as an autonomous higbet education htstitution uula.the name ofAs*mption School of B*iness. In 1972, roith the approral oftbe Ministry ofEducation, it was offcialQ esublished asAsmml>tior BusinzssAdministation C.ollzgeotABAC. In May 1975, it uas arq'edited by the Ministry of Unh'ersitJ'Afdbs. In I99A it utasgratad telo statut as "Assurnption Unioetsity " by theMinisnT of &tiaetsity Afain,

contents. It encouragesstudentsto discover the unknown, ro make choiceamong m-ry, to take risk with a decision.lt bringsback the true meaning ofeducation: to impart wisdom instead ofknowledge.

A M o r e A c c o u n t a b l e L e a r ni n g Process Education isclassified asoffering akind of"experience goods". It isdifficultfor the customen tojudgedrewlueofrhe"experience g o o d . ' w i r h o u r a ct u al l y c o n . u m i n g (experiencing)it. A student could not really tell the quality ofthe teachingofa professor unlas he has registeredand smdied the whole , o u n e r . r i t h t h e p r o f e s s o r .U n i r e r s i r y adminisrr.rrors find ir diSlculr ro rcrurinize the teaching processof a professor, or to communicate with the public rhe unique features of their education programs. eI earning enhancesthe accounrabiliry of education by demarding explicitly defined requenceand component\ of rhe learning

process. The designingand refiningprocess of themultimediapresentation, practices widr H back,assessment, anderaluatioirfeeduacr< introducesa built-in visibiliryrhroughthe tearnworkofconcentspublisher,teacher,and IT.olurion provider.The elecrronic lorm courceware also improvesthe arcessibility (albeitto different degree)ofthe other stake holders: srudenrs. peerteachers, univeniry administraton,govemmentregulators, lirture employers,and parents. The Rich & Reach BusinessModel As learningthat utilizesa nerwork([AN, '!7AN or Internet)fbr delivery,interacrion,or facilitation,el,earninga.lsoredefines themode ofeducationbusiness with a newlevelof"rich andreach"mix:A richcontent(customized and interactive) reaching the most unimaginablemarketsegmentofa uaditional educarron insrirure. Forexample. a rraining coursemay be providedfor thousandsof employees of a mulcinationalcompaly

srarioned in many remote areaswithin a shon time period assigned. As learner-earnersmarket beomes eanr.rlearners marker, EJearning also enables a universitv to provide a life long educatron. The value proposition to the student shifts form getting a degreefor a benerjob, inro a connection to a network with continuous update andsuppon.

University WouldNeverDie? The lnternet bringswith challengeand oppomrnityfor universities all overde world. lVe in the GraduareSchoolof Business, Assumprion Universiry believerhat dre lT infrastructure or IT literacyare imponanr constrainsto e-leamingin Asia.However,the biggest challenge to auniversiry, themosrcririca.l suooess fictor of E-leming lie in the*Lreeareas we discussed above:a philosophyof crue edur:ation, anaccounrable learningpro<ssand a business modelwhich achioesa hgher level ofrich andrerchmix. TheAsianl anager

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A Primer On elearning

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"There (self-paced) format. are two stages in "First stage is eLearning," Prof. Trehas explained, i n t e g r a t i n g t e c h n o l o g y i n t o c l a s s r o o mr r a i n i n g , f o r e x a m p l e ,b a s i c P o w e r P o i n t o r p u t t i n g s c h e d u l e si n a website.Secondstageis the Learning Management S y s r e m .N o t s o m a n y a r e i n t o i t y e t b u t i r ' s a l r e a d y a n e m e r g i n gt h i n g r i g h t n o w . "

T h e h y p e s u r r o u n d i n ge l e a r n i n g and all those technological snafus and jargons have made elearning s o u n d c o m pl i c a t e d .

l n s c h o o l s ,b u s i n e s s easn d o r g a n i z a t i o n se.L e a r n i n g l p e r h a p s i s r h e b i g g e s tb r e a k r h r o u g hi n e d u c a t i o n . Howevet, the hype surrounding elearning and all those technological snafus and jargons have made e l e a r n i n g s o u n d c o m p l i c a t e d .S o , w h a t i s e l e a r n i n g really about? eLearning is anytime, anywhere learning "elearning gives you what you need, where programs. y o u n e e d i t , a n d w h e n i t ' s n e e d e d .I t ' s n o t a s c o m p l e x a s i r s o u n d r . I n f a . t . a c o m m o n m i " e o n c e p t i o ni s "e" and not t h a t t h e y p u r s o m u c h e m p h a s i so n t h e t h e l e a r n i n g . T e c h n o l o g yo n l y e n a b l e sl e a r n i n g , "s a i d Prof. Armi Trefias, AIM's eLearning Strategy Coordinator. A c o m m o n m i s c o n c e p t i o no f e l e a r n i n g i s t h a t i t is purely online learning. \Vhat most people do not know is that eLearning can be delivered in synchronous (real-time; instructor-led) or asynchronous

Histor-e eLearning started with the classroom training. "Given w h a t w a s a v a i l a b l ei n t h e p a s t , t h e y j u s t m a d e use of classroom rraining but with the advent of t e c h n o l o g y ,t h e y d e c i d e d f i r s t w i t h C D - R O M w h i c h a l l o w . p e o p l e r o g a r h e ri n f o r m a t i o no n a n a n y c i m e anywhere basis for as Iong as they have the CD. The only problem is that it is very difficult to updatethe i n f o r m a t i o n b e c a u s ei t ' s i n C D - R O M . T h e n c a m e t h e w e b - b a s e dt e c h n o l o g yw h i c h a l l o w sy o u t o i n t e r a c t with others. It got the best of CD and classroom t r a i n i n g w h e r e i t a l l o w s y o u s o c i a l i z a t i o na n d s e l f pacedlearning so you can learn anytime, anywhere. "Now globalization and all those developments happening,peoplecan no longer take so much time out from woik and spending it on studying because everythingis so competitivein the corporateworld. Then you learn so much but they are not really relevantto the work at hand. That is why a lor of people have now

decidedthat maybeeLearningis what they need today. You learn what you needto learn and when you can learn it so ir is relevant to you," Prof. Trefias expounded. "elearning had gotten off the in the developed countrres ground w o r l d , e s p e c ially rn of the c o r p o r a r e t r a i n i n g s y s t e m sw h e r e c o m p a n i e sl i k e M o t o r o l a , C i s c o o r Intel bring a thousand people to join the company every year. Instead of gathering them around for face-to-face training programs, through their extensive intranets, internets and LANs, the new hires learn about the company and the s p e c i f i c so f t h e i r j o b o n l i n e , s e l f paced, just enough, just in time, " i n t e r a c t i v et h r o u g h t h e c o m p u t e r , added Prof. Tommy Lopez, AIM's elearning faculty champion.

eLearningHighsand Lows Technology can u ndoubtedly enhance education delivery and education absorption effecrive. elearning thus, to name a few, can . accommodate r e nr l e a r n i n g dilrfe styles; . p r o v i d e 2 4 1 7 a c c e s s i b i l i t yt o course materlals; . p r o v i d e c o n t i n u a l a c c e s st o materials; . remove reliance on physical attendance; . provide just-in-time methods to assess and evaluatestudent progress; . help students utilize their time efficiently; . maximize rhe classroo m experience; . reduce travel costs;

. i n c r e a s ec o n s i s r e n c iyn t r a i n i n g delivery; . i n c r e a s ec o l l a b o r a t i o n a m o n g disparate populations; . reduce instructor costsi . reduce (or eliminate) costs of instructional material duplicatton and distribution; . decreasetraining delivery costs; ' enhancestudent-to-studentand faculty-to-student- communication; and .increase communication between class members and faculty r h r o u g h d i s c u s s i o nb o a r d s .c h a r s , and e-mail. Furrhermore, stuoents e x p e r i e n c ea s e n s eo f e q u a l i t y . I n a r e a l c l a s s r o o m ,m o r e c o n f i d e n t and outspokenstudentsdominate d i s c u s s i o n s l,e a v i n g t h e s h y a n d anxious students unable tq express r h e i r t h o u g h t s . W i t h e L e a r ni n g , these shy students may feel comfortable expressing ideas when p o s r i n g o n l i n e i n . ' t e a do f s p e a k i n g in a lecture room. Also, insrructors are more "lf accessible. you lose the professor or if the professor is not available, you cannot run the class. F o r e x a m p l e , i f t h e p r o f e s s o rr s o u r s i d et h e c o u n t r y . I f i r ' s o n l i n e learning, for as Iong as the information is there and ir i' consistent wherever that professor is, he can moderate or facilitate as Iong as he has been trained to do ir," Prof. Treias explained. , Ve rsus face-ro-face,eLearning is better for certain learning "lf objectives. we're talking about a subject matter wherein it is very

clear that there is only one correct way of doing things, there is a certain procedure, eLearning would be very good for that. But if you reach in AIM where it requires critical thinking and case analysis, I don't think elearning would be able to compensate for the kind of interaction that happensin the classroom, at least, as far as the c a s e d i s c u s s i o n st h a t w e h a v e a r c " c on c e r ne d . irs has eLearning al.o drawbacks. One is cost. Based on p r el i m i n a r y c o m p u t a r i o n s , t h e u p front cost is expensive for on-Lne the because of learning P r o f . T r e iras d e v e l o p m e nr t i m e . "Up v ery i r f r o n t c o s r explained. o n c e i t ' s a l r e a dy high. However, j u s t r u n i t s o i t t h e n t h e r e ,y o u c a n Y o u c a n i m p l e m e n t a l c o s t . becomes of time." recover it over a period "The Prof. Lopez added, q u e s t i o n i s a r e t h e b e n e f i r sw o r t h the cost - hard infrastructure cost, so f t w a r e i n f r a s t r u c t u r e c o s t , c o n t e n t d e v e l o p m e n tc o s t , p e o p l e developmentcosr. Like if you're really going inro elearning, every single employee in AIM, from janitor to faculty, must have some e L e a r n i n gc o m p e t e n c yo r h e r w i s ei r won'tivork. "Ultimately, what we have to balance is the benefits as we p e r c e i v e dt h e m a s h a p p e n i n g a n d the cost that we need to spend rn order to deliver those benefits. We d o n ' t h a v e a b a s i cm o d e l o n t h i s s o we don't know how we'll end up. I think ultimately we'll grapple, the answers to viability are not clearly TheAian^anager

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Technological advances - including JAVA/lP network technologies; rich streaming media, high-bandwidthaccess,and advanced web site design - are revolutionizing the training industry. Today, live-instructor-ledtraining (lLT) via the web can be combined with real-time mentoring, improved learner "born multi-dimensional services,and up-to-date, engaging, on the web" content to create hiShly-effective, learningenvironment.These sophisticatedtraining solutionsprovide even greater cost savings,higher quality learning experiences, and are setting the standard for the next generation of eLearning.

evidentso at somepoint we just haveto make an act o f f a i t h a n d j u s t l e a p .I d o n ' t r h i n k t h e v i a b i l i t y w o u l d be clear beforewe finally spend." M a r k e t e x p e c t a t i o n so f p u r e d i s t a n c e l e a r n i n g "using the first fully online s h o u l d b e c h e a p e r .B u t MBA school rhat I know, U-Next, the tuition fees are the same as face-ro-facebecauserhey spent a lot to developthe materials. I think that's a consumer "So for pure e-Learning problem," Prof. Lopez said. or distance courses ro work, they should have lower price." 'lln the US, usually the quality schools,rhey charge a higher amount for online coursesbecauseit is more difficulr ro facilitate an online course. I've tried facilitating and moderaring. It's more difficult because unlike in the classroom,you go there, you give your piece and after one hour twenty minutes, your work is done. But there is no such rhing as one hour twenty m i n u t e s i n o n l i n e l e a r n i n g b e c a u s e t h e v a l ue proposition of elearning is anytime and anywhere. If you rell them the class is only available for one hour and twenty minutes, you lose the very essenceof why you are doing it," Prof. Treias furthered. A facilitaror has the arduous task to log in many

t i r 4 e s t o m o n i t o r h o w a c l a s si s d o i n g . A l s o , u n l i k e face-to-face,a professor insranrly seesif the students u n d p r s r a n d o r n o t . I n o n l i n e c o u r s e s ,a c c o r d i n g t o "you Prof. Treias, harre to read between the lines, S o w h e n y o u i n t e r v e n eo r w h e n y o u i u m p i n t o a d i s c u s s i o n o n a n o n l i n e c l a s s ,y o u h a v e t o b e v e r y specific, you have to use a lor visuals, for example, t o c l a r i f y y o u r p o i n t b e c a u s ei t s u b j e c t st o a l o t o f ambiguity."

End note elearning has value proposition, the fact that universitiessuch as Harvard, Sranford, and "lt is just a Columbia are going inro elearning. 'fhere is a lot of matter of what the niodel is. strengrhin the reputation that the school has built. If you're going to enroll in an online learning, wouldn't you prefer to get ir from a reputable school than just something that just sprouted because " there'sonline learning? Online learning draws its strength and value not "Technology m e r e l y e n a b l e sY , ou on the technology. can get rechnology from a lot of people but content is your intellectual property," Prof. Treflas concluded.

r ; CENTER: AIM-\(B DEVELOPMENTRESOURCE

Devetopment Promoting Thinkingthrough Information & Technotogy On May 23,2002, the Asian lnstitute of Management and.the \World Bank Office Manila entered into a strategic partnership to develop the AIM-VB Development ResourceCenter - a first-of-its-kind alliance between the World Bank and a whollvi n s t i t u t e . T h e o b j e c t i v e s e t f o r t h b y t h e p a r t n e r s h i pw a s t o p r o m o t e private-sectot-owned developmentthinking by providing accessto developmentinformation and technology.The DRC providesaccessto the Vorld Bank's vast array of publica.tionsand online resourcesas well as the latest informarion and communicationstechnology for videoconferencingand distancelearning Synergy of Strengths The partnership of AIM and Vorld Bank is a synergy of strengths.VB through its Global Distance Learning Network (GDLN) provides a ready linkage to nine sires in Asia including China, India, Indonesia,Korea, Malaysia, Philippines, Singapore,Thailand, and Vietnam and a total of 45 sites around the world. These sites provide ready virrual and physical presencefor programsemanatingfrom Manila. For its part, AIM provides its capability in designing and delivering programs that can be delivered through the AIM-VB Global Dcvclopment Learning Cenrer (GDLC). The Cenrer for Development Managemcnt (CDM) has establishedexpertise in the development management field and can readily design and deliver market responsiveprogramsfor membersof the network. Thc other schoolsand centers in AIM have specific expertiseand capabilitiesto develop highly specializedprograms and coursesfor delivery over the GDLN. Moreover, the creation of the K n o w l e d g e R e s o u r c eC e n t e r ( K R C ) p r o v i d e s a d e q u a t es u p p o r t f o r p r o g r a m a n d c o n t e n t dcvelopment. The partnership puts in place a vital component of AIM's e-learningstrategyas it provides a ready mode of delivery to an existing network of distancelearning centers. The GDLN's Program Development Team developeda set olindicative areasof development learning needsto help program partnersdetermine which programs to offer or develop

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developments,aswell ascrperiential knowledge.And the Asian Insrituteof Managemenras one of the primal institutionsfor l e a r n i n g i n t h e w h o l e o f A s i a , e x p r e s s e di n t e r e s r i n transforming itself as an .rcrivepariner of the GDLN. As signed memorandum of between the \World Office in Man Management, ir Developmenr Reso

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lnformation & Communications TechnologyDirector of AIM

"There is a deeper wave than the ripples in the ocean rising in the world."' For t h e A s i a n l n s t i t u t e o f M a n a g e m e n t ,n o other wave is more compelling than its w e b i n t e r f a c e c a l l e d t h e M y A I Mp o r t a l conqueringnew technologywhile blazing new trails in challengingthe way people do things. "The

MyAIM porral is an individual'sview of the A I M w e b p a g e b a s e d o n o n e ' s r e l a t i o n s h i pw i t h A I M , " '90), directorof the information s a y sE d B o n o a n ( M B M a n d c o m m u n i c a t i o n sg r o u p o f A I M . M y A I M i s a p e r s o n a l i z e dp l a c e i n t h e I n t e r n e t t o address the different information requirements of the d i f f e r e n r s r a k e h o i d e r so I A ] M s u c h a s p r o s p e c r i v e applicants,students, faculty or staff, alumni and researchers.Also, it is a presentation of the many facets of the school when one hooks up with the school's Information Technology (lT) sire. "It is also a virtual office that answers the things p e o p l e w a n t t o k n o w a b o u t A I M . E x a m p l e sw o u l d b e the course they can take up, how much it costs and practicqlly anything and everything one wants ro find o u t a b o u t A I M a r e n o w a v a i l a b l et o t h e m o n l i n e , " '97), e x p l a i n sA r u p M a i t y ( M B M p r e s i d e n to f B I a s t A s i a , the portal's technology provider.

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V i r t u a lJ o u r n e yt o A I M A portal can be likened to a window, a gateway o! an enrrance to somewhere. Thus, the MyAIM portal The I'tyAllt portal was born after the Institute has recognizedthe need for a system where students can earily get answers to quertions related to thelr s c h o o l a n d a c a d e m i cr e o u i r e m e n t s .

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rhe new trends in e-learning,the MyAIM portal was born after the Institute has recognized the need for a system where students can easily get answers to their questions related to their school and their academic requirements. Since then, the tide has not subsided for AIM's place in the web, enabling students across the globe to step into the portal of AIM without having to make longdistance calls but rather transact in manageable terms "!7e online. are implementing the program in phases and hope to capture the differenr kinds ofpeople passing throueh AIM," adds Bonoan.

CAMPUSTOUR 360 degree view of AIM SCHOOLS WITHINAIM ! ProgramDetaits - Duration -Objectives - Content - Contactlnformation Facutty Announcements . SignificantEvents

p r o v i d e s d i r e c t a c c e s st o t h e v a s t k n o w l e d g e t h a t i s AIM. Its primary output is addressingthe stakeholders and rhe secondaryoutput is the profiling of these people who pass by the AIM website. "Through the MyAIM portal, a stakeholder can have a n a c c e s st o p u b l i s h i n g n e w s i t e m s w h e r e t h e y g o through the entire workflow in publishing such as editing based on the standards of the school," says Maity. Thus, the portal provides a dynamic way of putting up news and articles for AIM as well. . The poral is found at the centerofthe womb-to-tomb qntem ofthe Institute that seeksto captureinformation from the time one visits the ponal, inquires about a course,registersin the school 'hub where until one becomesan AIM graduate. h is alsoa diFerentkinds ofpeople with different interestsmeettogether.' The accessto MyAIM begins with an inquiry about all the information an individual has before making a decision ro enroll in AIM. An applicant learns about the program and in caseswhen the applicant does not want to continue, the portal also has search features in finding out the profile of those who visited but did not "This enroll. way we can send them customized marketing materials provided in AIM's other programs that might suit them," explains Maity. Therefore, whether the applicant is accepted or not, he or she is born into the AIM system.

MyAIM onpage 65

coursetailoredfor busyentrepreneurs At [ast,a business

A ReatlyUsefulDegree Businessschool professorshave long taught one golden rule of management: Focuson your customer'sneeds, B v

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M E R T E N S

The solution, Morato'says,was to break all the rules of management education. Classesmeeting only four days a month on alternate weekendsover 18 months. A d m i s s i o n s b a s e d o n p e r s o n a l i t yt e s t s n o t G M A T s . Professorswho are broad-basedconsultantsand business ownersratherthan specialistsin methodologyand rheory. Real-world course work focused on applying practical businessskills to actual problems at the entrepreneur's own firm. Frequent consultationswith professors,who act as gurus and mentors rather than ivory- tower academics.And no gradesor exams - students simply passor fail basedon whether they can get their firms to meet performancegoalsset in a five-yearbusinessplan.

o when Eduardo Moratd, former dean of the Asian lnstirute of Manaqement(AIM) in Manila, sat down ro designa master'sdegreeprogrammefor entrepreneurs five yearsago, he beganto wonder how any MBA course s wner. c o u l d t r u l y b e n e f i tt h e * o r k i n g b u s i n e s o A f t e r a l l , t h e r r a d i t i o n a l b u s i n e s ss c h o o l c r a m s srudents [u]l of theory, casestudies, and sophisticated quantitative skills. Admissionsdepend a lot on lQ tests and past academic performance. Professorsare PhDs and brainy specialists.lt's a system designedmosrly to selecr,prepareand rank studentsfor elite careersat large corporations. But entrepreneurs,Morato' noticed during years of teaching, are a different breed: practical, street smart, "They're not superiorin the academic good wirh people. 'I'hey're setting, but they are very successfulin business. good at coming up with new ideas,finding opportunities, d o i n g d e a l s .T h e y ' r e n o t t h e t y p e t o l a b o u r o v e r schoolwork. So why try to fit them into the same MBA mould?" And how could an MBA programmefit into the iampackedscheduleof a businessowner, who is busy l2 to l6 hours a day juggling every function from finance and "Most entrepreneurs operationsto marketing and HR? to attend a full-time, onewill not leavetheir businesses "There's too much year academiccourse,"saysMorato', opportunity lost."

