The Asian Manager, January 2000 Issue

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OOO FIRST O U R S T T2 R

ENTREPRENEURIAL MANAGEMENT The Calculus oF FamilyConglomerates

LEADERSHIP rr-o* . sp.rt ,t* New Language of Business

INTERNATIONAL MANAGEMENT . A TaIe of Two Chinas?

MARKETING Jollibee: Hundred Fifty Steps Three in One Direction

ORGANIZATIONS HR Needs to Lead the Wav to BusinessSuccess

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THp AsnN MeuncpR ffivrr.rr l" Quarter 2000

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ENTREPRENEURIAL MANAGEMENT The Calculus of Family Conglomerates Tbrceentretreneutial,4sianfamilies dzbunh t!.ndard notiow abo.utcheiegion\ conglomerares.

Tbeir formuk: it'sall in tht irithmetic

By Prof. EduardoMarato Jr.

LEADERSHIP How to Speakthe New Languageof &.*".,,-.- Business,Everywhere

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Throughourthe wortd, languagesdiffer but tbe questiin is thc vme: How-can1 thiiue in theplobdl inarhetpkce?fbe awwer: first, you mwr becime global[1literarc

By RichardRosen,with PatriciaDigh, MarshallSinger.and Carl Philips

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INTERNATIONAL MANAGEMENT A Tale of Two Chinas?

An ambitious oroiectin China that wa meant n shou'case the s'neigtb ofits ttuoparmtrs ouerseas and mainhnd CEines| iwrcid illusnate' that dffircnces in cubareofen eclipseany imilarities

By Prol Derek Liew

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ASIAN INSTITUTEOF MANAGEMENT President: Roberto F. de Ocampo Dean: JesusG. Gallegos Jr. AssociateDeans MBMr Horacio M. BorromeoJr. ExccutiveEducation:Gloria M. de Guzman Research:Patricia Denise Lopez MM: Elenita C. Panganiban CDM: Vctor E. Tan EMBA CorporateChangeProgram:Kim Y Volf ChiefFinanceOflicer: Ma. Elena B. Herrera Chief Knowledge Officer: Gaston D. Onigas Jr. Felipe B. Alfonso Executiu Director RamonV del RosarioSr, Asian Centerfor CorporateSocialRcsponsibiliry FelixbertoU. BustosJr. ExecutiueDirector Gov.JoseB. FernandezJr Cenrerfor Banking and Finance Manee P Celi Erecxtiue Dirertor InternationalRelations& ScientificResearch Foundation Eduardo Morato Jr. Etecttiue Director AsianCenter for Entrepreneurship: Chito B. Salazar ExecutiueDirectot !01 SyCip PolicyCenter

MARKETING Jollibee:Three Hundred Fifty Steps in One Direction Behind-thephe_no.menal uccessof the mott popular Asianfast-foodchain- Iinhins hoft than 340 storesin rio bemispheret- i: i singh-mindedfocu on oneall-rmporrdnt c4ttom Jegmet

By Tony Thn Cakriong

The Asian Manager Editor-in-Chief Jet Magsaysay Managing Editor: Jocelyn de Jesus Assisrant Editor: Kristine Domingo Art Director:

ORGANIZATIONS

,,23 HR Needsto Lead the Way to BusinessSuccess HR peoplemust talh lessand delioer more,manay chait2e,hnou,their business,understandfinancial ma,nigcment,prouidz efect i uelcadzrshif, and.add u4lu?to lh?tf ofga4rzattoa4 thal 4re lo tutue LesPickettinterviewsDaveUlrich

Manny

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Operarions Ofiicer: Yvette Bautista-Evangelista Circulation Officer: Eden S. Cardenas TheAsien Managcr is a quarterlypublication ofrhe tuian lnsritute ofManagenent [MITA (P) 042/10/98 KDN PP (S) 1076/3/2000rSSN 0r l6-77901,wnh editorial ollces ar thetuian InsriruteofManagement, 123 Paseode Roxas,Makari Ciry, Philippines.

Tel \632) 892-4011 -25i 892-0435-43: Telef ax: (632) 893-334 t. lnternet Ad&ess: tan@latasen e.ain. edx.ph

CoverAn: Sunrise /Charlie Hill/ Supe6tock HK View elementsadded/modilied by MaDny Espinola/IAM

Collt@t t999The Asiarl Manager. All rights reserved.

R e p r o d u c r i oinn r n y m . n n e n w h o l eo r i n p r n i n Englishor other languages wirhour prior wriften peffnissionprohibired.Prinredby Times Printe.sPre.