The result?High customersatisfaction,Morato'says. The Masrersin Entrepreneurship(ME) programme,with some 250 graduatesover the past three years,ranks the highest of any course in AIM student surveys. Cood word-of-mouth has helped the programme sreadily . expand enrollment, despite an economic crisis that has dented demand for the school'sconventional MBA course, according to Morato\ Delighted parenrs report their son or daughterdiscoversa new love for the family businessafter enrolling. Successstoriesform the school's a d c a m p a i g n : g r a d u a t e sw h o c l a i m t h e p r o g r a m m e helped them double or triple the sizeof their businesses o r m o r e . N o w r h e p r o g r a r n m ei s s t a r r i n gu p s e s r i o n ri n Singaporeand Kuala Lumpur. But there is at leastone downside:the programme is a high-risk bet on entrepreneurshipitself. If the graduate d r o p s o u t o f r u n n i n g a b u s i n e s s ,t h e M a s t e r s i n E n t r e p r e n e u r s h i ps h e e p s k i ni s n o t i c k e t i n t o t h e "You cannot take this degreeand corporatest6eplechase. say I want to be a certified financial analyst at Jardine "You will fail to have rhe needed Fleming," saysMorato) level of technical proficiency at such a company. If you The Asianllanager

SchootHelpedMe HowBusiness give their verdict Severa[buddingentrepreneurs A similar story is told by Celso Noel Aban, 41, w h o s a y st h e s c h o o l ' sd y n a m i c a p p r o a c h h e l p e d h i m r e v a m p h i s f i r m , S e r v e n e t ,a s m a l l c h a i n o f c e l l u l a r "l did an MBA phone shops in southern Luzon. a lot, but ir and was reading for a year programme f i o m b o o k s what we get h e l p i n g . Y o u c a n ' t p ; e t wasn't i n o u r c l a s sd i s c u s s i o n s- i t ' s r e a l l y i n t e n s e .Y o u a r e free to say whatever you want." Aban learned to a p p l y n e w s k i l l st h a t r v i l l h e l p h i s c o m p a n vb u i l d s a l e s My guru helped me form a new vi5ion: t o b e c o m e t h e m o s t p r o g r e 5 s i v ea n d 5table private developmental financial institution in the rural Philippines. - Andres Co.nero, Rur.l Produceri Bank Chair

l e a r n i n gi s n o t l o s to n F e r n a n d o I h e v a l u eo f h a n d < - o n I G o n z a l e zJ. - , a r e c e n rM a s r e r si n E n r r e p r e n e t t r s h i p ( M E ) g r a d u a t ea t t h e A s i a n I n s t i t u t e o f M a n a g e m e n r i n M a n i l a . G o n z a l e zs a y st h e t u i t i o n f e e p a i d f o r i t s e l f when he Iearned enough about bookkeeping to discover an accountant had cheated his l'amily's car d e a l e r s h i p ,F o r d L i b i s i n Q u e z o n C i t y , o u r o f "1 could not have 500,000 pesos(US$ 10,000). "The a c h i e v e dt h a t w i t h a n M B A , " C o n z a l e z s a y s . M B A a p p r o a c h i s a l l r e x t b o o k s .B u r o u r p r o f e s s o r s d e l i v e r t h e l e s s o n si n a w a v w e c a n u n d e r s t a n d immediately."

want to be proficient in the latest rn finance, get a two-year MBA." A f u r r h e r c a v e a t :o n l y 6 6 - 7 5 p er c e nr o f s r u d e n t r g r a d u a t e . c o m p a r e dt o 9 0 p e r c e n t f o r A I M ' s MBA programme. The drop-outs somerimes get clobbered by factors outsidetheir own control. Perhapsrhe market fails, and sinks their business. Without a firm ro run, there is no u,ay ro do classworkthar focuseson learning and hands-on experimentation.Sometimesrivalnes wirhin a family firm prevent the s t u d e n r f r o m p u t t i n g l e s s o n si n t o m a n a g e m e n tp r a c t i c e .A n d a l e w s r u d e n t sg e t s o b u s y r u n n i n g r h e t r

f r o m 3 9 m i l l i o n p e s o s( $ 7 8 0 , 0 0 0 ) i n 2 0 0 0 t o 6 3 m i l l i o n ( $ 1 . 2 6 m i l l i o n ) I a s t y ea r . H e p l a n s t o e x p a n d from eight to 38 stores over the next three years. Better bookkeeping was half the battle. Aban used to hate Ceka running the numbers, so he left rhat task to his wife. AIM's finance class helped him learn to do six-monrh profit- loss statementson his own to get "The kev is a better grip on the business.SaysAban, m a r g i n s , w h i c h p r o ducts knowing your numbersand flow." to prioritise, how to manage your cash Aban also learned to better manage Servenet's "lt h u m a n r e s o u r c e s . p u s h e dm e t o d o m o r e t o m a k e

firms - due to chronic problems or runalr-ay success- that rhey simply cannor attend class. A I M ' s e n t r e p r e n e u r i acl l a s s r o o m *orks more like a businessworkshop o r m a n a g e m e ncr o n s u l r i n gp r o j e c t than a lecture. lnsread of papersand exams, students give brief oral presentations- sometimesjust bullet p o i n c s- o n r . h a r i . h a p p e n i n gi n r h e i r businesses.Classmatesand gurus do t h e c r i t i q u i n g . P r o f e s s o r su s e r h e S o .r a t i c n r e t h o , l - a n s w e r i n g q u e s t i o n su i r h q u e s t i o n r t o g e r s r u d e n t st o t h i n k f o r t h e m s e l v c s . O u r s i d e c l a s s ,t h e s t u d e n t m e e t s individually each month with the

m e n t o r p r o f e s s o r ,w h o v i s i t s t h e entrepreneur'sfactory or store about three times during the programme "\(e know verv well rhe value of rhis programme is not so much in the classroomhours but in the time spent with the guru," saysMorato. "Most entrepreneurswill not leave their businesses to attend a full-rimc, one-yearacademiccourse.There's too much opportunity lost." Besidesprofessors,there are also so"drillmasters" who work with called studentson basic technical skills like marker researchtools and accounting. After all, local SMEs have traditionally been run on an informal basis.Financial sraremenli.lor erample.are olten jusr rvindou' dressingpreparedbv an outside accountant to reduce tax liabilitres. Learning to read and *'rite accurate

mv employees happy. You need to transform people to becomemore r e s p o n s i b l e , "A b a n s a y s . H e n o w than pays his staff more competitors do to improve "lf they are not customer service. happy, they won't give enough to r h e c u s t o m e r s .N i n e t y - f i v e p e r c e n t of our peopleare doing a lot of c u s t o m e r s e r v i c e .N o w t h e y a r e more courteous and helpful, and o u r s a l e sr e s u l t sp r o v e i t . " Gonzalez too learned to look "customer c l o s e ra t s e r v i c e .H e s e t customer satis[action goals for e m p l o y e e st h a t h e l p e d t h e f a m i l y firm. ForJ Libis. improre irs p e r f o r m a n c ei n a r e c e n t A , C . N i e l s en s u r v e y . B e t t e r b e n c h m a r k i n gh a s h e l p e d Andres Cornejo build the rural bank he chairs, Producers Rural Banking Corporation. Before C o r n e j o s t a r r e dh i s M E d e g r e e ,t h e Cenrral Luzon bank was 29th rn s i z e a m o n g 8 0 0 r u r a l f i n a n ci a l i n s r i t u r i o n s .! f l h e n h e g r a d u a t e di n D e c e m b e r ,i t r a n k e d 1 6 r h . N o w h e a i m s t o d o u b l e i t s r i s k a s s e t st o o r r c "My b i l l i o n p e s o s( $ 2 0 m i l l i o n ) . guru helped me form a new vision: to become the most progressiveand stable private developmental financial insritution in the rural

Philippines," Cornejo says. Cornejo uled ro view his bank's b u si n e . . a i g en er at i n B d e p o s i t s . until AIM helped him focus more on the lending side. He got e m p l o y e e st o s e g m e n t t h e m a r k e t and list and rate the top 100 p o t en t i a l b o r r o w e r s i n e a c h 'fhat category. let the bank focus i t s m a r k e t i n g r e s o u r c e so n t h e b e s t c u s t o m e r se , x p a n d i n gi t s l o a n b o o k w h i l e t r i m m i n g p a s t - d u el o a n r a t e s to below three percent,compared to rates above 20 percent for many c om m e r c i a l b a n k s . N o u h e h a r r e c e i u e df u n d i n g from the Asian Development Bank f o r s h o r t - t e r ml o a n st o s o m e 1 5 , 0 0 0 small borrowers, like housewives who want to set up home b u s i n e s s e sC . ornejo sayshis bank Iends 300 million pesosper year under that micro-financing s c h e m e ,w i t h a s i g n i f i c a n t i m p a c t o n p o v e r t y r e d u c t i o n .T h e b a n k r s also getting funds from a German NGO to make three to five-year loans of up to one million pesos ($20,000) each to small factories. Next he plans to upgrade his bank's license to become a full-fledged ,.t-..-t^^--^.

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Professorswant the students ro masternot jusr rheir businesses.

financial reports often gives a businessowner an entirely new ouuooK. "The,v 'This seeit before their very wes. They sav, is not where I make money, I make mv money here.' I literally see an overnightchanglein how the,vrun their businesses," Morato says. Growth of the programme is limited bv the difficulrv of finding professors.Morato saysonly one in l0 MBA faculrv membersfits the profile ofa businessguru. None are PhDs, "The the usual white knights of management academia. guru has ro be comfortable with all the subject areasfinance, marketing, operations, general managemenr, strategicmanagemenr.The guru must be primarilv interesred in mentorinpl the student, not teaching a subject." Admissions are rough. Two out of three applicants are rejecred.You must be a real uorking entrepreneur.nor a wanna-be. since the classesare all about the real-rime operarionsof your ou-n business.But don't worry about "Over your GMAT score. the past 30 years we have seen n o c o r r e l a t i o n b e t v l ' e e nl Q t e s t s , G M A T s c o r e sa n d p e r f o r m a n c e i n t h e c l a s s r o o ma n d p e r f o r m a n c e i n

b u t a l s o t h e m s e l v e sA. b a n , t h e c e l l phone seller, says he used to have a short temper, but learned ro "lf laugh at problemsinstead. you arc angry when there'sa problem y o u ' l l m a k e a b a d d e c i s i o n , "A b a n says. His friends noticed the changesin him, and now rhree have considered applying for the programme. Gonzaleztalks much "Friends say I am the same way: d i f f e r e n r .t h a r I s e e a n o b j e c t i v e clearly. Now I feet I can help other people, I want to do something for the communit)., start a rural business." One unexpected result of the program has been lots of networking and marketing among t h e s t u d e n t st h e m s e l v e s P , rofessor D e r e k L i e w , w h o i s s t a r ti n g a branch of the programme rn S i n g a p o r e ,r e p o r t s h a l f a d o z e n joint ventures have been formed a m o n g M E s t u d e n t st o d a t e . Graduates, these three at leasr, have few gripes. Aban complarns that at l8 months, the programme uas actuallv too short. and it needed more emphasis on marketing. Gonzalez too wanted more time, and more focus on retail businesses and human r e s ou r c e i s s u e s .

business,"Morato says.Instead, AIM uses personalitvtype tests like the Mvers Briggs test, which show that successfulentrepreneurstend to be three of nine basic character types: achievers,adventurers and leaders, Morato set up the programme partlv to broadenAIM's reach beyond MBA studentswho go to work for large corporations.After all, there are only about 1,200 big companies in the Philippines, where 98 percent of all 'World Bank businessesare SMEs, And as a former economist, Morato has long wanted to promote nor iust business,but development of sociew. SMEs have the most potential to generateemployment in a jobs-hungry nation like the Philippines. Morato reports plenrv of job satishction in watching young people professionalisetheir enterprises. "l've been teaching since 1975, but I have never got as big a high as when I teach theseentrepreneurs.Thev apply 'l rhe lessonsind come back to class brighr-eved saying, did this and look what happened!"' (Repri t€d u,ith petflixion Jton rhe luu )0a2 isk oJ Aiid In., the region's hdding Englith-language buiner nonthfi nagazine.) Thersianl anager

a WholeBrainApproach Towards Organizations in Learning The basic rationalefor such organizationsis that in situationsof rapid change only those that are flexible, adaptive and productive will excel. B v

C,q.nLreLa

O n r r e e s indeed it is necessary.But for learning organizations, "generative adaptivelearning must be joined by l e a r n i n g " ,l e a r n i n gt h a t e n h a n c eo u r c a p a c i r yr o c r e a t e . T h e d i m e n s i o n t h a r d i s t i n g u i s h e sl e a r n i n g f r o m m o r e t r a d i t i o n a l o r g a n i z a t i o n si s t h e m a s t e r y o f c e r t a i n b a s i cd i s c i p l i n e so r ' c o m p o n e n t t e c h n o l o g i e s ' . The five that Peter Sengeidentifies are said to be converging to innovate learning organizarions. They a r e : s y s t e m st h i n k i n g , p e r s o n a l m a s t e r y , m e n t a l m o d e l s , b u i l d i n g s h a r e dv i s i o n , t e a m l e a r n i n g . E n g a g i n g a n d n u r t u r i n g i t s h u m a n r e s o u r c ei n t o 'disciplines' is a commitment of the leadership these . he ability to mobilizethe o f l e a r n i n g o r g a n i z a t i o n sT k n o w l e d g es y s r e m o f a n o r g a n i r a t i o n .o r i t s intellectual capiral, is not dependent on the intellectual

'wherc people are places Lcenirg otgtsisztiost contitually erpand their caPacit! to cleate the resuhs tbey traly desire, wherc neu and e4tansile patterts oftbinhing are nurtured" uhete collzctfueaqtiration is setlree' anduhre pGoIrIa arc cortil,!4lly bardtg boo to hetr otd nc rtc " (Senge,P. M, 1990) uboh mgtfict'

rF I h e b a s i c r a r i o n a l el o r s u c h o r g a n i z a t i o n iss t h a t I i n s i r u a r i o n so f r a p i d c h a n g eo n l y r h o s et h a t a r e flexible, adaptive and productive will excel. For this to happen, it is argued, organizations need to discover how to tap people's commitment and capacity to learn at all levels. Vhile all people have the capacity to learn, the srructures in which they have to function are often n o t c o n d u c i v e t o r e f l e c ti o n a n d e n g a g e m e n t . Furthermore, people may lack the tools and guiding i d e a s t o m a k e s e n s eo f t h e s i t u a t i o n s t h e y f a c e . Organizationsthar are continually expanding their capacity to create their future require a fundamental shift of mind among their members. Peter Senge notes that, real learning gets to the heart of what it is to be human. We become able to recreate ourselves.This applies to both individuals and o r g a n i z a t i o n sT . h u s . f o r a l e a r n i n g o r g a n i z a r i o ni r i . "Survival learning" or what is not enough to survive. more often termed adaptive learning is important 3a

The AsianA{anaser

The capacity to animate and i n s p j r e t h e c ol l e c t i v e o r g a n i z a t j o n am l e m b e r s h i pc r e a t e roadsto greater success.

b r i l l i a n c e o r c o g n i r i v e p o w e r o f l e a d e r sb u t o n t h e i r c a p a c i t y t o a n i m a r e a n d i n s pi r e t h e c o l l e c t i v e organizational membership to create roads to greater success. 'fiv e d i s c i p l in e s ' o f l e a r n i n g To masrer the organizations, it becomes imperative to explore new patterns of thinking and learning and conduct a scientific inquiry into how people think and learn. F r o m a h i s t o r i c a l p e r s p e c t i v e ,I s h a l l p r e s e n t a s u m m a r y o f s o c i a l - b e h a v i o r a l - p h y s i c sa cl i e n t i s t s ' "brief trek" prodigious work with mind processesin a l e a r n . N e uroinro the human mind and how people B rain s c i e n c el a t e s t d i s c o v e r i e so f m o d e l s o f ' \ f l h o l e I e a r n ing Learning' and their implications for o r g a n i z a r i o n sa r e s u b s e q u e n t l yd i s c u s s e d .

Odysseyof the Human Mind and How People Learn (A Brief Trek) "feet of wisdom" In the beginningiwe sat at the e n t r a n c e d b y P l a t o a n d A r i s t o t l e . ! V e l i st e ne d , i n s p i r e d b y J e s u s a n d h i s p a r a b l e s ,t o B u d d h a ' Mohammed as they taught us the ways to enlishtenment. For centuries hereafter, we were .o.,an, ,o sit at the feet of knowledge coming from

those who were even lesswise. Confucius was Suddenly a n d w e w e r e s t a r tled remembered "l into action: hear and I forget, I s e e a n d I r e m e m b e r ,I d o a n d I " 'process' understand and became a byword. Ever since, learners walked through tortuous pathways of learning and finally in the new millenium we say wâ&#x201A;Ź got it all together using Paul MacLean's s y n r h e t i ca n d c l e v e rT r i u n e B r a i n "acknowledges Theory which the r o l e o f i n s t i n c r a n d e m o t i o n a sw e l l a s c o g n i t i o n i n l e a r n i n g "o r N e d Hermann's Quadrant Brain Dominant Model, Zohar's or Danah Spiritual lntelligence which claims to integrare whole brain thinking. ls this the final frontier?Not likely. But !7hole Brain learning must acknowledge its l i n e a g e : r h e p r o d i g i ou s laboratory studies performed with the human mind as subject. D e c a d e s a g o , W u n d t , P a vl o v , f o u n d i n g f a t h e r s o f p s y c ho l o g y ( k n o w l e d g e o f r h e p s y cb e / s o u l ) "mind", b e g u i l e db y t h e s t u d y o f t h e c o n c e n t r a t e do n t h e u n c o n s c i o u s , the senses,cognitions, perceprions and affects. Psychology became the s t u d y o f p e r s o n a l i t y ,o f a b n o r m a l a n d n o r m a l h u m an b e h a v i o r i n v a r i o u sm i l i e u s . O t h e r n a m e sc a m e to the fore: Sigmund Freud, Alfred A d l e r , L e o n F e s t i n g e r , B .F . Skinner. The intellect soon becamerhe p o i n t o f c o n v e r g e n c eo f a n a l y s e s r e s u l t i n g i n t h e m e a s u r e m e n ta n d classification of human intelligence "idiot" "genius." ranging from to Names here, like Piaget, Binet, T e r m a n , ' W ec h sl e r d o t t e d t h e i n t e l l i g e n c et e s t s m a p . 'mind', S y n o n y m o u st o the "the i n t e l l e c tb e c a m e darling of the gods," so to speak. From Galileo, Newton, da Vinci ro the i n t e l l e c t u a l so f t h e m o d e r n w o r l d E i n s t e i n ,G o d e l , t h e O x o n i a n a n d t h e C a l r e c hm i n d s , r h e c h u r c h e s ' t h e o l o g i a n sg , o v e r n m e n t sa n d c i v i l

s o c i e t y ' sa c c l a i m e d ' g r e a tm i n d s ' d a z z l e dm e r e m o r t a l s w i t h t h e i r brilliance, their rhetoric and e lo c ut i o n .

Left Brain-RightSrain Theory ( L B - R 8 )1 9 8 1 ln 1981, RogerSperrywon the Nobel Prize for Medicine/ Physiology for discoveringthat each hemisphere of the brarn "thinks" in a dil'ferentway. The Left Brain-Right Brain phenomenon was a c c e p t e d .T h e t u m u l t t h a t e n s u e d "no was highly provocative, such as:

(2) Verbal/Linguistic3) Inrerpersonal 4) Intrapersonal,5) Visual/Spatial,o.t Musical/Rhythm ic, 7) Bodilyi N a tu r a l i s l c Kinesthetic 8) Environment. \Wondrously,there is no "slow" child/ such thing anymoreas a person,as eachcould shine in at Ieast one of rhe eight!

Triune BrainTheory, 1990 Dr. Paul McLean, neurobiologist, has proposed the Triune Brarn Theory, accordingto which the human brain is, in reality, three b r a i n s , e a c h s u p e r i m p o s e do v e r

lQ testsmeasureontythe Left Brain-verbat, mathematica[, abstractreasoning, visua[!

Howdoyoumeasure the RightBrain? w o n d e r h u m a n s a r e a s s e s s e d( b y advancedIife forms? or neuros c i e n c e ?a)s u s i n go n l y l o o o f t h e i r "we brain"i have yet to tap the vast p o t e n t i a l so f t h e m i n d ( o f t h e R i g h r B r a i n ? ) ;I Q t e s t s m e a s u r eo n l y t h e Left Brain - verbal, mathematical, abstract reasoning,visual! (How do you measurethe Right Brain?) !?hat about the cortex that conncct t h e l e f t a n d r i g h t h e m i s p h e r e s ?I s "Middle that the Brain" thar accessesboth Left and Right as rr s y n t h e s i z e s ,i n t e g r a t e s ,o r g a n i z e s , plans?

M ul t i p l e I n t e l l i g e n c e ( l l ) , 1983 B u i l d i n g o n S p e r r y ' sl a n d m a r k left brain/rightbrain phenomenon, Howard Gardner, Harvard p s y c h o l o g i s r c l a s s i f i e dw i t h m o r e specificity the functions of the two "All h e m i s p h e r e so f t h e b r a i n . human beings have at least eight different inreIIigences," he says "and no two people have exactly the same profile of inteIIigences." These are: l) Logical/Mathematical

the earlier in pattern of brarns w i r h i n b r a i n .T h e s ea r e : t h e B r a i n Srem- our reptilian brain, the Limbic - our emotionalbrain; the NeoCortex - our rational brain, According to Maclean, the primitive needsdictated by the Reptilian Brain or Brain Stem i n c l u d e a s e n s eo f s a f e t y s u r v i v a l and territoriality. This corresponds wirh rhe human need for oroc., routine and regularity as home base from which to explore. To the extent that these primary needs are denied so can they become more i n s i s t e n t ( l t i s p o s s i b l et h a t s o m e 'dumb' of the people we now label or'slow' or'stubborn' aresimply s t i l l t r y i n g t o d e t e r m i n ei f t h e y a r e safe.) The next level of the brarn, rhe Limbic Systcm surrounds the b r a i n s t e m l i k e a c o l l ar . T h i s i s were pain and pleasure centers ate located, wh ich is send to the pituitary gland, which is the master gland of the body that orchestrates body chemistry through the release of hormones. Thus sustained em o t i o n a l s t r e s s o f t e n p r o d u c e s TheAjanl'lanagâ&#x201A;Źr

h o r m o n a l i m b a l a n c e st h a t n o t o n l Y affect bodily functions, but also can suppress the body's immune system. The Neo-Corter viewed as t h e n e w c o m < rt o t h e h u m a n b r a i n \ y s t e mi s t h e m o r h e ro f i n v e n t i o r r ideas. and preservation of f r o m r h e fiue R e c e i v i n g' i g n a l ' senses,focuses primarilY on material objects outside the o r g a n i s m a n d f u n c t i o n s s o m e w h et l i k e a c o l d l y r e a s o n i n g ,h e a r t l e s s

Matter More Than IQ. Goleman shows the factors at work when peopleof high IQ flounder and tho'eof mode.tlQ do surpri.ingly well. These factorsadd uP to a d i l ' f e r e n tw a y o f b e i n g s m a r t - o n e " e m o t i o n a l i n t e l l i g e n c e" he terms E m o t i o n a l i n t e l l i g e n c e si n c l u d e : 2) self-managementl) self awareness, impulse control, 3) zeal-selfmotivatron, 4) empathy-social deftness.Now, IQ ! or c a n n o l o n g e r p r e d i c t s u c c e s sN

P e r l s ' G e s t a l t ;B a n d l e r ' sn eu r ol i n g u i s t i c p r o g r a mm i n g ; E a s t e r n b e l i e f s - p r a c t i c e so f Y o g a a n d Z e n "fully alive" individual echo that the u n i t e sG o d - m a n - e a r t h ,b o d Y - m i n d The f e e l i ng s- s pi r i t . PsYchop h y s i c a l ,o r b o d y - m i n d a p p r o a c h e s o f S h e l d o n ,A l e x a n d e r L o w e n , l d a Rolf highlight the connectednessof the human person. l n t h e c o r p o r a r ew o r l d t h e h i g h p e r f o r m i n g m a n a g e rm u s t b e a n i n d i v i d u a lw i t h c o m h i n e dh i g h n n' ach(ievement), n-aff(iliation)' David by shown pou(er) MacClelland's research of Fortune 500 managers of corporations. CompetencY in onlY o n e n e e di s a t e c h n o c r a r / s p e c i a l i s t . E d g a rS c h e i n ' sp a r a l l e l o n g i t u d i n a l s t u d i e so f g r a d u a t e so f t o p b u s i n e s s schools of America showed that successfultop managersnecessarily anallticalof possess all i n t e r P er so n a l - e m o t i o n a I comlretencies. "lT What about the immense m i n . l ? A n d m u l t i - m e d i al e a r n i n g ? Here we have the comPuter pioneers Turing, Eckert,- von Neumann and a string of new names already here and still "information a p p e a r i n go n t h e superhighway".

T r a n s p e r s o n la/ M e t a P h Y s i c a l Approaches

"is it reasonable? computer.It asks Is ir logicall

E m o t i o n a lI n t e l l i g e n c e( E Q ) 1 9 9 3 ,1 9 9 5 ln lqqJ. a Yrle UniversirY p s y ch , .l:o gi st p u b l i s h e d h i s b o o k w h i c h s p e c i f i e dr h e p r o c e s s e sb Y w h i c h a f f e c t / e m o r i o n si n f l t l e n c e s thoughr and actiot, Emotional Intelligetce ard the Regulation of A f f i c t . T h i s w a s c l o s e l yf o l l o w e d b Y r h e p u b l i c a t i o no f r h e b e s t s e l l i n g b o o k o f D a n i e l G o l e m a n ,H a r v a r d p s y c h o l o g i s ta n d j o u r n a l i s t ' r n lo'l<, bi'ed on hi' extenrire r e s e acr h w i t h o r g a n i z a r i o n s : Emotional Intelligence, WhY It Can

f a i l u r e !T h e h i g h I Q n e r d m a y e n d up merely as staff of the CEO, the average IQ, high EQ classmate

E ar l i e r W h o l i s t i cA P P r o a c h e s And now - do we apPlaud the "new kid on the block" entry of the - V h o l e B r a i n L e a r n i n g lN o t q u i t e y e t . F i r s t t a k e c o g n i z a n c eo f o t h e r wholistrc progenitors: the h u m a n i ' ' ir c approaches of psychology. Carl Rogers, Otto R a n k ,A b r a h a mM a s l o w .i n r e f u t i n g S k i n n e r ' sp u r e b e h a v i o r i s mc o 4 t e n d "full that persons achieve a c t u a l i z a t i o n , "b y l e a r n i n gt o u t i l i z e m a x i m a l l y t h e i r p h y si c a l- m e n t a l e m o t i o n a I - sp i r i r u aI d i m e n s i o n s .

Long before neuroscience took c e n t e r st a g e , t h e h u m a n m i n d "leave of its senses," would take i n to the realmof s t e p s l i t e r a l l y and s l i P P i n g i nt o r s o n a l , transpe s p i r i r u a l / s o u lp s y c h o l o g y ,w h i c n r s p s y c h e - o l o g yr e t u r n i n g t o i t s t r u e n a t u r e .N a m e s a n d P h r a s e ss P r i n g i n t o o u r c o n s c i o u s n e s sA: b r a h a m , arl M a s l o v ' s p e a k e x p e r i e n c e sC i v e u n c o n s c i ous, Jung's collect - a h y P n o s i s E r i c k s o n ' s Milton G arY i t s e l f ' i n t o t u r n e d mind o f the s e a t t h e i n t u i t i o n , Zukav's l i v es, W e i s s ' " m a n Y B r i a n soul, T r u n g P as C h o g y a m manymaster\i "sac w a r r i o r ", t h e o f red path "living n g ". d Y i a n d Rinpoche's r n t o w o r l d o f t h i s o u t Then we walk B E O O l o g Y p s y c h o paranormal (out-of-body experiences)ESP and

the metaphysical. Name s of Raymond Moody, Edgar Cavce. Aurobindo. Carlos Castanedacome to mind.

Spiritual Intelligence(SQ),2000 At the end of the century after IQ and EQ and all other brain models, comes author, physicist, educator Danah Zohar from MIT and Harvard to 'SQ for Spiritual Intelligence.' cap the others with Intelligence and her books: SQ, The Ubimate In she writes: when a Reutiring tbe Corporate Brain neuron in neural ttact links to the nexr, and to the n e x t a n d t o t h e n e x t a n d p a s s e st h e s o l u t i o n o f a problem on to the brain as a whole, rhar is IQ in ection - Iinear rational thought. When a nest or network of neurons interact continuously with one a n o t h e r i n a c r a c k l i n g e x c h a n g e o f e l e ct r i c a l impulses, that is EQ in action - the lessmechanistic, more complex but

special kind of 40megaherto z s c i l l a t i o nt h a t takesplaceat times across

p r e f e r e n c e ,a n d v i s c e r a l , s t r u c t u r e d a n d e m o t i o n a l w h i c h d e s c r i b e st h e l i m b i c p r e f e r e n c e . O n e o f N e d H e r r m a n n ' s k e y f i n d i n g s r e l a t e st o t h e c o n c e p t o f d o m i n a n c e . W h e n e v e ra n o r g a n i s m h a s t w o o f s o m e t h i n g , o n e t e n d s t o b e c o m ed o m i n a n t . Most people have a dominant hand, eye, lung, and kidney. If we prefer to use our right arm and hand, w e u s e i t m o r e o f t e n a n d i t b e c o m e ss t r o n g e r a n d m o r e c a p a b l e . I t b e c o m e so u r p r e f e r r e d c h o i c e o f usage and the more effective of the two. O f p a r t i c u l a r i n t e r e s tt o u s i n t h i s m o d u l e a b o u t l e a r n i n g s t y l e sa n d l e a r n i n g s t r a t e g i e sa r e t h e s p e c i a l s t r u c t u r e sw i t h i n t h e b r a i n . T h e u p p e r p a r t o f t h e b r a i n , r h e c e r e b r u m , h a s t w o b i g h e m i s p h e r e s- t h e right halfand the left half. These two upper structutes c o m b i n e t o r e p r e s e n tc e r e b r a l t h i n k i n g - t h e m o r e c o g n i t i v e ,i n t e l l e c t u a lm o d e o f t h i n k i n g , f o c u s i n g o n

a b o u tt h e m e a n i n g of theuniverse.

the entire brain, that is SQ in action. And that happens when rhe brain is trying to make sense of an experience, when we address and solve problems of meaning and value, the intelligence with which .we can place our actions and our lives in a wrder richer meaning-giving context. Weare the only species in the aniaerse that ashs about the meaning of tbe Zohar and other brain researchersare labeling a "God r e g i o n i n . t h e b r a i n , i n t h e t e m p o r a ll o b e , a s a s p o t " i n t h e b r a i n b e c a u s ei t i s w h e r e a c t i v i t y increaseswhen we ponder ultimate questions. Zohar m a i n t a i n s t h a t S Q i s n o t a b o u t b e i n g r e l i g i o u s .I t i s our capacity to go beyond forms and rituals, beyond d i s c u r s i v er e a s o na n d i n t u i t i o n . I t s u g g e s t sw i s d o m a n d c o m p a s s i o n ,d e p t h a n d b r e a d r h o f v i s i o n . l t i s an internal innate abiliry of the human brain and psyche drawing its deepest resourcesfrom the heart of the universe itself.

Model H e r r m a n nB r a i nD o m i n a n c e N e d H e r m a n n , a n u c l e a r p h y s i c i s ta n d a n a r t i s t , d e v e l o p e dt h e N e d H e r m a n n B r a i n D o m i n a n c e Inventory, which synthesizesthe different concepts of whole brain learning.lVe can build a model of the human brain with two-paired structures, the two halves of the cerebral system and the two halves of the limbic sysrem.This allow us to differentiate berween not only the more popular notions of left/ r i g h t b r a i n , b u t a l s o t h e m o r e s o p h i s t i c a t e dn o t i o n s of coeni tive/ in tellectual which describesthe cerebral

g a i n i n g k n o w l e d g e , r e a s o n i n g ,a n d a n a l y z i n g . T h e lower or limbic part of the brain is alsodivided into a left and right half. These lower structures of the b r a i n c o m b i n er o r e p r e s e nlti m b i c t h i n k i n g - t h e m o r e v i s c e r a l ,e m o t i o n a l m o d e o f t h i n k i n g , h a v i n g t o d o w i r h f e e l i n g sa n d em o t i o n s .

I n t e g r a t i o nT: h e W h o l e B r a i nA p p r o a c h to Life Long Learni n g 'What

do all the preceeding data have to do with t h e l a r e s rl e a r n i n g p a c k a g e- V h o l e B r a i n L e a r n i n g . The answer underscoresour need to understand the brain in a different way. The brain is a sophisticated p i e c eo f m u l t i m e d i a t e c h n o l o g y ,w h i c h i s o f t e n u n d e r ' u t i l i z e d i n l e a r n i n g .! 7 e h a v e o f t e n b e e n t o l d t h a t w e a r e u s i n g o n l y r e n p e r c e n ro r e v e n i u s t o n e p e r c e n t of our brain. We are reminded - which neuroscience now confirms - about the vast potenrials of the human mind as yer untapped. S i n c e o u r t h o u g h t s , em o t i o n s , a t t i t u d e s , b e h a v i o r s ,s p i r i t a r e d i c t a t e d o r o r i g i n a t e d f r o m various segmentsof the brain, knowledge of the brain may be useful in understanding ourselves.Being aware of how we can use our brain can help us take a d v a n t a g eo f o u r i n d i v i d u a l s t r e n g t h s , c o n v e r t o u t w e a k n e s si n t o c o m p e t e n c i e s a n d r e c o g n i z e o u r p o t e n t i a l s .W e m a y l i v e a m u c h m o r e f u l f i l l i n g l i f e , w i t h t h e m a x i m u m u s eo f t h e b r a i n . The relatively young field of neuroscience,psychoneurology, neuro-biology, cognitive scienceemphasize that the full functioning of a sound mind is only TheA5ian$anager 41

p o s s i b l ei n a h e a l t h y b o d y . T h e b r a i n i s l i k e a n v o t h e r vital org:rnof rhe body, i.c., rhe heart, liver, lungs, and kidneys. The human brain compriseonly l0% o f o u r t o t a l b o d y w e i g h t , b u r i t n e e d s2 0 9 0 o f o L r r total blood flow to keepit functioning well. To keep the brain healthywc must keep our body healthy. E x p e r i m e n r a t i o nh a s s h o w r t t h a t t h e d i f f c r c n t s i d e s / s c g m e n t so f t h e b r a i n i n t h e n l ' o h c m i s p h e r e s o f t h e b r a i n a r e r e s p o n s i b l ef o r d i f f e r e n t m a n n e r so f t h i n k i n g . S i m p l v w e c a n c l a s s i f yh u m a n i n t c l l i g e n c e as Left-Brain't'hinking vis-i-r'is Right-Brain Thinking. T h e c o n c e p r so f h u m a n i n t e l l i g e n c e .t h e t h e o r i e s of the structure and functions of the nind supigest r h a t d i f f e r c n t s i d e so f t h e b r a i n c o n t r o l d i f f e r c n r m o d e s o f r h i n k i n g . l t a l s o s u g g e s t st h a t c a c h o f u s p r c f e r o n e n r o d eo v e r r h e o t h e r . M o s t i n d i v i d u a l sh a v e a d i s t i n c r p r e f e r e n c ef o r o n e o f t h e s e s t v l e s o f t h i n k i n g . S o m e h o w e v e r .a r e r n o r el v h o l e b r a i n e d a n d equallyadept at both modes. I n g e n e r a l ,s c h o o l st e n d t o f a v o r l e f t - b r r i n m o d e s o f I h i n k i n g , r v h i l c d o w n p l a v i n gt h e r i g h t b r a i n a c r i v i t i e s .L c f t - b r a i n s c h o l a s t i cs u b j e c t sf b c u s o n l o g i c a l t h i n k i n g , a n a l y s i sa n d a c c u r a c vs u c h a s r e a d i n g ,w r i t i n g , s c i e n c e ,a n d m a t h e m a t i c s .R i g h t b r a i n e d s u b j e c t s ,o n t h e o t h e r h a n d f o c u s o n a e s t h e t i c sf,e e l i n ga n d c r e a t i v i t vs u c h a s i n t h e v i s u a l performing arts, theater, music, sports, and literature. O r g a n i z a r i o n sa r e n o w b e g i n n i n gt o a p p r e c i a t et h e i m p o r r r n . e o f e n r , r t i o n . ti ln t e l l i g , c n ci<n m o r i v . t t i t t g t h e w o r k f o r c e f o r h i g h p e r F o r m a n c ea n d p e r s o n a l s a t i s f a c t i o n .T w o d a y w o r k s h o p s o n d c v c l o p i n g e m o t i o n a l i n r e l l i g e n c em a v e x p a n d t h e c a p a c i t yo f t own to staff*orkers for heightened t o p m a n a g e m e nd s e l fa w a r c n e s ss,e l f r e g u l a t i o n: r n d e n h a n c e dt c a m w o r k 'l'o "the collcctive IQ of an quote Goleman, skills. o r g a n i z a t i o ni s o n l v a s g o o d a s i t s c o l l e c t i v eE Q . " T h e A s i a n I n s t i t u t e o f M a n a s e m e n t ,i n f a c t , h a s a course on thc Intuitite Man.tger As a component of its curricula. lt has also institutcd the whole brain a p p r o a c ht o r e a c h i n pbi y c x p l o r i n ea l t e r n a t i v em e t h o d s o f l e a r ni n g t o c o m p l e m e n t t h c c a s e m e t h o d - a primarily left-brain approach. Most of the faculty h a v e u n d e r g o n e w o r k s h o p o n s h a r ; r e n i n gt h c i r E Q competency.l'he lnstitutc has initiated the c o n s t r u c r i o no f a v a l i d a r e di n s t r u n t e n tt o n l e a s u r e e m o t i o n a l i n t e l l i g e n c eb a s e do n A s i a n c o n s t r u c t s . T h i s w i l l b e u s e d f o r d e v e l o p m e n t a l ,n l e a s u r e m e n t a n d r e s e a r c hp u r p o s c sf o r i t s c u l t u r e - d i v e r s ef a c u l t v and student body. S e l e c t i o na n d p l a c e m e n rc o u l d t a k e i n t o a c c o u n t t h e l e f t a n d r i g h r b r : r i n o r i e n t a t i o n sa n d t h e m u l t i p l e . he i n t e l l i g e n c ed o m i n a n c co f n e w l y h i r e d p e r s o n n e l T i d e n t i f i c a t i o no f s u c h i s i m p o r t a n t i n d e t e r m i n i n g " g o o d n e s s - o l t - f im t ' e c h a n i s m sr h a t m a v b e c r u c i a l the

A OUADRANT LEFT CEREBRAL Formal l€ctur€ T€acher-dirscM Flgad qJn€nt

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dayftrl B LEFT Stuctured organiz€d GuidBd rsiniorc€ment to\,v-risk tradlional Time manag€ment StaP.bf step acliviti€s

UMBIC dlscussions @ntgni rel€vant and rneaningtul Creato caring errvironment Farsonalized siorl€s Hands-on aclMti€s

i n r n a x i m i z i n gt h e s t r e n g t h s : r n cel e n e r l t i n g P o t e n t i a l s of the worker. S u c c c s s f u ln r a n a g c r sr r e n r o r e w h o l e b r a i n , p a r t i c u l a r l va d e p t i n v i s i o n i n g a n d s t r a t e g i ct h i n k i n g , w h i c h i s a f i n c t i o n o f s p a t i a l - r ' i s u ailn t e l l i g e n c e o f t h e r i g h t b r a i n . S u c c c s s f i rl le a d e r su t i l i z e t h e i r w h o l e brain flexiblv and manl are known to bc high in s p i r i t u a l i n t e l l i g e n c e ,a r i s h t b r a i n f u n c t i o n . T h o s e r v h o a r c e i r h e r r i g h t b r a i n o r l e f t - b r a i nd o m i n a n t : r r e t h e t e c h n o c r a t s o r s p e c i : r l i s t s T. h e v a r e n o t i m 'm e idsi a r e l vs u c c c s s f ual s a d m i n i s t r a t o r s / m a n a g c r s . Th r v h o l eb l a i n a p p r o a c f rt o i n s t r u c r i o ni s e q u a l l v i m p o r t a n t i n t r a i n i n g t h c w o r k e r st o e x c c l i n r h e a r e a . a c l i * , , . h i r e d f b r . [ ' h i s i s e s s e n t i a il n p l a n n i n g t h e i r c : r r e e rp a t h i n t h c o r g a n i z a t i c - ':nr s w e l l a s c r u c i a l t o rheil contribution in rhe achicvement of o r g a n i z a r i o n a lg o a l s . L a s t l v , S Q , t h e i n t c g r a r i n ! li n t e l l i g e n c ei n t h c l v o r k p l a c e .a l l o r v s t r s t o b e f l e x i b l e , v i s i o n a t y o r c r c a t i v e l ys p o n t : r n e o u sW . e usc SQ to dcal with e x i s t e r r t i apl r o b l e m s ,e n a b l c su s t o s o l v c t h e m o r a t l e a s tt o f i n d p e a c ea b o u t r h e m , l n d g i v e sa d e e p s c n s c o f w h a t l i f e ' s s t r u g g l e sa r e , r b o u t . T h i s m a v b e described^s spilitualit! in tbe worbplace. lt is about p c o p l e s e e i n gt h e i r w o r k a s a s p i r i t u r l p : r r h ,a s a n o p p o r t u n i t v t o c o n t r i b u t e t o s o c i e r yi n a m c a n i n g f u l rvay.It is about lelrning ro bc more caring and c o m p a s s i o n a t ew i r h f e l l o w c n t p l o y e e s ,w i t h b o s s e s , w i t h s u b o r d i n a t e sa n d c u s r o m e r s I. t i s a b o u t i n t c g r i t v , being rrue to onc self, and telling the truth others. S p i r i t u a l ' i t vi n t h e w o r k p l a c e c a n r e f e r t o : r n individual's atrempts to livc his or her valuesmore

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I t i s d a u n t i n g t o s c e t h a t t h e g o a l sa v a i l a b l ea t r h e end of Ihc fast lanesand highly touted training programs a r e m o s t l v r v i n d o r v d r e s s i n ga n d s n a z z vs h o w c a s i n g . Ambirion gro\{'son us naturally. 1Welook up and reach 'THE out for GOAI-' - high life, big monev, glitz be glam. Achievemenr is characterizedby the scaleof ascent on the corporate ladder.Pushing limits symbolizes o p t i m i z i n g a n d c x c e e d i n gt a r g e t st h r o u g h s y s r e m a r i c u t i l i z a t i o n o f s c a r c er c s o u r c e sa n d h a v i n g t h e s k i l l t o

Tbis es*zyuas sebctedfor tbe Interaational Snrlent Committee Symposium beld in St. Gallzn, Switze and

* ljihe cart here has, maybe nor v'ithout reason,been pur f ; b e f o r e t h c h o r s e , t h e r e b y r e c a l l i n ga v c r y r . e l e v a n t "Why saying bv Confuciusrun, when vou are on the 'l'hus, wrong road". choosingthe right road comesfirsr and hou,u,ell or fast can one ruD on it cones second. ::|:'''.'1:|.'

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c a t c h p h r a s e sd o r r i n a t i n g r o d a l " s c h a n g i n g international scenario arc globalizarion, IT o m n i p o t e n c c ,c u t - t h r o a t i s m ,c o r p o r a t ec o n q u e s t s ! cenrralization of power and of course, terrorism. C e n e t i c a l l , va n d p s v c h o l o g i c a l l y ,m a n h : r s r e m a i n c d largelv unchanged over rhe past centuries and he still works with the help of his age,old ego-basedmindset. The abovc profile is nor realll conducive For a spectaculargoal setting.Thus, I cannor esc:rpethe necd to confront the ground reality, i.e., thc starting point of mv journsy. The goal I seeku,ill lre the ourcome ol' the deepest, the rvidcst and the most sensitivevierv, I can have of the rvorld. To ensule rhe compatibiliry of the end and the beginning, I must undergo :r seriesof rransformations 'lhe in thc manner and dcgrce required. desired goal may be one that requiresa complereredcfinition ofrvords like professionalismarrd excellence.

C h o o s i n gt h e r i g h t r o a d c o m e s f i r s t and how wetl or fast can one run on it comes 5econd.

i d e n t i f y w h a t o b s r r u c t so u r a m b i r i o n a n d t e r m i n a t i n g t h e s a m e w i t h i m p e c c a b l es p c c d a n d p r e c i s i o n .l t i s significanthere to seethar the upward thrust of ambition does not flinch at excisingother basic,important duties, c o n s i d e r a r i o n sl,o y a l t i e s a n d c o m m i t m e n t s . T h e regrcttable part of this picture is rhar ir is tending to l o s e i t s w i d e r c o n t e x t a n d i s a s s u m i n ga f r i g h t e n i n g degreeof insularity. I am aware rhat this is natural yet u n o b s e r v e di n o u r h i g h l v i m b a l a n c e da n d i n c o m p l e t e pcrception of the ground reality and rhus cannot be jusr wished arvayor flushed down the kirchen sink. 'pushing ln short, l i m i t s ' , s y m b i o t i ct o o u r g o a l s , "unqualified". can at presentbe understoodasambition This does nor appear ro mean anything beyond maintaining a higher professionaJprofile among equals and playing an increasinglydecisiverole in the modern corpora(e cutthroat, no holds barred warfare. N e w t e c h n o l o g i e sp r o v i d e n e w p r o m i s e s a n d packaging done up with smarr, innovarive marketing strategies,adding fascinatingflourishes to the rimeless dreamsoF uropian lifestyleswherc rhere is onlv beauty, pleasurc,grandeur and norhing else;a single rosy hued, aromatic existence. I propose to do something additional, fulfilling and holistic with my life. Something that takes me beyond t h e c o n v e n t i o n a l l yu n c o n v e n t i o n a l . l t n e e d n o t b e Thea5ranManager 43

something freaky or unique. The goal must have a lot of relevant and quintessentialcontent. The timeless words of George Bernard Shaw will "The reasonableman get me going adapts himself to the world. The unreasonableman adapts the world to himself. Therefore, all progress dependson the unreasonableman."

The GroundReality - A Shift ln View So far, I have not been able to accepaor entertain the popular view 'self that I am a made man' or will ever be one. Since birth I have been dependent upon and nurtured by my parents, relatives, friends, teachers,etc. The elements, t h e e n v i r o n m e n t , t h e s c h o o l s ,t h e hospitals-many vital inputs have gone into raising me, protecting me, enriching me and making me what I am today. I cannot visualize a s i t u a t i o n w h e r e t h i s p r o c e s so f dependence (and later, in terdependence) ceases. Even today I cannot grow without the valuable interaction and exposure provided by my peers and superiors. It clearly does not flatter my background,education or outlook if they lead me to believe that there is nothing wrong around me that needsto be corrected or if it does, it has nothing to do with my role as a professional. The ambition that drives us beyond the self-prescribedlimits tends to merely impart more of size and lessof substance. Caught in the blinding passion for reaching higher goals, we stop seeingwhat it costs us and demands of us and to what end. Beyond a point our success derived 'pushing from limits' ceasesto change the qualiry or content of our lifestyles. The image of a live-wire high performance achiever is here to stay. But this image desperately needs a facelift. C o m p a n i es g e n e r a t e c business, ontrol money and e n c o m p a s sl a r g e t e r r i t o r i e s , t h u s necessarilyinfluencing the lives and desriniesof many counrriesand rheir

people. I do not seethis fact merely as a sterile component of contemporary social and intellectual posture bur rarher one thar requires more than just a general concern. It r e q u i r e s g e n u i n e t h o r o u g hb r e d involvementand commitment,similar to what we invest in our jobs. 'global' The term i s s e e nm e r e l y as a qualifying adjunct of an o r g a n i z a t i o n h a v i n g g e o g r a p hi c o m n i p r e s e n c e .M a r k e t s r e p r e s e n t only the people or agencies that b u y t h e c o m p a n y ' sp r o d u c t s a n d services. Brilliance means increasing profits by ingenious strategies and being able to fool most people most of the time with the effective use of the fascinatron of media -magic and gimmicky manipulations. Ve live in a world with c h a n g i n g c l im a t e s a n d c u l t u r e s . S u r e - s h o rs o f r w ar e t e c h n o l o g i e s , human cloning, microchip brarn implants, spacedomination go hand in hand with insidious and organized terrorism and state of the art chemical weaponry. Diabolic methods of power manipulatio n and control and considerationof commercial colonization havc become the language of global The iseues of dialogue. widespread poverty, disease and unemployment straddling the third world countries have been thrust and relegatedinto very low levels of priorities and concerns. In this professionalpastureland, the powerof the buyeris not increasing in direct proportion to the aggregate corporate profits. The companies are generating less of development and more of dollars. Marketing strategiesare designed to widen the scope of credit culture by creating and satisfying spurious, externally imposed, media-generated needs. Countries and populations are unfortunately seclr merely as tho raw material from which we derive our profits. This is the realiry I cannot help but see. At every step, I will be required, either to moderate, ignore

or aggravare all this. A vision, a policy framework aimed at the development of counrries, their people and their purchasing power, is a real need of the future. The scenariodemands certain questions. !?here are my goals driving me, p e r s e m y s e l PH o w a r e t h e y h e l p i n g me influence the course of evenrs and conditions of my life and to what extent?

Goals Questioning The goals presently available have been adequately dismantled and scrutinized. There are only 'skin the so many ways one can 'Cats' (read cat'. goals) may be different and even distinctive out their similarities and commonncss former. far outweighs the Something new must be attempted. The dark and diabolic features of modern civilization that are r h r e a t e n i n gr o d e s t r o y a l l p e a c e and purity could not have evolved as per some pre-conceived plan. It is more likely that it is the by-product of a scheme, a p r o j e c r ,a g a m e p l a n r h a r . i n s p i r e of embodying the collectrve wisdom, resources and goodwill of all rhe nations, has gone amiss if not altogether hay'wire.

My Goal My goal is therefore not some kind of utopian dream state with some future coordinates or an ideal set of circumstances in some fantasyland. I see my goal, not as an objective, but as a lifelong process. A long-term well planned way of life and living. lt is not of s p e c if i c a stepladder a c c om p l i s hm e n t s e n d i n g i n t o a of monumental monolith skyrocketing ambition. Change is a way of life, the most consistent attribute of nearly everything. Thus a statrc well formed and a frozen goal seems, in current rimes and context, to be out of place. The amalgam of attributes, aspirations

and awareness will strike a balance and will for the same in return. In the corporatecontext, I will try provide a direction to the way I live. The essence to advocatespecific policies that will reduce insecuriry, of my goal will be the way I consciously perceive, stress and disrrust amongst the employees in work and assess, act and react. This will be a never-endinq,everequally so, in their personal lives. ln rhe trend of largew i d e n i n g , s e l f - e x c e e d i npgr o c e s s . V h a r w i l l g o i n r o scale privatization, I shall endeavorro promore corporarc imparting spirit and substance, drive and dynamism policiesthat lean Iess rowards profit. This has already to this processwill as on date, involve: created enoughsocio-economicinsecuritiesanddispariries, - Perceiving a global ourlook as increasing jobs and the distribution of wealth through them, have acceptanceand internalization of the doctrine of one not kept in pacewith the profits earned.I strongly believe family, one world and universal brotherhood. thar some of these astronomical profits flaunted bv - The belief that, till such time that euthanasia corporate gianrs should be direcrlyinuesiedin the alleuiation has been universally embraced, every human life is of social suffering and improvement of living conditions. precious and every individual has a right to live, must The adoption of villagesby MultiNational Corporations in have an unquestionable centrality in our various paru of rie world is an encouragingsign. consciousness. - The balanced action plan must incorporate the T h e d a r k a n d d i a b o t i cf e a t u r e so f M o d e r nc i v i t i z a t i o nt h a t investment of at least 4o/o 's of one time in the a r e t h r e a t h e n i n gt o d e s t r o ya l t p e a c ea n d p u r i t y c o u l d n o t upkeep and improvement h a v e e v o l v e da s p e r s o m e p r e - c o n c e i v e dp t a n . of one's physical and mental health. - In all areas of activity, the need ro act will override my tendency to react and in all areas o f i n t e r a c t i o n , t h e b a si c g u i d e l i n e sw i l l b e : - That there is surely some good in each one of us. In the role of a leader, I would lay emphasison - That if I perseverewith a positive approach and inspiration, not on authority; on encouragement,not a genuine content of fair play, a similar responsewill on intimidation; on regulation, not on control, certainly be forthcoming. - A t a l l t i m e s , I w i l l b e r e q u i r e dt o m a i n t a i n t h a t PushingLimits I am a hutnan, not a superhuman; that I am prone to Pushing Iimits will begin with: p o s s e s s i n gn o r m a l w e a k n e s s e ss, i m p l e n e e d s , u r g e s l. Being ever-vigilantand striving to raise the level a n d a p p e t i t e s .W i r h g r o w t h a n d m a t u r i t y , I w o u l d of the practical to the level of the ideal. consciously trim or enhance the same for maintaining 2. To avoid falling prey to common and contagious a b a l a n c e da n d c o n g e n i a lp e r s o n a l i r y . practice of undertaking quixotic adventures!no marter 'how - The norion of 'mine' and 'others' must also popular or pragmaric, they are projecred to be. u n d e r g o a c h a n g e .E x c e p t f o r m y p a r e n t s ,s i b l i n g s , 3. Even in the face ofrhe extremelikelihood, I shall spouse and children, people would be either close or not allow my faith and confidence to falter. To be d i s t a n t b u t w i l l n e v e r b e c l a s s i f i e da s ' n o r m i n e ' o r prepared for the setbacks,defeatsand disappointments 'others'. that are likely to Confront me time and again and yer have the resolve, after having fallen, to rise again, dust The Professional Component and straighten myself and carry on wirh my journey. In relation to my goals, I see profession as an 4. All the time, it will be my endeavor to enthuse organized activity requiring me to possessspecific skills and draw more and more people in the mainstreamof and actualizeprescribedplans and programs. It is an area the movement for healthy coexistenceand work towards where I earn my living and while doing so, showcasea and ever widening circle of positive influence and substantial part of my personaliry contenr. The main interaction. pillars of professionalism will be optimized performance, output in an environment oftrusr, cordialiry and integriry. The Last Word Consequently,my first prioriry will be ro earn credibiliry It is a tall order that I have taken up. I know very and reliabiliry for qualiry performance.The secondwould well that the best way to succeed is to aim low, but that be to treat everyonewith respecrand digniry and to insist is nor rhe way I want to succeed.

It is more likely that it is the by-productof a scheme, a p r o j e c t , a g a m ep l a n t h a t , i n s p i t e o f e m b o d y i n g t h e c o l l e c t i v ew i s d o m ,r e s o u r c e sa n d g o o d w i l lo f a l l the nations,hasgoneamissif not altogetherhaywire.

Ihe A5ian^4anage.

F r o mt h e A l u m n i lgnacio"Toting"Bunye:PressSecretary B v

J r n n v A

Q u r s r r - e N , M M

"Toting" o r m e r M u n t i n l u p a C o n g r e s s m a nI g n a c i o Bunye formally assumed the post of press s e c r e t a r ya n d p r e s i d e n t i a l s p o k e s m a n l a s t J u l y 1 6 ' 2002. Bunye, who takesover from Acting Press Secretary Silvestre Afable, Jr., will remain as P r e s i d e n t i aS l p o k e s m a nu n t i l O c t o b e r w h e n R o b e r t o Tiglao ivill reassumethe post. Tiglao will also assume the post of Chief of Staff under rhe Office of rhe P r e s i d e n tu p o n h i s r e t u r n f r o m J a p a n . B e f o r eh e j o i n e d p o l i t i c s i n 1 9 8 6 ,B u n y e h a d b e e n a reporter of DZMT, the radio station of the old Manila Times, and later as reporter of the Daily Star. A lawyer by profession,Bunye has servedin various e x e c u t i v ep o s i r i o n sa t t h e A y a l a G r o u p o f C o m p a n i e s , including as AssistantVice President of the Ayala Invrstment and Development Corporation and the B a n k o f t h e P h i l i p p i n eI s l a n d r . '\fhen former President Corazon Aquino took over a f ter the downfall of fcrmer President power Ferdinand Marcos in 1986, Bunye was designated O f f i c e r - i n - C h a r g eo f t h e m u n i c i p a l i t yo f M u n t i n l u p a . He became the duly elected Mayor o[ Muntinlupa from 1988to 1995.As Muntinlupa Mayor, Bunye served asChairman of the rhen Me tropolitan Manila Authority in a concurrent capacity, from 1991-1992, l n 1 9 9 5 , B u n y e w a s a g a i n r e e l e c r e da s M a y o r o I Muntinlupa for his last three-yearterm. During his l2year stewardship,Muntinlupa metamorphosedfrom a 46

The Asianr anager

' 7 6

fifth-classmunicipality into a highly-urbanizedcity. A d o p t i n g p r o v e nc o r p o r a t ep r a c t i c e st h a t h e g a i n e d f r o m w o r k i n g i n t h e p r i v a t es e c t o r ,B u n y e s t r e a m l i n e d o p e r a t i o n sa n d c u t r e d t a p e , t h u s m a k i n g M u n t i n l u p a C i t y a b u s i n e s s - f r i e n d l cy o m m u n i t y w h i c h i s w h a r i t is today. Towardsthe end of his term asMayor, Bunye laid t h e f o u n d a t i o n f o r t h e e s t a b l i s h m e n to f t h e O s p i t a l ng Muntinlupa through the acquisition of a fiveh e c t a r el o t w i t h i n t h e F i l i n v e s tC o r p o r a t eC i r y , w h i c h is also the site of the future Civic Center Complex. B a r r e d b y l a w t o s e e k a f o u r t h c o n s e c u t i v et e r m a s m a y o r r B u n y e r a n f o r C o n g r e s si n 1 9 9 8a n d b e c a m e t h e f i r s t C o n g r e s s m a nf r o m t h e l o n e d i s t r i c t o f Muntinlupa Citv. l n C o n g r e s s ,B u n y e c o n t i n u e d t o c h a m p i o n t h e c a u s e o f l o c a l g o v e r n m e n t s ,e s p e c i a l l yi n p r o v i d i n g t h e m w i t h g r e a t e rf i s c a l a u r o n o m y . Originally a member of the minority, Bunye b e c a m e o n e o f t h e f i s c a l i z e r so f t h e I l " ' C o n g r e s s . B u t w i t h t h e c h a n g eo f l e a d e r s h i pt o w a r d t h e e n d o f t h e I l ' r ' C o n g r e s s ,h e b e c a m e t h e S e n i o r D e p u t y M a j o r i t v Fl o o r L e a d e r . A v a l e di c t o r i a n d u r i n g h i s e l e m e n t a r y a n d s e c o n d a r ye d u c a t i o n ,B u n y e f i n i s h e d b o t h h i s A B i n P o l i t i c a l S c i e n c ea n d B a c h e l o r o f L a w s f r o m t h e Ateneo de Manila. He also hold a Master's Degree in Management from the Asian Instirute of "My stint at AIM prepaled me well Management. f o r m y l a t e r e n g a g e m e n t sa s a c o r P o r a t e m a n a g e r ' l o c a l c h i e f e x e c u t i v ea n d l e g i s l a t o r .I a m t r u l y p r o u d to have walked rhrough the august halls of AIM," Bunye said with pride. Bunye,who is a lifetime member of the National P r e s sC l u b , h a sw r i t t e n a n u m b e r o f a r t i c l e sp u b l i s h e d in rhe Daily Star, including a four-part seriesentitled "War Vignettes," a first-person account of events immediately after the Tet Offensive in South Vietnam in 1968. He also wrote a one-hour documentary entitled "The Other \(ar," a [irst person account of the activities.of the Philippine Civic Action Group in Tay Ninh, South Vietnam. The documentary was broadcast h 1967 l:y radio station DZMT. B u n y e i s m a r r i e d t o D r . M i r a f l o r O c a - B u n y ea n d has three children.

A Letter from Joe B v

J o s e

M l n n s o l

\ l r r d c r ) lr L r l r c U n i v r r . i r l o l ' I l-.trrrcnrl. ir ! C l l i l o r n i ai n l o , A n g e l e cr o m p l c r i n gm r l i n . r r r . c a n d a c c o u n t i n gf o r n a l c d u c a t i o n a r U C L A . I i n t c n d t o c o m p l e t em l , U n i t e d S r a t c s( l P A t i r l e w i r h i n a v e a r o r t * o . r i l w i r h i n r h e p , r r , r m ( r ( rr n\ d . o n l i n e . o l m t professionalrvorking cxpelience as :r proftssional accountanr in the Unired States.Borh fields in e n g i n e c r i n ga n d f i n a n c e a r e f a v o r i t c b a c k g r o u n d so f c h o i c e b v g l o b a l m u l r i n a t i o n a l c o r p or at i o n s l i k e U n i l e v e r a n d S h c l l O i l a n d a r e t h e i c l e a lb a c k s r o u n d f o r a C o n t r o l l e r o r C F O r l ' i t h c o r p o r a r i o n so f t h a t magnitudeand global reach. T h e g r e a t r h i n g a b o u t t h e U S A e x p e r i c n c ei s r h a t you are nevertoo old to continue learning. ln fact, t h e A I C P A r e q u i r e s i t s l i c e n s e d p r o f e s s i o n a l sr o g o back to schoolwhether rhey have a USA MBA or a 'l'hcv d e g r e ef i o m O x f b r d U n i v e r s i t y . all havc to go back to keep thcir knowiedgebasecurrcnt in rheir i n d u s t r y , e s p e c i a l l vn o w m o r e r h a n e v e r b e F o r es i n c e rhe ENRON and VORLDCOM c o l l ap s e . T h e standardsof thc plofession h:rve been clcvared ro such a high level that onlv USA Cl)As or rhoscwho h a v e p a s s e dt h e C P A e x a m sa d m i n i s t e r e di n t h e U S A in thc particular statethev are *orking in or based a t w i l l b e a l l o w e dt o s i r a n d t a k e r h e C P A e x a n s a n d p r a c t i c ei n P u b l i c A c c o u n t i n g . l h e " r a w m a t e r i a l " is alrcadl filtered in the examination srage. More a n d m o r e c o m p a n i e si n r h c U n i r e d S t a t c sa r e n o l v

m a k i n g t h e C P A b a c k g r o u n dn o t o n l y a t p a r w i r h a USA Ivy lcagueMBA education but a prerequisite l'or rhe level of Chicf Financial(lfficer in rhe USA with an MBA as a plus but not a requirement. W h i c h b l u n t l y s a y sr h a t C P A s f r o m o r h e r c o u n r r i e s a r e n o I o n g e r a l l o w e d t o p r a c t i c ea n d b e c a u s et h e i r l i c e n s e sa r e n o r v a l i d o r r e c o g n i z e di n t h e U n i r e d Stares. But it is good news ro reporr that an AIM e d u c a t i o n i s r e c o g n i z e di n t h e t o p U n i v e r s i t i e s i n r h e U S A , a n d m o r c s o , r e c o g n i z e db y t h e C a l i f o r n i a B o a r d o f A c c o u n t a n c yw h i c h i s t h e t o u g h e s ra n d m o s t p r e s t i g i o u sl i c e n s i n gb o a r d i n t h e n a t i o n . S r u d e n t s a n d p r o f c s s i o n a l sa l l o v e r t h e c o u n t r v c o m e d o w n h e r e i n C a l i f o r n i a t o t a k e t h e C a l i f o r n i a E x a m sj u s t r o g e r r h e i r C P A c e r r i f i c a t e sa n d l i c e n s e si s s u e db y the StateBoard. A s a l i c e n s e de n g i n e e r m v s e l f , r w e n t y , t w o y e a r s ago, in 1980, I know whv this is so. In mv early 4 0 s , t h a n k G o d l ' m s t i l l a l i v e ,a n d i n t e n d r o b c f o r a ver)'! \'ery long rime, I now see rhe world ltrom both vantage points having practiced as a professional m a n a g e r( e n g i n e e r )i n A s i a o n c e , a n d c u r r e n t l y a s a U S A p r o f c s s i o n aal n d p a r t - t i m e s r u d e n ta s w e l l . B u t n o s t i m p o r t a n r l v b c c a u s eo f r h e a g e a d v a n t a g eo f a fcllow u'irh my background and experience that p t o m i s e s i n t e r e s t i n g p o s s i b i l i t i e si n r h e f u t u r e . S o I t h i n k i t i s b e n e f i c i a lf o r A I M a n d i t s a l u m n i t o t o u c h b a s ew i t h e a c h o t h e r o n a c o n t i n u o u s b a s i s for it is vour alumni out there now in the business r v o r l d w h i c h w i l l b r i n g " g l o r v " a n d p r e s r i g et o v o u r I n s t i r u t i o n a n d w i l l b e r h e t r u e m e a s u r eo f y o u r s u c c e s so r f a i l u r e a s a n e d u c a t i o n a li n s t i t u t i o n w i t h a global perspecrive. Your publication is one way of reaching us and letting us know about what is g o i n g o n i n t h a t p a r r o f r h e w o r l d a n d t o a l s oc a p t u r e o u r i n t e r e s ti n v o u r h o m e c o m i n g s . V i t h o u t t h i s m e d i u m , t h e r e i s n o c o m n l t o ng r o u n d . B u r b y c i r c u l a t i n gy o u r p u b l i c a t i t r nw i r h " i n t e g r i t v , " v o u w i l l surelv get thc support of your AIumni overseas r e a c h i n g a s f a r a s t h c U n i t e d S r a t e sa n d p e r h a p s L,urope. Mr. Jose M. G. Mirasol - "Joe" 4 5 2 1 C o p p e r m i n eS t r e e t , R i v e r s i d eC , A 92501, U n i t e d S t a t e so f A m e r i c a AIM Alumni - MBM 1983 The nsran^4anager 47

into Management's'Switchboard' Eavesdropping AlthoughI usualtygo for the entertainmentsection,during these past monthsthe businesspageof the Philippinedailiesalwaysgot my first look. B v A

D E L G A D O ,

M D P

| *", "l*ry. on the lookout for the next rwisrin the PLDTI Firsr Pacific-Gokongweirakeoverbarrle.prerry much a caprive of this high piofile businessstory as the Filipino audiencea captive of the nighrly pointlesstelenovelas.But unlike theseshowswith absurdstorylines, the PLDT story, completewith its legal cliffhangers,is for real and resembles 'Dynasry' TV serieswithout closelyto some plot out of the the flashy jewelry and unstable women. (I'm not saying those seriesdidn't have absurd plots either). But while this corporatetakeoversrorystretchesto Hong Kong, Indonesia, Japan and the US SEC, the bartlefield is on the very neighborhood where I work, making it doubly interesting. Ard asI put down the paperand awairrhe nextepisode' I realize that, just as kids are fighting over a prized toy, these big boys are locking horns over this numbered apparatussitting on my desk - the telephone.

Teleohoneevolution AIexGraham On March 10, 1876,the unforgertable "Mr. Watson, Bell successfullytransmitted the famous Iine And over you" on his telephone. see I want to come here. sophisticatedly lines evolved phone years his phone and the that on January 15, 1915, the first transcontinental telephone line opened berween New York City and San Francisco. In 1921, the first commercial switch was introduced by the Bell System and in 1927, the earliest commercial long distanceradio-relephoneserviceswere introduced berween the US and Great Britain. Although the 1940's marked the longest open wire communications line in the world rhat operated between Alberta and Alaska, it was in 1948 that rhe transistor was

The Asian^ anaSer

2 O O 1 inrroduced. As transistorscontrol elecrric cunent flows as well as amplifr signals,it revolutionized the telephone indusrry. The 1950's saw or rather, heard the dial tone which became a universal staple sound on the live phone. The decadealsosawthe replacementofthe cotton-coveredcords by a neoprenejacketed telephonecord which was also larer replacedby plastic.In 1951, the first continenral microwave ,yrt.- ""-. into action and this allowed the expansionoF lone distance networks. In the early 1980's, the cellular phone technology appearedin the scene.The cellular phone networks utilize the regular telephone system connected to a comPuter control center and transmission sites. The mobile technology is now changing rapidly, so fast that there's almost a new cell phone model every other payday. Alex Bell would have been proud of what his invention and its subsequentmetamorphosiscan do today - save lives, transmit data, send picture messages,relay death threatsand eventopple governments.Bur astelephone and telecommunicationsindustry continue their raPid technologicalchangesto keep up with the demands of the users, so do the need to upgrade and refine the policies that keep them together.

'Switchboard'problems I n t h e p t . s e n r d a y b u s i n e s sa t m o s p h e r e , w h e r e Amendment 5 is invoked by Wall Street hearyweightsas often as Chapter I I is, the investor should alwaysbe aware of what is happening to his investments. But sadly, sometimesthe helplessinvestor is the last person to know that his investments is about to written off or better yet, when the sharesof stocks he holds are about to decorate his livine room wall as a framed souvenir of some CEO's mis-".rige-e.tt of his investeecompany's'switchboard'. A recent PricewaterhouseCoopersreview of telecoms in that mighr be helpful to an the US lists certain weaknesses investor. These weaknesses,if not addressed,can bring nightmares and sleeplessnights to all stakeholders.I can just imagine how many people haven't slept on Enron. But I do know a few who couldn't sleepover Victorias Milling Company. ' Management inexperience: People manning the 'switchboard', so to speak,must be equipped management with'technological, marketing, and back-office oPerations experience'.Choosing your market and capturing it, selling your ideasand products, taking care of customers'

implementingcost-effective policiesare responsibilities that should not be delegatedto the switchboard operator. . Obssessionwirh revenuegrowth: Certain business models are almosr glued ro revenue growth, although we all know it is importanrro any business.But one must also considerthat costssuch as marketing,salescommissions, equipmentand installationmust be monirored closelyso as to keep track with targetedpavbackperiods. Excitemenr may sometimesdrive a telecom to hasrily increaseits line counts while forgetting profitabiliry in the process. . Capiral inefl:iciency: A telecom must not lose focus on their capital urilizarion while being engrossedwith its revenuegrowth and market expansion. Gross profit over properry, plant and equipment is a key measureof capital efliciency.meaning.one is able ro urilize his capiralarsers to generarerevenueover and above the huge costs to keep them running. Bankruptciesusually occur when telecoms realizetoo late rhat a realignmentof projecredfinancial targetsis necessary.By then, capital markets and financing

of tricks, so do managemenrs. These fiscal tricks are nor usually preachedby your favorite managementguru. (But he might just be practicingthem just the same). A survey of Pricewaterhousecoopers of foreign telecommunication registrantsin the US capital markerslists this bag of tricla to createan illusional bottomline: . 'Big bath' chargeswhich involvesthe ovenraremenr of non-recurring restructuring chargesin order to provide a cushion for future earnings. . Creative acquisirionaccounringwhich involves(l) t h e c l a s s i f i c a t i o no f a n e v e r - g r o w i n gp o r r i o n o f t h e acquisitionprice as in-processresearchand development cost and (2) the crearion of large liabilities for future operating expenses. . 'Cookie jar reserves'are created using unrealistic assumptionsto esrimareliabilitiesfor iremsassalesreturns and warranty costs.In doing so, they make 'cookie jar' accrualsduring the good times and reachinto them in rhe bad rimes.

'Eavesdropping'

institutions may have closed their doors on them already, unlessa very good restructuringplan enticesthem to open up again. Those weaknesses sound basic becausethey are. They can be a telecom'sproblem as much as any other business enterprise's.Other surveyedproblerns,though not huge but easily manageable,include: . Ignoranceofthe regulatoryenvironment: The telecoms industry is a highly regulatedone. Every player must know the rules before he can play such as franchising, licensing procedures,interconnection requirements, to name a few. . Internal financial data generationand availability: Just like any other enterprise,a relecomhas to identify what information is neededby management,to ensurerhe qualiry of and accessibilityto rhe data. . Inaccurateand overcomplicatedsupplier bills: Carrierto-carrier bills are issuedwhen relecomsrelay each other's calls. These bills with their complex rate srructures and multiple billing nature are usuallydifficult to review.That's why about 71 percent of US telecomsexecutivesfeel that there is a 2 to 10 percent error rare in these billings.

Fiscaltricks As today's investor has become more educated, managemenr is working hard to satisfy his expecrations. Sometimes,to achievethis, managementresorrsro some dubious ploys to product a glowing bottomline and create a happy investor. So just as David Copperfield has his bag

Vith warning signsmentioned,a seriousinvestorcan 'eavesdrop' or closelymoniror the operationaland fiscal performanceof company into which he invested,always keeping an eye on those tell-rale signs for rhe presenceof weaknesses as well as of rhosetricks thar managemenrmay be utilizing to sarisfr his expecations, which leads me to think that a good eavesdropper musr have unloaded his E n r o n s h a r e sb e f o r e i t s n o s e d i v e . O r h e q o t s o m e i n f o r m a t i o nf r o m r h e i n s i d e ,w h i c h i r a n o r h e r' r o n a n d which I \trongly discourage.He may eavesdroprhrough the dailies, annual reports, and through the very infobountiful internet. Though things we ralked abour earlier may be obsewed in any.telco industry, offshore or local, these things may hold true in other sectors. Ler's hce it. It's no picnic running a telecom or any huge enterprise for that matter in these times of uncerrainties,but if you really watch closely,those telecomsthat are successfulare the ones that i r a k e c u s t o m e r ss a t i s f i e d ,i n v e s r o r sh a p p y , c r e d i t o r s confident, and perhaps,make themselvesrargersof hostile takeovers.Simplyput, rheirinfrastructure and fiscalpolicies are in perfect working condition with their srrengrhs toughened and weaknessesrectified. Vhile you pick up the phone and call your stockbroker, I go back ro warchingour for rhe nerr rwisr in rhe PLDT takeoversaga. Either way, I hope we all get a good night's sleep.(At tbe time of uriting, tbe battlcfor control owr PLDT bea@n dc Patgil;rrlrr.groq & dx Gobnguei's uns beingfrryltt) Atr rrroL D.lgtlu 59lJMDP2001,;stbeMarcgetofAsturance and B,Lri,E$ Aa,;so,r Sen'ies - nCE Q'ectnolq, L{onution, Conmaticatim and Entertairnett) Diois;on of loaqain Cnaran and Co,PriceuatethoucAopets

uitb bsiwss address at the 29h Floor, Pbilanlife

Torrel, 8767 Pareo de Ro.as, Mahati City, He car be reacbcd ,hroryh 4593 06 1 or fa:c 845 -2 8 06, c- n a i I address: atfo *o. deLgad o @ph.p u csl' bdL. on.

TheAsran,rlanaqer 49

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FVR,De OcampoLeadAAAIMOath-Taking "To whom much is given, much is expected," (AlM) Thus said AsianInstituteof Management PresidentRobertoF.de ocampoin his speechbefore the new set of officersand directorsof the Atumni Associationof the Asian Institute of Management (AMIM)in its oath-takinghetdon Juty5, 2002at the AIM ConferenceCenter. The said event was hightightedby the oath-taking of the new set of AAAIMofficers and directors, '73) as chairman; namety:FetipeR. Diego(MBM '82) (MBM as vice chairman; FitomenoG. Yaptinchay '01) (TMP assecretary;ManuelG. EtsbethMacdonatd '8'1)astreasurer;Ma.Corazon Dotoroso (M/Vl Francisco (PDM'96)asassistant treasurer;anddirectorsFetipe (MBM'79), L. Banaga H. Buena(MBM'85),Eduardo (AfC'77\, M' Dayrit Conrado M. Chato Atty.Witfredo '97), '771, (SGMP-DTI (MBM DanteDe Guzman llf (MBM'81), JaimeP.Garchitorena LuisitoF.Fernandez '91 '01 (ME ), ErnestoA. Guzman(MM ), DanietT. '83), and TeodoroR. Villanueva(MBM Saracin(MBM '73).Atsoinductedwere: LaarniJ. Coseco(MBM'89) (MBM'73) DutceP.Casaclang as Ex-officio/director; '95) and as executivedirector;MarveeP.Ceti (MBM '79) (MBM as AIMrepresentatives AtejoV. Mayoratgo in the AIMAtumniFoundationInc' the atumni'scrucialrole in DeOcamoounderscored a gtobat in becoming efforts continued the'institute's business other from entity amidst competition the atumni'sactive schootsin Asia. He encouraged 'internationatization' of AIMby Darticioationin the attracting more enrolleesin the schoot'sbusiness programs. management PresidentFidel V. Ramosin his Phitippine Former of business speechreiteratedthe sociaIresponsibitity in the country'smovingforward' andof businessmen "l think it is time that you speakup as a groupwith an inherentand Dreciousstake in the country's future and seeto it that only goodthingsbefatlour landand our peopte,"Ramossaid. He said that there is an urgent need to'free the that economyby usingthe marketto makedecisions cannotdo.' Thishe said and bureaucrats Dotiticians in the event managers the business whitechattenging to rise abovethe country'seconomicshortcomings and risk-takersto entrepreneurs by encouraging

devote their energiesin producinginnovationsand expandingmarket niches. A[so Dart of the event was the awardingof the to severaImembersof AAAIM ptaquesof appreciation in alumni activities generous invotvement for their M. Araw Bienvenido were: and events.The awardees '85), Henry B. '73), (MBM Joet T. Almagro ll (MBM Aquende(MBM'98), Benito RamonD. Lopez(MBM '97), JocetynJ. Perez(MBM'88), Fr.Tito D. Soquino, '82 by Oscar OSA(MDM'99),andAIMctass represented A. Pobre. New AAAIMChairmanFetipeR. Diegourgedhis 'ensurefirst and foremostthat the feltow atumnito tegacyof the instituteliveson andthat the tradition of time.' of excettenceholdsthroughthe passage "We tend to improvecommunicationby updating to the needs and makingit responsive our databases raise the levet further graduates. We aim to of fettow ftow and steady of interactionby ensuringan open of information,feedbacksand ideasso that we can a d d r e s so u r c o n c e r n sI i k e r a i s i n gf u n d s a n d the quatity of education,"Diego communicating said. the 'necessity ln a simitarfashion,he emphasized to give back by contributingto the institute's growth and the imperativeto return the favor and the privitegefor the benefitof the countryby being in this era of sociatresponsibility.' onein asoirations T h e o a t h - t a k i n g ,w i t h m o r e t h a n 6 0 a t u m n i participantsand guests, was hosted by Jaime '95). '01 Garchitorena(ME ) and CoraDotoroso(PDM

Messagefrom AAAIM ChairmanFelip. Diego

'!fe

live in challenging times. Life moves in a dizzying pace and requires an extraordinary amount of preparidness, strength and fortitude to enable one to face up to the challengesthat it offers. To us, however, who have been better prepared in various ways - not the least ofwhich is the education we earned from rhe Asian Institute of Managemenr - there is lessto worry about wirh regard to the challengesthat life can deal. However, it is precisely this preparednessand the lofty positions it has brought us which dicrate that we care and ger involved through means within our reach... through the insrrumentality available in our r e s p e c t i v ef i e l d s . As alumni of this instirution,ir is our responsibility to give back to it by ensuring that the legacy lives on and that its rradition of excellence holds our against the passageof time. It is the vision of the current Board ro make the AAAIM the leading alumni association of graduate management school in Asia, supportive of the I n s r i r u r e r, h e a l u m n i a n d t h e c o m m u n i r y . ln line with this, it is paramounr rhat we raise the c o n s c i o u s n e s so f A l u m n i a b o u t t h e I n s t i t u t e ' s

programs and projects as well as irs numerous achievements.For in sharing common knowledge in what we have done and what we yet intend to do. we n u r t u r e t h e s e n s eo f p r i d e r h a r p u s h e su s . a l u m n i , r o accomplishmore. In pursuit of the mission,we inrend to improve communicarion by updating our databaseand making it more responsive to the need ro track fellow g r a d u a t e s ,w h a t e v e r p a r r o f t h e g l o b e t h e y a r e i n . This is where rhe support and feedback of each and every alumnus will greatly help the board. Let us know where and how we can reach you with news a b o u t y o u r c l a s s m a r e sy, o u r b a t c h m a t e sa n d f e l l o w alumni. Send it to us by mail, email, fax or relephone and, while you are ar it, do give us the addressesyou have of any fellow alumni you know. Further, we intend to raise the level of interaction by ensuring an open and steady flow of informarion to and from the Institute, allowins feedbackand ideas ro flow freely in a healthy and dynamic exchange. This we hope to do through rhe various media available to us - The Asian Manager, the websites, etc. Through these means, we hope we would be able to strengthen rhe Institute's bond with all alumni, Lastly, while we invoke the necessityto give back by contributing to the Institute's continuous growth, we also would emphasizethe imperative to give back and return the favor and the privilege through efforts that benefit our country, our society and our people, A f t e r a l l , t h e A I M h a s i n g r a i n e d l e a d e r s h i pi n u s . Ve, thus, must shoulder to the fullest the r e s p o n s i b i l i t yi t d i c t a t e s . Therefore, even as .we pursue excellencein business,finance, commerce, trade and politics, may we also be one in our aspiration for a better nation for our people and a more prosperous world for the generatrons to come. In so doing, we have come full circle and claim the victory as ours. Ve have paid back as well as paid forward.., Only then can we resr with the assurancethat we have made our Alma Mater oroud. O n l y r h e n w i l l o u r e d u c a r i o nh e r e s e r v ea n o b l e purpose far beyond our vision. The A5ian^{anager

entrepreneuriaI fieldof professionat, Members of the TripteA Ctubof endeavor. the AsianInstituteof Management or devetopmentat (AAAIM) of the Thesaidbreakfastmeetingwas AlumniAssociation hostedby Kuan,chairmanof 5t. recenttytookthisto heart Phitippines Hospitat, whocreditsKongfor Luke's astheytakea breakfromthe grind venturesin detivering for a brief his unselfish of their regutarbusiness inspirationat storiesfor peoptein the breakfastmeetingon 27August2002 worKplace. at the Asian Institute of (AlM)campus.Francis K o n g , a m o s t s o ug ht -a f t er Management J . K o n g ,p r e s i d e not f B u s i n e s s s p e a k e ri n v a t u e ss e m i n a r st o told the was businesscorporations, MattersVatuesFoundation, is guestspeaker. Foundation atumnipresentthat for everycrisis Kong's non-profitorganization t h a t t i f e p r e s e n t si,t i s b y t a r a non-stock, 'to countthebtessings and gearedtowards instittinggood important gratitude for the practices workptace. devetop a sense of in the business t h i n g sa p e r s o nh a s . ' T h i s , h e Presentwere AIM President that [ifeis not President pointedout bysaying AAAIM Roberto deOcampo, '73) person Vice to a but it is a and what happens Diego Fetipe tMBM p e r s p e c t i v ea n d as m a t t e r o f Yaptinchay, Fitomeno President that as wett. He said Director Dulce expectancies Executive wel[ as preoccupation peopte's to were in in the event often, Atso Casactang. past to weatth, they tend and accumulate members TripteA Ctub with rewards to share their Achievement forget of theAtumni awardees Awardnamely:Rep.JestiLapus(MBM their famityandto this, he further '73),RobertKuan(MBM'75), success Atfred said,'Noamountof business '71 (MBM failure at and for the can compensate Jr Xerez-Burgos ), ' '73). (MBM The home. FrancisEstrada of TripteA The presidentof XCEZfactory TripteA Ctubis composed outtets and founderapd generat awardees.The said awardis the g i v e n by the m a n a g eor f t h e c t o t h i n gb r a n d highestaward m n i B, Kongatsou4derscored Company Federation of AIM Atu (FAIM) to peopte.' to AIMalumni the vatueof 'goodness Associations "ln performance in the our desireto ctimbourwayup, for anexcet|.ent

and we we becomebattte-scarred that the DeoDte haveto remember we metonourwaytowardsourgoats witt tiketybethe samepeoptewe wil[ meetonourwaydown." K o n gt i k e w i s et a t k e d a b o ut business failuresand how business managers can copewith it givena ' h e a t t h ys e n s eo f h u m o r . ' H e mentioned that with the economic uncertaintiesand Poverty,it is atsoto learn how to imDerative r e c o g n i z eo ne ' s s t r e n g t h sa n d Hequotes,"Soarandfty weaknesses. highbutknowhowto landaswel[." Probabtythe businesswortd's versionof SeanCovey,Andrew M a t t h e w sa n d J a c k C a n f i e t d combined,Kongis an insPirationat authorin hisownright.Todate,he has written six books used as trainingmaterialsby top business government agencles corporations, institutions.Kong and educationaI is also a memberof the advisory boardof the Societyof Educators andthe host for a BetterPhiUDoines Matters" aired on of "Business Touchdiat. the Master's DZFE-FM, 'To enjoytife, tet usunderstand that being its purpose andremember happyis indeedan insidejob," Kong shared.

D u r i n g t h e t a s t 2 6 y e a r s , t h e F e d e r a t i o no f A s i a n I n s t i t u t e o f M a n a g e m e n tA t u m n i A s s o c i a t i o n s I, n c . ( F A I M )h a s g i v e n t r i b u t e t o a s e t e c t g r o u p o f a m e m b e r sw i t h e x c e t t e n t p e r f o r m a n c ei n v a r i o u s f i e t d s o f p r o f e s s i o n a Io r e n t r e p r e n e u r i a te n d e a v o r . F A I Mi s n o w a c c e p t j n gn o m i n a t i o n sf o r t h e 2 O O 3A l u m n i A c h i e v e m e n tA w a r d ( T r i p t eA ) . T h e c r i t e r i a f o r selection are: E x c e t t e n c ea n d 11) (2) C a p a b i t i t yr e t a t e d t o t h e e x e r c i s eo f p r o f e s s i o na s s h o w n b y t h e f o t t o w i n g : a . O n e m a j o r s i g n i f i c a n t p r o f e s s i o n a at c h i e v e m e n ta f t e r g r a d u a t i o n . b . C o n t r i b u t i o nt o t h e u p t i f t m e n t / b e t t e r m e n t o f t h e m a n a g e r i a tp o s i t i o n . c . C o n t r i b u t i o n t o t h e a d v a n c e m e n to f i n d i g e n o u se n t r e p r e n e u r s h i p K i n d t y s e n d y o u r n o m i n a t i o n st o y o u r F A I Mr e s p e c t r ' v er e p r e s e n t a t i v en o t a t e r t h a n O c t o b e r 1 5 , 2 0 0 2 . A w a r d i n gc e r e m o n i e sf o r t h e w i n n e r s w i t t b e h e t d d u r i n g t h e A I M H o m e c o m i n go n M a r c h 7 , 2 0 0 3 .

The Asian[,\anager

T h eA L u m nAi s s o c i a t j oonf t h e A s i a nI n s t i t u t eo f M a n a g e m e n( A t A A I Mp)a y st r j b u t et o a s e t e c q t r o u po f A t u m nw j ho d u r i n gt h e p a s ty e a rh a sb e e nr e c o g n j z efdo r a n o u t s t a n d j nagc c o m p l i s h m ejnntt h e s e r v i c eo f t h e P h j t i p p j n easn di t s p e o p t ej n v a r i o u sf j e t d so f e n d e a v o rT. h i sc a nb e j n g o v e r n r n e npt .r i v a t es e c t o rN , G O s, p o r t s e, t c . T h e r e c o g n i t i ojns g i v e nb e c a u s o e f t h e h o n o rt h e a c c o m p l i s h m ebnrt i n g st o t h e i n s t j t u t ea n di t s a t u m n i . A t fA I Ma t u m nai T ee n c o u r a g etdo n o m i n a t et h e j rc l a s s m a t easn do t h e ra t u m nfi r j e n d sw h o m e e tt h e f o t t o w i n q basic c r i t e r i af o r H PR e c o g n i t i o n : 1 . T h e a t u m n u sh a so v e rt h e p a s ty e a rr e c e i v e dr e c o g n i t i ofno r o u t s t a n d j nsge r v i c e / accomptjshment. 2. Theindjcatorsof exceptjonat achievenrent whichwjLlbe the basisfor the recognjtjonare anyof the fottowing: a . R e c j p i e not f a n a w a r d / r e c o g n i t i of rno m a p r o f e s s r o naasI s o c j a t i o n , c i o - c i v iocr g a n i z a t j oann d / so or )nternatjona b Io d yw h i c hr e c o g n i zeex c e p t i o n aalc h i e v e m e n t s . b . A p p o i n t m e nt to a s i g n i f i c a npt o s i t j o nw h e t h e ri n t h e p u b t i co r p r j v a t es e c t o rw h e r et h e a t u m n j c a ns j q n j f j c a n t tj n y f t u e n c et h e t j v e so f t h e F j l j p i n op e o p t e . c . E l e c t i o nt o a n i m p o r t a n t / d i s t i n g u i s hoef d fjce. T h ef j r s t r e c i p i e n tosf t h e H o n o ra n dP r e s t j g (eH P )R e c o g n i t i oanr e : G j n aL o p e z( M D M' 9 3 )f o r h e r B a n t a yK a t i k a s a n Project,especiatLyLJsok Text: lgnacjo Bunye(MM'76) who was recenttychosenas PressSecretaryby the Arroyo (MBM'79),the newtyappointedSuperintendent Administration; andGen.EdilbertoAdan of the Phitippine MititaryAcademy. Theywere presentedwith Certjficatesof Recognjtion durjngthe Champagne CeiebrationtastSeptember1'1. E v e r yt h r e em o n t h st,h eA A A I M B o a r dw i t l a n n o u n cteh e n a m e so f a l u m n w i h ow i L (b e g i v e nt h e H PR e c o g n i t j o nA.t t t h o s ew h o r e c e j v e dC e r t i f j c a t eos f R e c o g n i t j ofno r t h e w h o L ey e a r w i l [ b e g j v e np t a q u e so f R e c o g n i t i odnu r l n gt h e A n n u aAl t u m n H i omecomins.

t:;

MBM Rcp. N 4 r " l ' r i n hl . h a n hB i n h . N ' l B M 1 9 9 7 ( 1 " f r o m l e f t ) F ) x p e r t ,F o r c i g n E c o n o m i c f ) e p a r r n r e n r , V i e t n a n rB a n k f b r A g r i c u l t u r ea n d R u r a l f ) e v e l o p m c n t Officcrs of the newlv -forrred AIM Viernanr A l u m n i A s s o c i a t i o nw i t h I ' r o f . S o l e d a d H c r n a n d c r d u r i n g t h e o r g a n i z a r i o n aml e e r i n g ,M a r c h 3 , 2 0 0 2 . 'l C h a i r p e r s , r n- M s . N g u v e n T h i h u a n , M D M 1 9 9 { : l ( 3 ' ' " f r o m l e f i ) D e p u t v E x e c u r i v eM a n a g e rV o c a t i o n a l . a n d T e c h n i a l L , d u c a t i o nP r o j c c t , M i n i s t r v o f L a b o u r , Invalids and SocialAffairs

MM Rep M r . l ) h a mN g o c T h a n g , M M 1 9 9 9( 5 ' r ' f r o r n l e f r ) F l x p e r r .f ) c p a r t m e n t o f B a n k i n s a n d F i n a n c i r ll n s t i t u t i o n M i n i s t r y o f F i n a n c c MDM Rep Ms. Pham Ngoc Mai I'huong, MDM 1 9 9 8 ( 2 " ' f r o m l e f t ) D e v e l o p m e n rS t r a t c g v I n s t i t u t c M i n i s t r v o f P l a n n i n ga n d l n v e s t m e n ThealanManager

The AIMSpirit LivesOn B v

M e n t A

P H E n P er l u e

C e n ' q N D A N G

We're captiuesof the carouselof time. WecLrt't return, ue can onlYhok behind from uhere ue came. - Joni MitebelL songwriter -1

n a - o - a n , u a \ r e m l n t s ( e not t t . J . r . t t ( )sl p o ( r r L I e x a l t a r i o no. f . . r m i n g h o m e e x c e p rr h e t e l e n t l e ' s outpouringofJulv rains The AsianlnstituteofManagement (AIM) JosephMcMicking campusin Makati becameonce m o r e t h e p . . f " . t , e n d . t t o u s f o r t h e s e r i e so f a l u m n i o r g a n i z a t i o nm e e t i n g sf o r t h e 2 0 0 3 A s i a n I n s t i t u t e o f ManagementAlumni Association(AAAIM) Homecoming' AIM PresidentRobeno de Ocampo calls the attendance fiom 1973 to 1998 an'admirabledisplay ofdifferent classes of the AIM spirit.' For many years!the AIM alumni basked in the glory of being krown for their inspiring leadership q u a l i t i e s , g l o b a l p e r s p e c t i v e s 's t r o n g m a n a g e m e n t competencieiand excellentcommunicarion and neworking skills spanning acrossdiversecultures.Add to thesetraits is the alumni's selflesscommitment to the institurethat was home to rhem in their yearsof academictraining. AIM's first woman dean' Nieves R. Confesorlikewise welcomed the classesin their reunions and recognizedthe 'partners' for academicreview and as participants alumni as in the new world order aswell as eflbctiveleadersin steering AIM in becomingthe forerunnerin businessmanagement educationin Asia.

'78: A pastrevisited Classes'73 and The 1970s was marked with political turbulence in the '73 and'78, the country but for the membersof Classes rimes were also witness to the birth of serious,intellectual AIM graduates. '73) and AAAIM executive Ernesto Velasco (MBM '73) recall that ar the onser director Dulce Casaclang(MBM o[ rhe Martial Law proclamation, their batch never ioined 'political aboutthe socio-Political discussions' strikesbur had turmoil facingthe countrY. It was likewise interestingto note that before Ninoy Aquino was arrestedduring those turbulent times, his last spiaking engagementwas before a businessclassin AIM' As knou'n to many, the country's polirical history was never the sameagain sincethen. 'bad '73) callsit AAAIM ChairmanFelipeDiego (MBM rimesturned to good times.' This flormidableattitude coupled with undaunteJ optimism allowed them to get by amidst the political uncertaintiesthat took shapein their school years. 'brilliant men and He callshis batch the combinationof '73 of class members famous To date, men.' more brilliant 54

TheAsianr anager

to name a few were: Gen Angelo Reyes,national defense secretary;Jesli Lapus, congressnlanand former Land Bank president;Alberto Villarosa,executivevice presidentand ireasurerof the Bank of l'hilippine Islands;BibianoCavino, executivevice president of Bacnotan Consolidated C o r p o r a t i o n ; N a p o l e o n N a z a r e n o ' p r e s i d e n to f S m a r t C o m m u n i c a r i o n sI n c . ; P h i l i p E l l a J u i c o ' d e a n o f t h e graduateschoolofbusinessofDe La SalleUniversiry;Francis Estrada,chairman of Equity ManagersAsia; JesusGallegos of mission Jr., former AIM Dean; Antonio David, chief wirh the lnternational Finance Corporation and Roberto Garcia,presidentof Oriental and Motolite Corporation' Class'73 also pioneeredthe first fraternityon camPus, of businessmanagersAside Alpha Mu, also an association f.o- thi., they nu.realsothe batch that rallied for the removal o f t h e r h e s i .a . p a r r o f t h e i r . o u r . e r e q u i r c m e n t Achievement Severalpast recipientsof the AIM Alumni '73: Teerachai Awards were also members of class Chemnasiri,Anronio David, PastorEsguerraJr'' Francis Estrada,JesusGallegosJr., RobertoGarcia,BibianoGavino, Cipriano de Guzman,Kok SweeFoo, l'hilip EllaJuico'Jesli Nery, Angelo Reyes, Lapus, Napoleon Nazareno,Mario 'I'ien-Cheng Lee, Alberto Piti Sithi-Amnuai, Ashok Soota, Villarosa and Peng Khoon YeaP.

Class'83: The way they were .As the world reelsfrom Flock of Seagulls,pop overload '83 fondly recalls 4nd the Marcos years, members of Class of different mix inreresting with its yesrervears of AIM the nationalities. and of people types "Our '83) classis remembers, Gabriel Manalac (MM and orientarions with different individuals of composed batch we are thâ&#x201A;Ź in class, requirements many desp-it.the " that knows how to have fun and relax He likewise noted his and some of his barch mates' the unique form of relaxationdefined as jogging around "!0e a are rhe storm. of in the middle even Makati district we but seriously courses our We take things. bunch of linle know how to have fun as well." 'dunking "!fle session,'a tradition we kept if we havea in want to pick on anyone lhe camPus.'[-his'plus the many 'secret siuff we do ar the dorm''' recallsGaston Ortigas (MBM '83) in half-jesr. On the other hand, while the classremembershow they managedto balancebulk ofreadingswith partiesand drinking' '83) likewisenoreshow the school Michiel Mcleod (MM "Our class of management the field built their confidencein of the in terms Iot learn a we is a very diverse group and individuals of this cross-section of background experiences especiallywhen we discussin class.So' from the very limited

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I A closelyknit batch, MBMClass'98 in a souvenirshot taken during their reunion at C2 Restauranton August9, 2002.

M B MC l a s s' 8 8 i n a r e u n i o nh e l d a t C 2 R e s t a u r a natt t h e A I Mc a m p u s o n J u l y l 9 2 0 0 2 . S h o w ni n p h o t o t o g e t h e rw i t h t h e m e m b e r so f the classwere: (seatedfrom left) AiM first woman dean NieyesR. C o n f e s o ra n d A s i a n I n s t i t u t e o f M a n a g e m e nA t lumniAssociation ExecutiveDirector Dulce Casaclang(seated,fourth from left).

M e m b e r so f M B MC l a s s' 9 3 a n d l e a d h o s t C l a s s' 8 3 i n their reunion held at C2 Restaurant at the AIM campus o n A u g u s t 7 Z 0 O Z .A l s o s h o w n i n p h o t o i s A l u m n i AssociationBoardMember BabesFrancisco(far left. )

A power class: Membersof MBM Class '73 reminisce the old daysduring the small reunjonheld on July 12 2002 at C2 Restaurant. Shown at the photo are (l-r): AAAIM Executive Director Dulce Casaclang,Ernesto Velasco, AAAIMChairman F e l i p e D i e g o , E d S a n t o sa n d T o t i T a n c h a n c o .

knorvletlgelc havc :rr rhe srlrt of rhc .trc nreasuredlnd firurrcl uanrinq. class.u'eend up rc:rllvcnrichedlfiewards Flrishbeckro 8lJ, ;\rncl i\londonetl<r , \ l f t \ l f \ , r r . . r l l ' r l r r. l r r n k i n " - . 1 , . r , ' n , l l u r n L h i 'k r n . l. , f . . . t r titt t E. n ' i t r , rnr ' . r , r . Mclcoclcxplains. rts one of thc rnanl rrniorgettlblc S o n r em e m b e r so f ( l i a s s l J . l u c r e nrcmorics of his b;rtch acrivities. I thinli given the Alumni Achievcrrcrrr,\s,nrd l r v a s a v i c t i r r o l t h i s f i r r r h c r r r o s L r r t r c : i o r r v L r n ( . r l r i , ' n ! ,L. L l . 3 . . r . r r . t t u r r b e r o f t i n r c s , t e l ] s C e s a r J o s c '[ Hali l\'lohdand aib R:rdurrrr. l.and lescrtl, division nran,rqcrofAllll 'fhis balanceofschoi:rrlvetrituclerncl I n c . S o n i c n r e m b e r s o l - r h c c ] e s s u ] s o f i c c - s p i r i t e d p e r s p e c t i v eu o u l t l b c s t rerncnrber in e lun-s;rilirecl fashion hon capturerhe AI lt4 graduatcsofrhe 80serr. thel li:rcll>rokenthe glasscloor in cempus '8J Class is llomecomings hosrcless. rrfter r drrnkinq session.

Asidc frorn rhe crncrging rrencloi u,onrcn in thc once nrlle clonrinlrcci *or'lcl of busincssencl lirencc. the later part of thc ll0s rvls ulso nrlrkccl bl p o l i r i c e l i n s r a b i l i r r.'r sr i n u r r r b c ro f c o r r p r h r e r t ss h o o k r h c e c l n r i n i s r r e t i oonf r h e n I)rcsiclent (ion, Aquino. Ret irccl milirlri otficer I,tarts I)orrinqo (N{tsr\1 88) s:iid tlrer rhev *'crc rht firsr b.rrch.rirtr the r-.rse t p l i s i n g . r n d i t l r : r s r r l s or h e t i n r e r v h e n rhe institrttc hJs geined nrrenrion fionr

L o , : kr i n q b e c k , s o m e \ \ ' o l l l c l m e n r b c r s o f r h e c l a s sr c c l l l h o r v r h e r . 'l_hcr' sav the pasr is nreasrrrccl rot l r .r r , l l . , l. . ' . . . . r r ( l , , , r i l , ( r ( \ l r r i r l r r l r r i r " b y y e a r s b u t b y m e r r o l i e s a n c l f - or ntctt cllssm.rtes. i hc fnd then lrrs N 4a st e r i r r B u s i n e s s N { a n r q c n r e r r t \\'()nren nlJrr:rtcrs rnd rve r\'ould go out

t l t c g o v c r t r r n e n rr - e c e i v i n g . n t rrmbcr of s c h ol r r s hi 1 t g r . r n r s l l c l c c l u c l t i o n l l

(lv1tsM)Class'8lJthe schooldavsar rhc JosephMcMickins Canrpusin t\jeketi were all abotrrbirrersn,cct mcnrorirsof d.rvg . o t t . .b t r r l r i . h, r l lt h < , ' t h c rl l r i r r l .

the nr:rnv roeclsless rrevclctl lrirh sonrc bccotrring firll rinrc nrothcrs instc,rclof beinq in rhe c(rrporar. r,ilks. clshing on in rheil orvn blLsircsscs.rrcl shifring

Class'88:A blastfrom the past

lrd attentl serninarsorrtsiclethe school r r r . l s c ' r c r , r l r , t i r . r 1 , ,l r . r r r J l .. r r l r r . i . d e v e l o p m c n t p r o j e c r , s a t , sJ o ( i o n r c z

(\1B\1 8lJ).

.rssistlncr. C-lass lJ8 is llso ,r losrrl of prorrising indiricluals l',ho hlve chosen

lheAtafManager

Korea and lndonesia. The classalso had a study exposurein Japanat that time. '93) says, Archie Delgado (BMP "\What I can remarkably recall from my l e a r n i n g e x p e r i e n c e si n A I M i s r h e concept of baizen, a Japaneseterm r n e a n i n gc o n t i n u o u s i m p r o v e m e n t . " This idea, according to Delgado, has influencedhim to make a constant personaleffort to improve and to do what h e d o e s b e s t i n b u s i n e s sa n d p e o p l e maDagementAside fiom the kind of educational they leadershipand socialconsciousness gained from the school, the classalso recalls with humor the so-called partnershipsthat took place in their "\We '93: were also good in creating class. Of love Class Tomo Bariz(MBM'93) shares partners," memories and AIM j e s t . A b our I I romantlc w i t h Business Management The Masterof '93's d e v e l o p e df r o m a m o n g p a r t n e r s h i p s oftheir academtc recollection Class six ending up as real them with about o f A I M i s a t a p e s t r y training at from couples afier graduation. challenging classroomexperiences Successfulcouples from their barch p ractical mentors, brillianr include: the world understandingof the waysof Jay Bernardoand Dina Go, Von and Betsy Zabala, Harrv and nature Ramos businessand the serendipitous (iherry Gue , Myo and May Oo ro name of lovc on campus. Most of the membersof the class A I M a few. F o r t h e s e i n d i v i d u a l s ,t h e h a v e b e c om e b a n k e r s , o t h e r s experiencehas broughr rhem a sensible balanceof taking seriousstridesin their entrePreneurs. academicwork, rackling about 700 cascs Class'98 and their ofvariouscompanieshand in hand wirh of thingsPast c o n v i v i a l r e l a t i o n s h i p s e s r a b l i s h e d remembrances The year 1998 was the time when among them. " the country was beset!y financial We were seriouswith school but c h a l l e u g e sm a r k e d b y t h e w e a k e n i n g we had wholesome firn as well like our peso, declining Asian economiesand watcr disco fights. It was during our time I think u'hen they experimented v o l a t i l e s t o c k m a r k e r s . B u t f o r r h e in BusinessManagementClass with the curriculum:rlso," Llana Leah Master 'o8. '93) t h e s ec h a l l e n g epsr e t e n r e di n f i n i r e recalls. f)omingo (MBM The classwould burn the midnight o p p o r t u n i t i e s i n t h e i r p u r s u i r o f o i l a r t h e i r d o r m i t o r y , d i v i d i n g educationin businessand finance.For r h e m ' e l " e ta c c o r d i n gt o L h e i re x p e r t i . c despirethe economiccrunch, the spirit 'l'his, '98 w a s n e v e r d a m p e n e di n according o f c l a s s and help eachotherout. to most of the members of the class, dreaming dreamsand in weavingtheir l i v e s t o w a r d s a p r o m i s i n g c a r e e rl n intensifiedtheir friendshipsthat up to this day, thev can pinpoint from among b u s i n e s sm a n a g e m e n ta n d i n v a r i e d fields. rhemselveswho excelsin what and how '98 the exuberance possesses Class they fared in those midnight studv sessions.The class,through the years, o f y o u t h f u l m a n a g e r s n o t o n l y i n b u s i n e r sb u t a : w e l l a s i n c d u . a t i o n , has maintainede-grouPdiscussionsto banking,and touch basewith onc anotherand in their military,entrepreneurship, c o m m u n i t y d e v e l op m e n t , T h e i r many travelsin some parts of Asia. It was alsoduring their batch when recollectionsof their AIM experiences t h e p e r i o d o f m a j o r t r a n s i t i o n st o o k spoke well of their social awareness, keen businesssenseand high spirir. placelike the merging of Eastand \7est. '98) says, Lt. Col. ElmerAmon (MM 1'hey had a Japaneseprofessorand rhey "There was a time when we dealt with a h a d c l a s s m a t e sc o m i n g f i o m I n d i a ,

careersfrom managementto narketing. Aside from this, rhe classis also host to some namcd individuals in the industriesand in investment ftrms namely\'larvin Beduyaand Jun Abaya. C o m p o s e d o f h i g h - c a l i b e ry o u n g p r o f e s s i o n a l sM, B M C l a s s ' 8 8 h a s 'flne diamonds,'in the words become of classmember L)omingo, with how they have become after 14 years ofa pasr gone. Nor.r',at thc peak of rheir Class'ufl conrinues careers, professional to shape a past armed with the AIM e x p c r i e n c ea n t l o n e t h a t s h i n e sw i t h e x e m p l a r y a c h i e v e m e n ta n d m u c h deservedsuccess.

n u m b e r o f m a n a g e m e n t c a s e sa n d rogetherwirh that, we were consultants of then Palawan Mavor Edward Hagedorn in planning, governanceand " He e n v i r o n m e n t a l m a n a g e m e nt . likewise credits AIM for his exposure to people from varied backgrounds.His close friend in the campus is a prtest who is enrolled in a similar course. Today,Amon is activein the Philippine Air Force as director for specialstudies. A closely-knit bunch, some members o[ the classsharedthat they â&#x201A;Źven got their roommates as godparentsof their c h i l d r e n .T h e r e n r e r ea l ' o a b o u r s i x romanticPairswho mer on campusand were engaged.MBM class'98 is so far 'biggest batch' with three secttons. rhe They wereabout 180 studentsthen with around 40 belonging to other narionalities,mostly lndian classmates and other Asians.Also, thev were the batch that has produced the most number of ventureMRRs (closeto 90). The classlikewiserecallsthe sleepless nights on first Fridaysto meet their cla^ss deadlines. They say it was always a painstaking experienceto beat those deadlinesrhat one of their batch mates fell off rhe stairsin the final rush to make it, and that tragicallyresultedto a broken l.g. Their memoriesof their classdays were made remarkable by the experiencesthey had in their general managementclass,their favorite class. Ir was the classthat allowed them to h a n d l eb o r h r h e o r i e 'a n d a p p l i c a r i o n '

AIM Spirit Liw on.page 6

'-:..,. twrl

Our Honoree Class for Homecl:,ming2001 cebbraing dEh30 (Pcal)Antiwn@l Felipe R. Diego (MBM) is the President of Berkley InternationalPhilippines,Inc. and is currently the Chairman of the A.lumniAssociationof the AsianInstituteof Management. Stcphen dc los Reycs ( M B M ) e s t a b l i s h e dP r i c e Vaterhouse'sM&A practicein Manila, wherehe developedan internationalclient base.He is currently conducting Manilabased M6rA practice with European and Philippine clients.,Heis the founder and principal of De los Reyes Associates. Tccrachai Chemnasiri (MBM) hasrecovered from rhe hotel fire accident which happened five yearsago where 35o/oof his body had third degree burns and his lung efficiency was cut to 70olo. Teerachaiis back to becomethe top managementtrainer of Thailand, training 3,500

executives everyyear.He plans to run for the senatorialelections in March 2006 in Bangkok. Teerachaiinvites his fellow alumni to visit his website at www.teerachai.com. Ashok Soota (MBM) is the Chairman and Managing D i r ec t o r o f MindTree Consulting which he cofounded with nine other professionalsin 1999. It is an international e-Business consultingcompanythat brings extensiveexperience,rapid development, and customercentric processes to its clienrs. Ashokis currendythe president of the Confederationof Indian Industry (CII). He is also a memberofrhe AdvisoryC-ouncil o[ World IntellectualProperry Organization in Geneva, the Prime Minister's Council in Trade and Industry, . and the Indian Prime Minisrer's task force for dwelopment ofthe IT industry. In recognition of his contributions to the IT industry, he was named the Electronics Man ofthe Yearfor l992by the

Electronic C o m p o n e n t business in Singapoie.His wife IndustriesAssociation(Elcina), Evelyn is working for a specialry IT Man oFtheYear for 1994by chemical company, handling Dataquest,and IT Man.of the administrariveand distribution Yearin I 997 by Compurerworld logisticswork. "\ife have rwo magazine. girls,Sabrina(the olderone,now (MBM) Uo Fnncirco wrote 24) graduatedwith a Masterof to saythat he and Chic arevery OperationsResearchlast year proud of their three children. from Cornell and is now "Our children areRia, a Human working for Exxon-Mobil in Resourcep Managemenc Singapore.Cheryl (rhelinle one, graduateat DLSU-CSB;Olive, only 14 come May) is doing a recentgraduateofdentisrryat alright in her secondyearhigh UE; andJoey,who is graduating school." with a degree in lndustrial Fnncis Gaston (MBM) is Engineering this October at residingin NegrosOccidental. DLSU." His wife Chic worked He is a disrributor of Nestle asa secretary atAIM. productsfor NegrosIsland. Teodoro R. Villanucva Fnrrcis Estrada (MBM) is (MBM) is the ExecutiveVice currently the Chairman of Chairman of Century Asia Equiry ManagersAsia,Inc. He Corporation.He is also a is alsoan Investment/Financial ' member of the Board of Adviserfocusingon mergersand Directors of rhe Alumni acquisitions, corporare AssociationofAIM. reorganization/restructuring, Dulcc Casadzng (MBM) is j o i n t v e n t u r e s a n d v a l u e the ExecutiveDirector of rhe investing. His "over-arching" "The Alumni AssociatioqofAIM. You thought: future hascome can e-mail Dulce at upon us; it is paybacktime. \ife dcasadang@dataseraâ&#x201A;Ź.aim.edu.ph. canno longerposrponemaking Stcphen Sim (MBM) is in a difference - and there is so t h e a i r l i n e a m e n i t y - s u p p l y much to change!No matter how 'ItFAian^{anagâ&#x201A;Ź.

we C u r r e n t l y , h i s c o m p a n y i s seductive the rationalization, are responsible."He and his o f f e r i n g m a n a g e m e n ta n d "incomparablewife, friend and financialconsultancy,and is partner",Cristina,haverwo great now establishingrelationships with strategicpannersfrom fuia children,Ana Cristina,basedin in the Denver,andAnron who recently andAustralia.He teaches Tax Programofthe University returnedro the Philippines. oflndonesia.His rwo daughters Astrophil Tcjada (MBM) and his wife Lyn and two sons arestudyingin the US. (Benedictand Victor) now live which in thecity ofChesapeake, is closero Norfolk, Virginia Beach. Dante M. Vclasco (MM) Horacio (Harry) C. "l nvo Rodriguez,Jr. (MBM) is the writes, havejusrobserved ExecutiveVice Presidentand yearsof writing a column with the PhilippineDaily Inquirer, C h i e f O p e r a t i n gO f f i c e r o f "Executive Road"in rheSunday lnc. & Land Jardine Jardine Biz section.I write the column Inc. Properties twicea month...or oftenerwhen I finish a book sooner.The .--:-,r&r column has developed a broadening base of loyal readership.CEOs, university Dr, Vincentius Vinarto marketingandother (MBM) is now theActingDean presidents, key functions,consultantsand of PPM GraduateSchool of M a n a g em e n t i n J a k a r t a , graduarestudentshave been Indonesia.He canbe reachedar followingthecolumn."Danteis Jl. Menteng Raya9, Jakarta, now the Chairmanand CEO of (RP 10340, Indonesiaor at stm- CreativePointInrernational of Hill & Knowlton). affiliate pprn@lppm.ac.id. Ramoncito S. Fernandez Robcno U. Teo (MBM) is (MBM) is the BoardDirector Apo Travel theChairmanofMt. A d ministration and a n d address andTourswith business Management Headof Marerials Davao at 88 GuerreroSt.,8000 lnc. Communications Smart Ci.y. Ma, Lourdcs Tangco-de Vcra (MBM) is the First Vice Presideno t f B a n c od e O r o UniversalBank. . JoscphVong (MBM) has beenin the US since1983.He is presentlyan SVPwith Morgan Stanleyin LosAngeles. Lead Host for the 2003 Homecoming !'..).3?W.iW .-.';riiE; Daniel T. Saracin(MBM) is the Presidentand CEO ofNew Antonius Prilohando.jo Oxlord Philippines,Ltd., with trkistanto(MDP) writesus that businessaddress1403-4 \?est i n S e p t e m b e r 1 9 9 6 , h e Tower Tektite BIdg.,Exchange e s t a b l i s h e dP B & C o , a t a x Road,OnigasCenter,PasigCity. Dante O. lomibao (MBM ) c o n s u l t i n gf i r m i n J a k a r t a .

fuian Media Information and CommunicationCentre,a nonprofit organizationinvolvedin research,publication, training and eventsmanagementrelated to mediaandcommunicationin His business the Asia-Pacific. i s S chool of address Studies Bldg., Communicarion Technological Nanyang P.O.Box360,Jurong Universiry, Point Post Office, Singapore, 916412. Fredaick Ng Tui (MBM) is '73 AshokSoota,MBM now the Vice Presidentand Head of Financial Servicesof is basedin rhe USA. He is the Citibank,N.A. Manila. ofBank of SeniorVcePresident Jocl Barada (MBM) is the America,N.A. with business R e g i o n a l S u p p l y C h a i n Manager, Consumer and address233 South!?ackerDrive, ies,AsiaPacific IndustrialSpeciaft lL 1-003-27-30, Chicago, IL, RegionofRohm andHaas. USA. Kien KokNg (MM) writes: Manuel Rcycs Salak III " l (MBM) is the Managing stayed with Neil in 'l7ashington in 2001 when I Director,CountryHeadofING I'mvery Barings,with businessaddress visitedhim in theStates. a t 2 l F , T o w e r O n e , A y a l a much in touchwith Ahmad.Joe Carlos was with me in Kuala Triangle,AvalaAve.Makati. INC Lumpur." Sokeepin touchyou Underhisstewardship, BaringManila won back-to-back guysand takesometime for this E u r o m o n e ya w a r d s( 2 0 0 0 - _nerwork- it's reallyconvenient." M&A Bert is the GM of IT & 2001).for BestPhilippine H o u s e a n d B e s t P h i l i p p i n e Communication,Phil. Inc., a Equity House as well as back- wholly owned subsidiaryof Dole Philippinessince2000. to-backawardsfor Financefu ia asBestForeignInvestmentBank T h e y o f f e r I T c o n s u l t i n g , (2000-2001). softwaredwelopment, packaged in thePhilippines F.afaelJ.Pertierra(MBM) is softwareimplementation,and Asidefiom the Vice President, Asset other relatedservices. astheirbase,they thePhilippines ManagemenrandTmst Group of theBankofrhe PhilippineIslands. h a v e e x i s t i n g p r o j e c t s i n Hongkong, and have done Jocl C. Valdes (MBM) assumedhis postasPresidentand projectsinJapanand Korea.He CEO of PhiIEXIM in October w r i t e s , ' l a m l o o k i n g f o r a 2001. Prior to this, he wasthe b u si n e s s p a r t n e r t h a t c a n Presidenr andCEO ofCorporate representus in the different countries.It will be good ifour AccessHoldings,I ncorporated. will bethe partnerfor classmate a particularcountry.'Youcaneat Bert mail ben ng@yahoo.com." (MM)has Vnai Viriyavidhayevongs Jcrr.Ma.G.Carlcs (MM) is the Dean of the taken over asthe new head ofthe

Graduate School of Business, Assumption University in Bangkok,Thailand. He writesr "l would like to congratulate everybody concerned who conuibuted to the success ofthis network This is your Thai liiend ftom Thailand.After almost15 yean, I still haveno opponuniry to welcomeanyone of you in Thailand. I don't believethat not a singleone ofyou has passed this sideoftheworld. I am now a professor and dean of the GraduateSchoolofBusinessof Assumption Universiry. I would be happy to welcomeaayoneof you who would like to contribute your knowledgeto o u r i n t e r n a t i o n a lb o d y o f studentsin the graduatelevel." You can e-mail Vinai at vinai@au. ac.th. Mario Rcy T. Morales (MBM) is the Vice Presidentof Citibank, N.A. along wirh anotherAIM alumni, Frederick Ng Tiu. Haji Ahurad Haji Moidin (MM) wrote to say rhat he happensto be outstarion,and that his new e-mail addressis ham9@map.org.my. "Dads" Col. Diosdado M. Domingo (Rct.) (MBM) is the Vice Presidentand General Managerof SourhCommercia-l Operations of Digital TelecommunicationsPhils.,Inc.

Briaa Widiodarmono (MBM) is the BusinessDirector of OgihTOne Connectiorx with businessaddressat 3d Floor, KCC BIdg, Silom Soi 9, Bangrak,Bk 10500,Thailand. "After graduating, I have been involved in FMCG industries,rangingfrom Caltex Oil, Saral,eeandthe longeststint

with Coca-Colain Thailand and Vietnam. Currendn my work at OgihyOne is in the field of CRM and Telemarketing. I am expecting my first child in September. Vitiin the nel( rhrâ&#x201A;Źe to four years,my family plansto migrate to Australia which is where my wife is from. Everyso often, I get to seemy classmates wirhin the region, However, thereis an activegroup email list that is circulatedfor the MBM89 managedby Lorenz Lasco and Noel Gamo.Our batchmatesstill Iook pretty much the same, which is an amazingfeat."

Tareq Taher (MBM) is the AssistantGeneral Manager, CorporateBanking of Credit AgricoleIndosuezin Bangladesh. He is now marriedandhasa twoyearold daughter named Raisa. "I He writes, would like to visit Manila hopefully in 2003 and meet up with my barchmates, Anyone for golfi" You cane-mail him at tareqr@citechco.net.

Elelfanana (MDP) is now maried wirh threechildren. His current position is Inventory and WarehousingManagerfor Trakindo Utarna, PT in Indonesia.He takescareofpars, inventoryand warehousingfor all46 branches in Indonesiaand "I Singapore. enjoyed it very much whenpanicipatingMDP class at AIM, Manila. Our classmates aresoniceandftiendly and our professors werehighly qualified. I miss them very much." His two other lndonesianclassmates wereftom Trakindo Utama ald one from

State Bank (Bank Indonesia). "My Trakindo fellow, Mr. Jazid, has retired but got contract extension as General Manager for Oil and GasDivision. Have not seenthe statebank friend for solong." You canwrite to Eka ar ewanana@makindo.co.id

Binawen Tanzil (Special Bank ManagementCourse) is rhe RegionalOffice Head ofthe P.T. LippoBankin Indonesia"His businessaddressis Citra Graha Bldg., 1"'Flr.Jl. Gatot Subroto Kav. 35-36 Jakana12950.

Thomas Kuruvilla (MBA) is a Telecoms Consultant of Ardrur D. Litde South EasrAsia with businessaddressat 8 Shenton \i7ay,#37-0 I Temasek Tower,Singapore 06881l. An MBA and B.Tech with an outstanding academic record combine{ with nine yearsof rich work experiencewith Arthur D. Little, Singapore and Larsen6aTourbo, India, Thomas hasspent significant tirde in Singapore,Malaysia, Philippines, Hong Kong, India, Australia, and Europe. Maria Charity Matabdao (MBM) Lu is the Comptroller/Finance Offi cer of NCP Advisors Philippines, Inc. Ariel Justin Q. Florcs (MBM) is now a Physical T h e r a p i s t a t Sp e c r r u m Heahhcare Resources,Inc. with addressat fripler Army Medical Center, I Jarren Vhire Rd., Honolulu, HI 968595000, You can e-mail him at jafflores@hotmail.com.

Dcsircc Armonio-Botcros (MM) is a Senior Manager of the Anacom Management Company with addressar the Victorias Milling Company in Bacolod. Ma- Fti.a Vdcncia (MM) is currently the Commercialand Customer Care Manager of Bonifacio Vivendi \(ater Corporation at 3 8'h Drive University District, Bonifacio Gtobal City. Sonny Reaada (BMP) is handling the entire inventory of Ayala Land, Inc,'s property holdings,includingresidential, commercial, and other properties. So for your land requirementsand for great investmentopportunities,you can e-mail Sonny at sonnyranada@ahoo.com. lv{asf P, Concz (BMP) is the Vice Presidentof Business Administration, Information & Communications of Siemens, Inc.

Robetufuasing (BMP)is connected with the Armadillo Holdings Inc., which is engaged in the Hospiu.LityBusiness, Iand Banking, Communiry Developmentand Housing, Laundry Services,Specialty Markets, and Office Leasing."I am currently handling three "blood/ critical depanmens of the Hospitality BusinessGroup: 'Marketing and Business DevelopmendProductResearch & Development and Project Management.This dificulr task was a product of the learning processand critical management thinking taught by the Institute. 'Without AIM's school of "CAN thought, therewill be no DO IT" value for me. As an TteAsianl'lanager 59

Alumni ClassUpdate

entrcpreneur,Iam presenth manegingnrv own retail shopsand garnrcnt,F&B shops and lamily owncd farms.I am nrarricdt,, ,,'r (still singlc)encihlvc rr work and busincsses (or variorrs projects antl dozen children I still do visit AIN{ fol varrous rransactions). researchand consulrarionfrom mv fbrnrcr profi." "Thc

and AIM experiencehasbroaclene<l w i d e n c J n r r r r r r , l < r ' r . r t r J ionIgt h c r . r l i , ' r r . managementand leadershippara<lignrs.It is no lc,ngcraschool,ir is myconrpetitive edpic. "Rlan" Bagatsing (BN{I') is Francis Ian

T e e r a c h aCi h e m n a s i r(iM B M ' 7 3 )& h i sf a m i t y

rheyoungesrCity CouncilorofN'luntinlupe. He waseleccedla.sr2(X)L You can rcech hirl ar rhe (lity Hallof Muntinlupa.

lndoncsiu.Hc writes, Eeingborn rncl raised i r r\ l . r r i l . rl k r . r , t h . , tr l r . \ ' r . r r lrr r . r r r r rur ltis onc of the fincst gradLrace N,lanaitenrcnt u schoolsin rfrc hole of Asiu.I heveheardof

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IsraelAirlines GSA. rvith busincssadtlressur One Reflles[-ink, MD. Anwar Hossain Chowdhury (MM) went back to Bangladesht,r his old # 0 1 - 0 1 S o u t hl . o b b v .S i n g a p o r c . { t l r r r i l i s r r r r i , , n a s H r a , l o l l i n . r n . . a r r d Maria TeresaFrias, M ltA' i' rI'u l'r,,j.. r ;ob \ 1 . u ' . r g . r oKf . r r . c lr\ ' r " . r n , r r r rl , ' r r r r , l . ' r r " r ' ' after finishing his MM in 1998. []c is no*' He:rltirpl:rns rvith busincsseddressat l{X) S the Chief Accountantof SIrFP/t)anidarl ich ( ]A 9l l0 I . l.os RoblcsAvc, ['asaden.r. businessaddressat the 6"' Flr., Front Bldg., f)AE, Khamarhari. Dhaka 1211, Llangladesh.Anwar wlu rnarricd in l99ti:tnd has two daughters,Smita (3 yrs. old) and A n i t a ( 1 v r . o l d ) . Y o u c e n e - m a i l A n w a ra t Max Niu Xiang (MM) is working witir

addressis.l25, Agencvin India. His business Linghi St., Chcnnai 600 001, Intlie. You also e-mail Dccpak Jr can deepak@licsagroup.com.

rnidclleofSessionI oi the ts\11'.I receiveda besedin Singaporc cell fiom one heuclhunter oflcringa ( iL-() positionin Victnam. ln hcr. rhe call rv.rspllccd rvhen l)rof. Mavo was J r * ' , * i r r g , r l ' " r lr tr.' ' r . . \ J r u r t r ' r r rl ne . . "-l-hc intervieu lr,.tshcld in Singapore and coineidcntllh', rnrjoritv of u'h.rt was waselsotekcn up in the BMP like discrLssed ( i o n r r o l l i n g ,( i V P , i \ l e p p i n g ,Q u a l i t v a n d (lustonrer Scrr,ice.Alrhough I eventuallv turnecldo*'n thc oficr drre to existing

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Maricel BcmardoAragon (MBNl) is the AdministrativcManagerof M.(i. 13ernardo, Dennis JosephVargas (Bl\'lP) is the lnc. wirh brrsinessaddresset .)9 Ohrc.rgo \ 1 . r' r, g i r r gI ) i r r .r ^ r ,' l l ' l K r r l - r rl cn r, l , ' r r s ' u . her cl:Lssis norv trusl raisingfiurds lor N4{P's I e c h t n i v r n i r l H r l l . 5 u l ' , 1 .M . .ll,hor'. uith btrsincss :rt (ieclrrng(i.rwang scholarrhipplognnr. Ninu is rhe President adclrcss Ahmad Mukhlis (MNl) sayshello liorn r . F l r . H i . n e n e m . u l r , i , l r u * K e n r r n r , l " r S L r i tle0 l . l l . N ' l a rJ e n d ofi\4usco Itarnbet:rFounthtion. You cen eJakarrr. S u t o v oK e v 2 2 . J e k e r r e l - i n r L r lrJ ( r 3 0 nreil Ninr lt n lvtrsontim useopitnrbatl.organnisdr@inclo.nct.id.

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substantially). The presenceofthe Internet has made our children think that communication is instantaneous. My children chat daily with their siblings halfway around the world - something I could not have done in my /outh becaus€ of the cost of long distance telephones. Yesterday, a cellular phone was an expensive luxury; today it's an accessory for the youth. In the Philippines and no doubt, all of Southeast Asia in a matter of years, the most used application on the mobile phone will not be voice communication or Internet connectivity. It will be small message sending (SMS) or what is "texting". This is "killer euphemistically called the application" of the mobile phone because it allows the youth to stay connected at lowest cost. Today, "texting the Philippines has the distinction ofbeing the capital" of th€ world. Something in the neighborhood of 30 million text m€ssagesare sent each day from mobile phones in the Philippines at a cost of 2 U,S. cents per message! But all ofthe connectivity in this regard highlights one of the glaring problems of marke t economies. Market economies provide opportunity for those with accessand who have the capability to utilize that access. But bv the same token. lack of acccss becomes a major hurdle to overcom€ - an entry barrier for those without the resources to paftrcrPat€. This is the Digital Divide we all talk about. It is about the opportunity gap that exists between those with accessand those without. This is not only a problem between developed and undeveloped states which is of itself a large enough problem in a competitive global environment; the bigger problem is the creation of a dual economy/society within a If not addressed sufficiently and country. expeditiously, any creation of such a dual economy between those with access (the "haves") and those "have-nots") without ( the will lead to tensions that can only serve to undermine the stability of any society.

The growth ofits economy has been trernendous. Between the years 1980 and 2000, while Japan doubled its foreign trade, China's foreign trade multiplied five times. Early this year, China's exports acceferated by 14,1o/oto some 4l billion dollars. Foreign direct investments (FDIs) grew by 28.4oloto 5.9 billion doflars . And. con*acnd foreign investment - a good gauge of future growth - strged 24.4o/o to 11.5 billion dollars. Today, after nearly two decades of effort, China has joined the World Trade Organization-truly a major player on the international economic scene, and marking a milestone in the march ofglobalization. i i e s r r : : r s gi o a i r € i s r 0 l ] i i i - s i 5 The Asian Economic crisis revealed the vulnerability ofthe ASEAN countries to global forces and exposed the inability of regional institutions to respond in the face of grave times. It shattered the whole structure of expectations that have long governed the behavior ofglobal investors. Shortly after the crisis hit the region in 1997, The Manila Framework Group was convened from

Thepresence of the internethas madeourchildren thinkthat communication is instantaneous.

DirectionsTak€n .liObali:tatt:i'' t'iii ij:)': 5 ttri:s: (lli.)r) There are ample specific casesfor me to cite in Asia as reflective of changing boundaries. Let me highlight three important ones. The phenomenon of globalization could not be more teal in China's once inwardly-focused, highlycentralized economy. The need to be competitive has allowed China to evolve into one ofthe most important manufacturing and trading nations in the world, and become the world's 7'h largest trading economy.

amongst APEC members to address the Asian finangial crisis. I had the honor, as Chairman of APEC Finance Ministers, of chairing th€ meeting which. focused on strategic issues and recornmendations outlined not just to address the Asian crisis but to identifr options in which such crisis could be prevented in the future. Five distinct points were made. One, to form a quick response mechanism on an ernergency basis through a quick response fund, Two, to strengthen multilateral institutions through i ncreased capitalization, particularly the IMF, which is at the Three, to heart of the global financial syst€m. establish a new mechanism for regional surveillance not only to complement global surveillance but to identi$ potential risks to gtowth and financid stability before these could result into crisis. Four, to develop standardized monitoring and reporting systems between countries, as these tended to vaty from country to country. And ffnally, since the banking system was identified as the root of the problem among countries that had suffered from the crisis, there was a call to strengthen banking and financial systems through reforms. Many changes have already taken place since that the Asian,r,anager

first meeting. The IMF has provided increased capitalization and with the Asian Development Bank, e s t a b l i s h e ds u r v e i l l a n c e m e c h a n i s m s . A c c o u n t i n g systemsare moving towards standardization, and banking reforms are taking place. Vith this, we can say rhar rhe Manila Framework Group had gathered m o m e n r u m a n d w h i l e i t s a g e n d aw a s a m b i t i o u s , i t s contribution to a regional identity may be seen to be profound. Looking more closely at the long-term perspective trends in Asia, several stand out. First, the reduction of poverty in these countries has focused on creating an incentive- based enabling environment, mainly for rhe private sector, in which economic opportunities have uplifted large numbers of people out of misery, and at the same time as s r i m u l a r e d a n d d e e p e n e dt h e f o r m a t i o n o f a s t r o n g and vibrant middle class. I regard the rise of an e d u c a t e d m i d d l e c l a s s t o b e v i t a l t o t h e p r o c e s so f sustained economic development. Deliberate efforrs musr be made to target and attain this goal. Elections t h e m s e l v e sw i t h i n t h e s o c i e t i e sw h o s e i n c o m e a d d consequently social structure remains basically feudal and poor nor end the culture of dependencythis p e r p e t u a r e s .S e c o n d t h e i m p o r t a n c e o f t h e p u b l i c private sector partnership is pivotal in reducing poverty. Government that have provided sound policy environments including favorable climate for foreign direct investment and trade policies, which stimulate exporrs, and lays the foundation for rapid economic e r o w r h w i l l c o n t i n u e t o b e s u c c e s ss t o r i e s . tlo,r.rn-.n,, have also acknowledged that the quality and redistribution effects of growth can have Iasting effects on reducing poverty. In particular, the e n h a n c e m e n to f r u r a l p r o d u c t i v i t y h a s b e e n a k e y e l e m e n t i n t h i s s t r a t e g y .T h i s n e e d s c o n a i n u i n g emphasis.For instance, a land reform program whose s u c c e s si s m e a s u r e do n l y b y n u m b e r s o f l a n d t i t l e s redistributed without the equal attention paid to programs to increase productivity could degenerate into political gimmickry. One big subsistence farm c u t u p i n t o 1 0 0 0 s u b s i s t e n c fea r m s i s s t i l l s u b s i s t e n c e agriculture. Third, with the burgeoning middle class has been a steady trend towards democrarization in a number of. countries in the region. !7ith economic empowermenr and higher Ievels of educational attainment, the middle classis demanding and receiving greater accountability and parriciparion in decision-making processes;once again the rise of an educated middle class is pivotal towards ensuring a better governance and proper functioning of a rule of laws and not of men. Educarion programs to bring t h i s a b o u t h o w e v e r , m u s t m e a s u r en o t o n l y t h e quantity of going into the system but the quantity of education as well. Such as programs must pay equal attenrion to the increase in school facilities and rhe i n c r e a s ei n t e a c h e r t r a i n i n g i n s t i t u t i o n s a s w e l l .

F o u r t h , e c o n o m i c a n d s o c i a l p r o g r e s sh a s a l s o l e a d t o i n c r e a s e dp a r t i c i p a t i o n f r o m c i v i l s o c i e t y i n determining pace, direction and scope of d e v e l o p m e n t . G r e a t e r p u b l i c c o n s u l t a t i o n sw i t h various segmentsof society, which before would have nor taken place are now commonplace, leading to healrhy debate and discussion on issuesthat ate affecting broad segments of society. This is essential for getting better and more effective results from o f f i c i a l d e v e l o p m e n t a s s i s t a n c eA. n d ; Fifth, rhere has been good progress made on public and private corporate governance. Steps have been taken to strengthen the financial and banking sectors to ensure more efficient and transport rransactions. While privarization is a key feature of this development, privatization is a key feature of this development, countries need continuing a s s i s t a n c et o b e c a u t i o u s i n n o t s u b s t i t u t i n g p u b l i c monopolies with the private ones. Privatization of state-owned enterpriseshas been carried out, for most parr, recognizing that a competitive market place, is e s s e n t i a li n t r a n s f e r r i n g s t a t e a s s e t st o r h e p r i v a t e sector. In the financial sector, the developmentof domestic capital markets must proceed even more v i g o r o u s l y t o a t t a i n t h e o b j e c t i v e so f c o m p e t i t i o n , broader private sector participation, and avoidance of financial mismatch between financial terms and project gestation periods. These trends need continual reinforcement from the international community,, particularly in preparing developing countries for competition in an inevirably g l o b a l i z a t i o nw o r l d .

RegionalCooperation:ASEAN . The integration of Southeast Asia over these past 35 years is a model of how political will and steadfast cogperation can overcome economic, security and cultural barriers to eventual ASEAN integration. A S E A N - t h e l 0 - m e m b e r o r g a n i z a t i o nc o m p o s e d o f I n d o n e s i a ,B r u n e i , C a m b o d i a L a o s , M a l a y s i a , M y a n m a r , t h e P h i l i p p i n e s ,S i n g a p o r e ,T h a i l a n d a n d has grown from a weak response to Vietnam communist aggressionin the region into a vital forum t h at p l a y s a n i n s t r u m e n t a l r o l e i n s t i m u l a t i n g economic growth, promoting political stability, and facilitating social and cultural exchangein the region and, lately, the world. As its longest-standing regional grouping ASEAN and the ASEAN foimula has created a peaceful i n t e r n a t i o n a l e n v i r o n m e n t a n d h e l p e d a c h i e v eh i g h economic growth rates for a large part of Southeast Asia. It has also magnified the international influence o f i t s m e m b e r c o u n t r i e s a n d e s t a b l i s h e da m o d e s t degree of regional identity. T o d a y , a w e l l - e s t a b l i s h e dA S E A N i s p r o f o u n d l y influencing Asia-Pacific relarions, including those between the grouping and the United States, China, its tradirional dialogue partners. Japan and the EU

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Likewise, APEC (the Asia Pacific Economic Cooperation body) covering a vast and highly diversified expanse in the Asia-Pacific region - has grown in strength and become one of world's the most i m p o r r a n r e c o n o m i c c o o p er ar i o n o r g a ni z a r i o n s . APEC economies are highly compatible and complementary and therefore have tremendous potentials for expanding cooperation. The organization has also gradually developed a unique cooperation approach of its own, such as the "APEC universally recognized approach" that r e c o g n i z e s d i v e r s i t y a n d s t r e s s e sv o l u n t a r i s m , consensus,flexibility and gradual progress. Practice proves that these principles are important factors ensuring development of economic cooperation among APEC members in the right direction.

Market Demands:Governance

Leading policymakersin Asia have told us that govetnanceis key to recovery from the financial storm that hit Asia in 1997. Accordingly, a sound corporate governance system would promote a stable e n v i r o n m e n t f o r s u s t a i n a b l eg r o w t h o f t h e p r i v a t e sector. At these times, corporate governanceinvolving d e c i si o n - m a k i n g p r o c e s s e st h a t hold individuals accountable; that encourage stakeholder participation; that facilitate the flow of in[ormationfollowing standards of proper disclosure; and that rely on clear rules that are uniformly enforced is fundamentalto the solution, e s p e c i a l l yi n e c o n o m i c r e c o v e r yi n Southeast Asia. At the micro level, good corporate governance improves company performance. Investors are now, more than ever, willing to pay a high premium for a well-governed company. Better performance comes about from that blend of law, regulation and practice t h a t e n a b l e c o r p o r a t i o n s t o a t t r a c t r e s o u r c e s ,a n d generate long-term economic value for shareholders, while respecting their interests and those of society as a whole.

attri b utes can-positively o r n e g a t i v el y - a f f e c t t h e i r c r e d i b i l i t y a n d t h e b o t t o m l i n e . A w a r e n e s so f s e l f a n d o r h e r s i s c r i t i c a l t o o r g a n i z a t i o n a la n d c a r e e r s u c c e s s ,a s w e l l a s d e v e l o p i n g m a t u r i t y i n managingpower and control. Managementschools will have to fill this need as they introduce new businessmanagement paradigms. Secondly, there is a need for product integrity and speed to market. Management education institutions are now recognizing that the most "technology" important is the soft technology of management, There is the need for institutions to r e c r u i t , t r a i n , a n d d e v e l o p m a n a g e r sw h o c a n p u t together project teams of high value and performance quickly. There has to be a management culture that rewards team work and team achievement as well as the kind of frenetic energy that goes with high production teams. The third implication is the emphasis on the i m p o r t a n c e o f s o u n d c h a r a c t e ri n d e c i s i o n - m a k i n g . Independence of judgment is at the heart of governance. Knowledge should also read as "Conscience." Knowledge should include the positive values practiced by the people making up a company.

in Management education impartingits management paradigms hasa continous yet evotving shapein history.

Whatare the implicationsof theseon Management Educationtoday,and in the future? First, we have realized that leadership is as imoortant as skill in functional areas. Vith incieased diversity, interdependent project teams, and the need for productive change,organizations are increasingly finding themselves in need of managers ready to take on leadership in executive r o l e s . T o s u c c e e di n r o d a y ' s b u s i n e s se n v i r o n m e n t , organizations need managerswho demonstrate flexibility and empathy,while remaining true to .he core values of the organization. Successful leaders understand how their personal character and

It is about the ethical, sound decision-making CEOs a n d 1 4 a n a g e r sm u s t p r a c t i c e t o i n s p i r e t h e i r subordinates. It is about adhering to more democratic structures within the workplace, as much as creating strong systemsof accountability within that structure.

A I M R e s p osne s I would like to take the Asian Institute of Management, a 34-year-old,institution which I now serve, as my example. At AIM, we recognize the need for management education to go down to other Ievels, not .iust business per se. Hence, our commitment goes beyond producing the best managers in business.Our belief is that development must go beyond the mere production of goods and services. Our offerings and courses have expanded to encompass the training of development practirioners in community-based sectors, civic organizatioqs, government, and non-government organizations. At AIM, we teach businessand development, yes, but what we also instill in our students is that true development is holistic. This we are able to do throuqh our Center of lpAsian^lanager

Development Management, where through its development programs, we impart our belief that people are at the center of the development process. We aim to produce development managers who are agents of change, character molders, and insritution builders. 'We are doing our best in keeping at close dialogue with the business community. This we do through o u r r e s e a r c hc e n t e r s a n d t h i n k - t a n k s , s u c h a s t h e AIM Policy Center, the Gov. Jose B. Fernandez Center for Banking and Finance, and the Ramon V. del Rosario Sr. Center for Corporate Social Responsibility. I would like to highlight the Ramon V. del Rosario Sr. Center for Corporate Social Responsibility in particular, for it is AIM's avenue for promoting corporate responsibi I i ty-so me thing which I believe, every businessschool must instill in its students. We have been conducting numerous research, lectures, and conferences,especiallyon how business ethics and corporate governance are practiced in the region and all over the world. Through these undertakings, we of course, are looking into unique modalities ofdoing business. In the past, a company's merit was solely based on its financial performance. '\i7hat has changed is that, apart from the financial gauge, there is now a social and environmental criteria in the way a company carries out its business, Flexibility and convenience are increasingly key to studying an MBA course, and information technology and the Internet are bringing about the larest phase in distancelearning. Vithout doubt, t rowingsectors. d i s t a n c el e a r n i n gi s o n e o I t h e f a s r e s g The numbers tell the story: over 100,000 managers all over the world are currently studying for a distance learning MBA. I am very pleased to inform you that AIM has formed a strategic partnership with World Bank in establishingand operating a Global Distance Learning For the past two years, our Network or GDLN. Institute has served as site host for at least 20 videoconferences,with more being scheduled in the succeeding months. Through distance learning, an even larger number of people would have accessto a wider scope of topics from overseastraining institutions and agencies. And as development stakeholdersreceive training from experts around the world, practical skills are acquired in countries such as ours, the Philippines, where these skills are needed m o st . Ladies and Gentlemen, as much as economic, political and social changes, trends and boundaries affect the occurrence of management education, so does management education possesthe capability to transform society's economic and political environments. Management education in imparting i t s m a n a g e m e n tp a r a d i g m s h a s a c o n t i n u o u s y e t evolving role in shapingsociety.

MIAIM ...lrom pagc j4 Once an individual graduatesfrom his or her program, the portal likewise provides an alumni accesswhere graduates can search their classmates, find out the alumni activities and learn how they can be involved.

Once a small step now a big leap The MyAIM portal is likewise intertwined in the d e s t i n y t h a t A I M s e e k sr o c l a i m i n t h e e L e a r n i n g continuum. It can be told that AIM has since embraced the fold of the new technology in terms of knowledge management and creation, developing informed decisions and taking care of its diverse stakeholders. "elearning is enriching the learning process. Instead of tables and charts, y o u ' l l h a v e s p r ea d s h e e t s . Instead of reading a case in print, you have a video of the process. It savestime and likewise brings together different Ievelsof students," An explains Bonoan. example would be once a c o u r s e i s m a d e a v a il a bI e online, they can take a course for six months before fully entering into a program the school offers. This, 'levels t h e p l a y i n g f i e l d ' f o r l e a r n e r sa s essentially, they take up an online course they want to excel in. G e n e r a l l y , M y A I M b e c o m e sa n i n s r r u m e n t i n r e i n f o r c i n g A I M ' s c o m p e t i t i v e n e s sa s a p r e m i e r lusiness school enabling and empowering varied s t a k e h o l d e r st o t a c k l e r e s e a r c h i n a r e a s t h e y w a n t "Executives ogtside the traditional classroom setting. who may not have the time or work long distances f r o m A I M c a n n o w t a k e c o u r s e sf r o m t h e s c h o o l . Thus, it opens up new modalities, new businesses and new markets for AIM," says Bonoan. Embedded in the elearning strategy is enabling rhe clients to tap the knowledge resources that are "This way, they can also AIM property. Maity says, tap our teachers and our consultants." Part of the MyAIM portal experience is gaining access to the vast intellectual capital that AIM only has in manaqement. "T-hrough eLearnihg, different levels of knowledge from AIM will be consolidated in groups, presentations,word documents and electronic mails. E v e r y t h i n g c a n n o w b e a c c e s s e df r o m o n e p o r t a l depending on the stakeholder's level of access,"adds Maity. .

Expressingthe AIM Vision V h i l e B o n o a n r e c o g n i z e st h e a m o u n t o f t i m e , money and effort in establishing the MyAIM

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po rtal, he likewise credits the supportive management AIM has in a new infrastructure that is MyAIM. He says that for the portal to a c c o m p l i s h t h e A I M v i s i o n , i r r e q u i r e sa c e r r a i n 'ownership amount of responsibilityamong the "Then stakeholders.' we also need ro attend to the building porrion or the portal's programming and t h e n m o n i t o r i n g a n d a d j u s t i n g t o t h e r e s u l t st o f i n d out what has gone wrong and do something to up the perforrnanceindicators," he says further. AIM acknowledges the potentials of the web in making managemenreducation effective, relevant and competitive by identifying rhe profile and behavior of irs target markers and improving AIM's e-activiries. Thus, the efforrs channeled in establishine the M y A I M p o r r a l s e e kr o p u r t o g e t h e r r h e b e s r o f - A I M .

A Myriadof Possibilities

If C.S. Lewis's door to Narnia has ooened uo a d v e n r u r e sr o b e h o l d , s i m i l a r i s r h e c a s ew i r h r h e MyAIM porral, this time about the promise of improved e-activities, businessopportunities and greater interactivity. The AIM alumni will have e-mail identification and once they have regisrered in the alumni portal, they will have information of the homecoming activities and of their classmates."They will be able to network with people who belong to a world similar to theirs. The portal servesas an active search place w h e r e o n e c a n f i n d c l a s s m a r e so r a n y o n e t h r o u g h different search criteria," says Maity, M e a n w h i l e , n o n - A I M u s e r sc a n l i k e w i s e b e n e f i t in case they are in search of articles from AIM. This way, the portal opens the possibilities for partnerships with finance institutions such as the lforld Bank (VB) and the Asian Developmenr Bank (ADB) who r e c o g n i z eA I M a s a p o r t a l f o r b u s i n e s sp a p e r s a n d researchesthat AIM also specializeson.

"Another portal," exhorts Maity. is we hope to have a lot of marketing organization so that the stakeholders would willingly explore this change," adds Bonoan. Vith the shifting technological future that the society faces today, AIM has risked its spirit and has drawn its path in keeping its place as the premier management school in Asia as one Iooks in closely at the MyAIM portal. The portal is but the opening that reveals the very soul of AIM, complete and inviting for people who decide to take an unobstructed view.

"Through â&#x201A;ŹLearning, differenttevetsof knowtedge fromAIMwitt be consotidated in groups, presentations, word documents and etectronic maits.Everything cannow be accessed from one porta[depending on the stakehotder's levelof access,

Wave of the future Maity and Bonoan both agreerhar rhe MyAIM portal requires a lor of infrastructure before the final architecture becomes complete in full. They say that the challenge also lies in making the people in the organization pur in rhe content that needs to be d i s s e m i n a t e d .O n e e x e r c i s et h a t t h e y a r e p r e p a r i n g for is digitizing the materials for the portal. This goes hand in hand as well wirh the managing of the complementary activities rhat may use rhe portal in answering the varied needs of the stakeholders. As the future works on irs clockwork dream, both Maity and Bonoan who are active proponenrs of MyAIM, say rhat this project is flexible in accommodating changes in technology and i n f o r m a t i o n r e q u i r e m e n t sr h a t c o m e a l o n g r h e w a y . "The MyAIM portal works best when we have the s u p p o r t o f i t s s t a k e h o l d e r se s p e c i a l l y t h e a l u m n i . 'Ve want them to visit and register in the alumni

Erratum In the "FreshMarkets,NewViews"articte in the May2002issue,page50, we wishto rectify that the informationon the EMBA programin Pune,Indiawasa collaboration with the ThaparGroupPromotedInstituteA t t I n d i a E d u c a t i o nS. o c i e t y .T h e 2 1 c a n d i d a t e sw e r e f r o m s i x d i f f e r e n t companies and not from the ThaparGroup of Companies aloneas reported.

The Aian A{.nager

AIM

Spirit fron

pagc 56

as well. Some members of the classwere also unanimous in saying that their marketing Presentations were also hard to forget becauseof the role-playing they had toeether. '98 also Vhile economies suffered, members of class recall the impact this setback has laid before them. Most of their classmateslost their jobs, some just had ro give up jobs and others have not found employment at all. "The AIM experience gave us an understanding of the ways of finance and business and it became a step towardsour goals,"saysNievesLim (MM'98) who was

Vholc Brain from pagc 42 fully in the workplace. Or it can refer to the ways in which organizations structute themselves to suPPort the spiritual growth of employees. It is also means t h a t t o p l e a d e r sa r e c a l l e d u p o n t o m o d e l ' s e t v a n t 'values t h a t w i l l p e r m e a t et h e t o t a l l e a r n i n g leader organization. "whole-brained" in Curriculum - In order to be rheir orientation, schools who are L-B subjectsoriented need to give equal weight to the arts, creativity and the skills of imagination and synthesis. Instruction - to foster a more whole-brained scholastic experience,reachersshould use instruction techniques that connect with both sides of the brain. T h e y c a n i n c r e a s e t h e i r c l a s s r o o m ' sr i g h t - b r a i n l e a r n i n g a c t i v i r i e sb y i n c o r p o r a t i n g m o r e P a t t e r n i n g . m e t a p h o r s , a n a l o g u e s ,r o l e - p l a y i n g , v i s u a l s a n d m o v e m e nt i n t o t h e i r r e a d i n g , c a l c u l a t i o n a n d learning a n a l y t i c a l a c ti v i r i e s . A l t e r n a t i v e methodologies to the conventional methods must be exolorcd to maximize the use of the whole brain. Assessment- For a mote accurate whole-brained evaluation of student learning, educatorsmust develoP n e w f o r m s o f a s s e s s m e n th o n o r i n g r i g h t - b r a i n e d talents and skills. Many schools still give number gradesto Ieft-brain subjectsand Ietter gradesto rightbrain subjects. Final rating is basedsolely on the number grades. The implication is that letter grade subjectsare not as important as number grade s u b j e c t si n l e a r n i n g . In classroomsq , uiet, order and discipline is rhe valued rule of the day. Students are frequently discouraged from too much movement and acrivity and from asking too many questionsJnipping in the bud the inquisitive mind of the young which may lead to the great research-scientificmind. School officials are called upon to exert effort to encourage classroom teachers to design their syllabi and formulate classroom activities for a more balance use of the whole brain to achieve learning objectives m o r e e F f e c t i v e l ya n d p o * e r f u l l y .'What is life outside In conclusion one may ask:

also her classpresident. She saysit was a maior challenge for her to have handled classmateswho were dead-serious 'fighting in school but even more challenging than that is for her identity' being the daughter of one of AIM's esteemed professors, Prol Bobby Lim. True enough, despitethe businessconditions during the years they took their course in AIM, the economy picked up the year after their graduation and their AIM exoeriencetook them places in the world of business "nd firr"n... Their dreams have lived after them and whatever their future holds to this day, they are much better as they bounce ceaselesslyto their AIM Past.

M a n ys c h o o l s t i t [ g i v en u m b e rg r a d e st o teft-brainsubjectsand letter gradesto right-brain s u b j e c t s .F i n a Ir a t i n gi s b a s e ds o l e t yo n t h e n u m b e rg r a d e sT' h e i s t h a t l e t t e r g r a d es u b j e c t s imptication a r e n o t a s i m p o r t a nat s n u m b e rg r a d e s u b j e c t si n t e a r n i n g . the classroom as well as in and out of the workplace? All this exoteric and esoteric knowledge discussedin the preceding pages may indeed become the rigorous springboard for creating, innovating, designing a myriad range of life-long learning tools: frameworks, paradigms, constructs and systemsfor organizational oroductivitv and transformation. For individuals, 'Whole *hole-brain' lea..ting may well give rise to the Person-Approach-to-Life-Long Learning' directed towards a truly fulfilling life, to finding the answers tb questions about the meaning of life, simultaneously "seamless connection to each other, experiencing the to the world we live in, and a greater energy encompassingall of us". Bchold! Peoplc of crcativc encrgy, courage, wisdom and compassion shall inhabit thc certh! (May I live long enough to be an awed wirness and delighted parricipant!) CARIUIELA D. ORTIGAS, PH.D, Fall-time Professorof Psychologr, is Technical Consultant to the Lctrning Mcthodologics Projcct for Facahy Dcvelopmcnt of AIM\ New ProgramsDeaelopment(NPD) fron 2000-2002. Sbe AIMi whole brain approdchto learningand explorcd expand.ed witb the Facultl a uatiety of teacbixgmodelsto complement the AIM's famed casemethod a?Proach.She designedthe ongoiag reseatchand constraction of AIM Emotiond Intclligcrrcc Mcatr.rc (EIM) deriued ftom Atidn conrtlttcts. To acceleratethe student-centeredorient!.tion ofAIM, shewas tashed to formdate the faculty-student mentoting and coacbingptogram. Installed in the Matters in Ettepreneurbip program, otber schoohofAIM are in theprocestoffollowing suit. Dr, Otigat is an alxmna of AIM's Program for D euelopment M anagers,198 7.

INC FEDERATION OF ASIANINSTITUTEOF MANAGEMENTALUMNIASSOCIATIONS. FAIMHEADS DIRECTORY

Bangladesh l\,{r.l\rilonB. Paul,

MM 88

D e p u t yE x e c . Oirecior

PopulatronServrcesand TrainingCenter 1 0 3 N e w C i r c u l a rR o a dO h a k a 1 2 1 7 Bangladesh

(880-2)842 s69 pslc@bangla.nel

(880-2) 8322568

Hong Kong Mr. Lucius K.P Lal

IjBM 80

Senior Adviser

VocalionalTrainingCouncil The l\ranagementDevelopmenlCenter ol Hong Kong 11/F,VTC Tower,27 Wood Boad, Wan Chai, Hong Kong

( 8 5 2 ) 2 8 3 61 8 2 8 luciuslai@vlc.edu.hk

(852) 25727130

lndia Mr. Mohan l\,{adhavPhadke

MM'8O

Business Development Ballarpuf IndustriesLimned Thapar House, 124, Janpalh New Delhi, India

( 9 1 , 1 1 ) 3 3 68 3 3 2/ 3 3 6 8 8 1 1 /336 8902 m p h a d k e @ b i l l . c oomr m phadke@vsnl.com

191-1r) 336 8729; Res-Teli 685 7610

Mr. LeonardTanubrala

MBMT/

Chairman

FAIMAA IndonesiaChapler FAIMAA SecretariatOlfice Room 254, Sahid Jaya Holeland Tower, Jalan Sudirman 86, Jakarta, Indonesia

( 6 2 2 1 ) s 7 02 3 0 5 jkirep@indo.net.id

16221)57O 2306

Mr. Suk Jae Lee

t\,tBt!! 75

Chairman

Data View Company,Limiled 1 9 7' 3 3 G u r o3 D o n g Gufo - Gu, Seoul , Korea

{82-2) 857 8588 contact@dataview.co.kr

(82 2) 457 8587

Daruk lr. (Dr.) Mohd Annas Hj. Nor

M[r'84

Chairman

ENERGY COI\.,IIVISSION 20lF, PWTC Bldg., Jalan Tun lsmail 50450 Kuala Lumpur, Malaysia

(603) 4045 3777 aimmalaysia@pd.jaring.my

Fax: (603) 4045 5776

AIM Associalion - Nepal , athmandu G P O ,B o x 1 1 9 1 8 K Nepala

19771)471 5833 chabimal@wlink.com.np, phc.mm@undp.org

\9771) 434 433

Facilitation& Planning Customer Services Dept.

(9221) 4s79 4608 syed akhlaq@yahoo.com

(9221177 27273

Berkley International 9/E The EnterpriseCenter Tower 2 6766 Ayala Ave., Makati City

7 5 51 5 1 5 lrdiego@berkley.com.ph

75185 01

Alumnr Associalion of AIM 4lF, Lopez lnc. Hall, AIM Conference Ctr. Benavidezcor. Trasierra Sls. Legaspi Village, Makali Cily

( 6 3 2 )7 5 0 1 0 1 0 l o c . 2 1 0 3 dcasaclang@dataserve.aim.edu.p

Nepal l r. BimalChapagain

MDNI'96

Pakistan Mr. M. Farooq Raja

BMP'78

GeneralManager

PIA Bldg, Owaid-e-AxamInt'l..Airport Karachi, 75200, Pakistan Philippines M r . F e l i p eR . D i e g o

r\,,tBM 73

Dulce P Casaclang

MBM'73

Executive Direclor

NlarveeCeli

MBI\4'95

Acting Secrelary General

t\rBti'73

hlr. ChristopherLin Jih-Fung BMP'77

Thailand I\rs. Porntip lyimapun

l\,18M'92

USA Mr. Roberl V. chandran

MBM'74

c/o Asian Inslilute ol Managemenl 123 Paseo de Roxas, Makati City Associate Professorand ME-guru, All c/o AllvlAs Secretariat 20 Kramal Lane #02-04 tJniled House Singapore228773

i632 ) 892 40 11 local 132 mceli@dataserve.aim.edu.ph

(632)893 7410

\65) 6474 3424 ddcbliew@singnel.com.sg

(65)677s 5502

Chief Knowledge Ollicer

(886-2)2729 6666 2757 Price Walerhouse Coopers 1886-2J Chris.Lin@ mail.pwcglobal.com.tw ZF, IntemationaiTrade Bldg. 6371| 2757 63722 333 Keelung Rd. Sec. 1. Tarper.Tdrwan.ROC

[ranaging Dreclor

BA Adverlising (Thailand)Ltd. 59/387-388ftroo4, RamkhamhaengRoad Sapansoong,Sapansoong,Bangkok 10240, Thailand

(662)7280200 -9 Exl 112 athai@rathai.com http://www.rathai.com

:(662)728 0210-1

Chemoil Colporation EmbarcaderoCenter S u i l e 1 1 0 0 ,S a n F r a n c i s c oC A 9 4 1 1 , u - S . A .

1415J264 2736 RVC@mex.chemoil.com

(415)268 2701

2002-2003Board of DirectorsDirectory OF MANAGEMENT OF THE ASTAN|NST|TUTE ALUMNT ASSOCTATTON 4/F, Lop€z Hall, AIM Conterence Center, Benavidez cor., Trasierra Sts., Legaspi Village Makali Cily T e l N o s . 7 5 0 1 0 1 0 l o c s2. 1 0 3 / 0 4 / 0 5 / 0F6a x N o . 7 5 0 1 0 1 0 l o c .2 1 0 3 ' Email Address:alumniclub@Mail.aimonline.orq WEBSile: www

FELIPE R. DIEGO

Berkley IntemationalPhilippines,Inc. 9/F,The EnterpriseCenter Tower 2 6766 Ayala Avenue, Makati Cily

755-1515/1500 0g 17,3203060 frdiego@berkley.com.ph

VP'Global

AAN-AIVRO 18/F, LKG Tower,Ayala Avenue wlakati City

884-3903 884-3951 7 5 3 - 5 3 5 3l o c . 1 8 0 6 omy.yaplinchay@ph.abnamro.com

T[.rP'01

Pincipal

Thing Nalin / Bravedesign #29 Adonis Sl., AcropolisSubd. Libis, Ouezon City

MM'81

Asst. Gen Mgr.

Public Eslates Authority 7/E LegaspiTowers200, Paseo de Roxas Makali City

637-64-611634-4474 0917-8459822 Elsbelhcat@aol.com aclion@blavedesign.net 817-47-11tA13-71-Ol 0917-5307396 mgt@pea.gov.ph

Cora DolorosoCareer Center 3/F, Pamana Bldg., Arnaiz Ave., Makali Ciiy

817-8182 845-4145

752-7494

MBM'73

Chairman FILOMET{OGYAPTINCHAY MBM'82

w Vice Chairman

ELSBETHMACOONALD "Beth" Secretary IiIANUEL G. FRAI{CISCO "Babes"

A. CORAZONDOLOROSO PD[4' 96 "Con"

FELIPE H. BUENA

894-9035 fhbuena@rcbc.corn fhbj@edsamail.com

894-9096 894-9405 @179€€4226

MBM'79

Generall\,,lanager

Goodrich Inteiors, Inc. 2310 Pasong Tamo Ext., Makati Cily

724-5757 goodich.com.ph ed.banaga@

843-5663

ManagingDirector

PurugananChato Tan & GeronrmoLaw Offce 6 3 1 - 6 5 - 6 1 chalex@skyinel.net 8/E Slrala 2000, Em€rald Avenue Ortigas Center, Pasig Cily

MBI/'ZI

Chairman&

Symbol Sciences 10/F,Aurora [Iilestone 8ldg., 1 0 5 A u r o r aB l v d . ,O u e z o nC t y

421-3344146 com conrado daynt@symbolsciences

421-3356

SGMPoTt'97

Technical Stafl, oD

Departmenlof Trade & Industry 6 / F ,N e ! / S o l i d B l d g . ,S e n . G i P l y a l A v e . , M a k a l iC i t y

895-3654/899-0133 0917-3865984 ldanle@dli.gov.ph

a90-4707 8904716

MBM'81

A d m r r a l( R e l . )

#5 Ouirino St., Xavierville3, Loyola, Herghts, 0919-6467000 odin1030@hotmail.com Quezon C ty

ME'01

Bus. Dev.Otlicer

F l a v o r sP h i l s . ,I n c . , 1 8 N a k p i lS t . ,S a n L o r e n z oV i l l a g e l akatiCily

8 S 26 1 8 1 0917-5267325 jaimegarch@yahoo.com

494-4245

Mt\r'g1

GeneralI\,{anager

Erguz Developmenl& Supplies 7 6 - A E . A b a d aS l . , L o y o l aH e i g h l s Quezon Ciiy

926-9397 erguz@pacilic.nei.ph

9269397

MBM'83

Presidenl& CEO

New Oxford Philippines,Lld. 1403-AWesl.TowerTeklite Bldg., Exchange Road, Onigas Center, Pasig City

6A7-744 t /7 437l3a 0916-3236451 dlsaracin@yahoo.com

6a7-7438139

tlaM'73

E x e c .V i c e - C h a i r

830-7604/878-7604 Cenlury Asia Corporation 211F,Pacihc Slar 8ldg., Sen. Gil Puyat Ave., 0 9 1 7 - 5 2 9 1 6 4 3 trv@hiwireasra.com [,{akali C ty

WILFREOOTI. CHATO

'witv'

Director

Director DANTE DEGUZMAN "Dante" Director LUISITO F. FERNANDEZ

815-26-62

Asst. Vice President Rizal CommercialBanking Corporation Head, Scurily Depl. lvlezzanine,YuchengcoTower,RCBC Plaza, Ayala cor. Sen. Gil Puyal Ave.. Makali Cily

Direclor

CONRAOOM. DAYRITIII

637-42-77

MBM'85

Director EDUARDOL.BAIAGA "Ed"

755-1581 886-5882

631-76-34

@17-9372584

Direclor JAIiIE P.GARCHITORENA 'Garch Direclor, ERNESTOA. GUZMAN "Enie" Director DANIELT. SARACIN "DannY Director TEODOROR. VILLANUEVA '"reddl Director LAARNI J. GOSECO

MBt\,{89

Ex-Officio/Director DULCE P. CASACLANG "Dulce"

of AlM, Inc. A l u m n iA s s o c i a t i o n 4/F, Lopez Hall, All/ ConJerenceCenler Benavidezcor., Trasierra Slreels Legasp Village, l akati City

75b-10-10 loc. 2103/04 750-1010loc.2103-06 d€saclang@datassde.aim.edu.Ph 0917-8981973

t\rBlv'95

E x e c .M a n a g i n g Director

lnstitutional& Inveslor Relalons Asian Inslilute oJ l,'lanagement 123 Paseo de Roxas, I\rakatiCity

892-40-11 417-92-40 a17-24-52 417-24-52 mceli@dataserve.aim.edu.ph

MBM'79

[,lanagingDireclor

As an Alliance Propeny Corporalion 12lF, EquilableBank Tower Paseo de Roxas, Makati City

886-0601 aaic@mozcom.com m a v a l @s u r i s h o p . n e l . p h

886-0611

Bt\4P81

Corporale Exlerna Relalions Off cer

B a n k o i l h e P h i l i p p i n el s l a n d 5/F, BPI Bldg., Ayala Ave., Makati Cily

845-5710 0917-3603063 bpi.com.ph mvlorres@

845-5409

AIM Aiumni FoundationInc. VENIE B, FAfrOSA A l u m n o i sE d i l o l - i n - C h i e l

8 1 s , 3 16 8

Execulive Direclor

AIM-Representalive ALEJO V. MAYORALGO

815-48'86 0917-5380428 laarni.goseco@clsa.com

It{Bl\r'73

Executive Director

MARVEE P. CELI

CLSA Exchange Capital, Inc. 3/F, Coporate Business Center Pasay Road, lvlakaticily

830-7601

il I I

WorldBankPublications Titles

Sustainabitity in DeveLopment lJrbanAjr Quatityllanagement AGRICULTURE TheEnvironmental andSocial FoodSafetylssuesin the ChaLlenges of PrivateSector Devetoping Wortd Projects:IFC'sExperience DesignandAppraisalof RuraL GLOEALIZATION TransportInfrastructure Gtobatization,Growth,and AgricultufalTradeLiberatizationin Poverty a NewTradeRound GOVERNANCE Legislating for Sustainabte TheChattenge of urban Fisheries Government BANKING Anticorruptionin Transition The MicrofinanceRevotution Governancelmpacton Private InternationalPoliticalRisk Investment l anagement ReformingPublicInstitutionsand Governmentat Risk Strengthening Governance Development and Regulation of Comprehensive LegaL andJudicial Non-Bank FinanciatInstitutions DeveLopment GlobalDevetopment Finance2001 HEALTH BUSINESS PROCUREIIENT A Heatth,Nutrition,and Poputation ConsultingServices Manual Strategyfor the EastAsiaand col,t,toDtTtEs PacificRegion Commodityi arket Reforms Foodin the 21stCentury FreeTradeArea Membershipas a Education and HIV/AIDS SteppingStoneto DeveLopment INFRASTRUCTURE GtobatEconomicProspects Trade The City PovertyAssessment and TransportFacilitation PrivateSolutionsfor DEVELOPA{ENT ECONOA.TICS Infrastructure: Opportunitiesfor IntegratingQuantitativeand the Philippines in LABOR QualitativeResearch Development Protects EastAsianLaborMarketsand the EastAsia:Recoveryand Beyond EconomicCrisis Economic Development and NewldeasaboutOldAgeSecurity EnvironmentaL Sustainability POVERTY IntelLectuaI PropertyRightsand AttackingExtremePoverty Economic Development Canthe PoorInftuencePolicy? SociatCapital CanAnyoneHearlJs?(Voicesof the AnnualWorLdBankConference Poor series) on Development Economics 2001/ 2c/|2 PRIVATE SECTOR World DeveLopment Indicators AsianCorporateRecovery 2ffi2 TheManilaWaterConcession PovertyReductionand the WorLd A Market'OrientedStrategyfor Bank Smalland l{ediumScate WortdDevetopment Report1978Enterprises 2000/2001cD-RoM Investingin Peopte Frontiersof Devetopment SOCIAL & CULTUMLISSUES Economias Risksand Reconstruction The Qualityof Growth SocialCohesion andConflict Designing Household Survey Preventionin Asia for Developing SociatProtectionSectorStrategy Questionnaires Countries TECHNOLOGY EDUCATION Telecommunications Legistation in HigherEducationin Developing Transitionaland Developing Countries Economies VocationalEducationand Trajning TeLecomlnunications and Reform InformationServicesfor the Poor ENERGY WATERSUPPLY Fuetfor Thought urban Water Supptyand Sanjtation EnergyServicesfor the Wortd's WaterQuatityModeting The PoliticalEconomyof Water Measuring and ApportioningRents Pricing Reforms from RuralWater Supptyand Sanitation Financingof PrivateHydropower WORLDBANK Proiects FinancialManagement and District EnergyTrends,lssues,and 0isbursementin WorLdBank Opportunities FinancedProjects ENVIRONA.TENT The WorldBankAnnuatReport l unicipalSotidWasteIncineration 2001 PromotjngEnvironmental

avdL|ltt * $r &rdl!q''n*t|ooc.

c.uL.. Fw &rbLq

AIM Publications

Booksby Dr. Ned Roberto Social Marketing How to Make Local GovernanceWork M a r k e t e r sG u i d e t o

Socio-Economic Classif icationof Consumers

P 288.00 P 398.00 P 277.00

EMSin Southeast Asia Quality Means Survival By Purba H'. Rao By ReneT. Domingo P 600.00(us535.00) P 549 (Us510.00) Economics& Public Policy l,lanagement Communication By RomuLoL. Neri By GLoriaS. Chan P t00.00 (us510.00) P 220 (USS10.00) The Asian Organization Strategic Intervention 8y LeonardoR. Silos for Dev't. ^lanagers Vol. 1 P 570.00(us520.00) (srDM r) Creativity and Intuition By EduardoA. Morat6, Jr. By EduardoA. Morat6, Jr. P 350.00(us515.00) P 500 (us520.00) St.ategic Intervention for Enterp.ise Creation Development rlanagers ll and Procreation By EduardoA. Morat6, Jr By EduardoA. Morat6, Jr. P 350 (Us51s.00) P 500.00(us520.00) Social Entrepreneurship and Family Co.p in Transition Enterpri5e Development I By FranciscoL. Roman,Jr., et aL. By EduardoA. Morat6,Jr P 650.00(25.00) P 450 (UsS15.00) Bending the Wind Who's Afraid of Financing? by 8y Benjamin C. Bagadion,Jr the JBF Center tor Banking P 300.00 (u5s12.00) and Finance Emergent Institutions in Asia (us522.00) P 550.00 By SoLedad A. Hernando Building the Infrastructure P 295 (US512.00) for Effective Fin'|. GoverManaging People in Asian nance by the JBF Center for Organizations Banking and Finance By Gtoria5. Chan P 550.00(uss22.00) P 600 (us522.00)

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