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Trainers' Worhshopon

Improving Training Quality (ITQ-3) through PeerLearning and DistanceMentoring

March 20, 2000- Marf,h 2001

@Fir World Bank Institute (WBD/the World Banlq in paruroship with the Continuing Education Cent€r (CEC)/ Asian Institut€ of Technolory (AIT), and College of Educatiorl University of lllinois, wi organize this ITQ3 wo*shop as a collaborative leaming opponunity for senior sahers to study and work together, througl real and virtual group interactions, to improve their mastery of innovative training desigt curriculurn dsvelopment and leaming melhods applications. This problem-solving and output oriented training fogram will be delivered in 5-phases: Phsre-l: Pro-Worklhop loteruet/Web-based Briefi ng & DiscuJliotr ( I month:stnting Mach 20, 2000at oun insitution/horne-base) Ph$e-2: Pe€r I"earning & Group Training Activity (2.5 weeksiApril l'l -May 3,2ffi0 at CEClA-n, Baagkol Tlniland) Phase.3:Distance Mertoring through Otrlitre Coschirg (6 montbs:May - Novemb€r2000 at ovn iq$ittlion/lrcme-base) Phase4: Peer Review: R€sults Demorstration end Erperience Sharing ( I week November20-25,2000in Perung,Malaysra) PbssFS: INtitutionslization Process:Frce After-Trslning Consultation Service (3 months:Decernber2000 - I4arch 2001 at own institution/home-base) This workshopis organizedaspad of the world Bank Institute(WBI)'S Ktrowle@e Utilizatiotr through lJsrdrg Technologier(Kttl-l) progrrn

Di!.seg4&!l84-@: Fee (AIM) Alunni wiu beollerql a 107"dilcountof theWorkshop AsiauInstituteof Managernent for theirotrn airfare,board& lodgingcosts.

Workshop Participmfswitl beresponsible For ftrdher informationon this Workshopand/orto obtain UE Apolication Form-Dleasecontact: Dr. Rorny Adhikarva SeniorTraining OfI & KIILT PrograrnManager World Bank institute (WBI) The World Bank l8l8 H Saeet,N.W. WashingtoruDC 20433,USA Phone:(l-202) 4734305 Eax: (l-202) 522-1492 E-mail: radhikarya@worldbark.org

Dr. Nicanor C. Austdaco ExecBtiveDircctor ContinuingFducationCent€r(CEC) Asian lnstinie of Technoloey(An) PO Box 4, Klong Luaag Palhumthani12120,THAILAND Phone:(66-2)524-5270$ 94-5272 or 516-2126 Fax: (66-2)524-524'7 E-mail: salvador@ait.ac.th

WorkshopWebsite: www.worldbanko rqlwbi/itq -3

---Workshop Sponsors

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TNTREPBENEUBIf,T

TheCalculus of Family Conglomerates

By Pro[ EduardoA. Morato Jr. TlsreeentrepreneurialAsianfamilies debunk the standard notionsabout the regionlsconglomerates.

Theirformula: ir'sall in the arithmerir.

t{4ren two Raivasisters,Pataraand Suthisada,and their two sisrers-inJawPantipaand Pompilai, set up a modestice creamparlor in Bangkokin 1973,building a conglomeratewas far from their minds. They were "something well-to-do and just wanted to while their chinawareand cuttime away."Besides,they had excess lery from the hotel Patara'smother inherited from her husband.The four women calledtheir parlor S&P Ice Like all such generalizations,this accusationwas Cream Corner (after their initials). They serveda limonly partially true, at best.To graspthe unique logic ited menu of ice cream,sandwiches, and light snacks. ofAsian family conglomerates, one hasto resistglib prescriptions.To fully understandthe Asianfamily conglomerate,one has to go deeperinto the calculusof Key Recruiting Move their growth, which Prof. Morato explainsin this ar cle.

Four yearslater, they made a key recruiting move

In the frenetic finger-pointing that followed the plunge of the region into economic crisis, the Asian family conglomeratebecameone of the pundits' fa"culprits." "experts" pointed vorite Specifically,many way to the seeminglyrandom, unfocused the rypical Asian family expandedand diversifiedits businesses.

that would change S&P forever.The women hired a pizza chef,who turned out to be a baker.At first, the idea was to add pizza to the menu. But becauseof rhe ow do Oriental enterprisesbloom in the chef's capabilitiesthe women thought it was a good lotus pond of competitive business?$7hat opportuniry to go into cakes,pastries,and other bakof the calculationsenter their businessarithmetic? ery products.She initiated the esrablishmenr The storiesof three entrepreneurialclans,three suc- bakeryfactory.S&P bakeryproductsbusinesswasborn Patara, cessfulconglomerates,in three different Asian coun- and rapid expansionfollowed, Looking back, "matriarch," of the Raiva children and clan tries provide instructive insight. The Raivasand their the eldest "the says resraurant businesswas easyto copy anyspousesof Thailand, Tunku Abdullah and his royal brood in Malaysia,and the threegenerationsofentre- body cancook but developinga bakerytakestime." p r e n e u r s h e a d e d b y I n d o n e s i a ' sI b u M u t i a r a Djokosoetono illustrate the practicesof Addition, The businesicontinued to expand throughout the r nd bakerychain spread Multiplication, Subtractionand Division in family 1 9 8 0 s .S & P t r e s t a u r a n a conelomerates.

mium service,clean premises,tasteful d6cor and delicious food with an extensivemenu offeringThai, Japanese,and Westernfare.On May 1989, S&P was listed in the SecuritiesExchangeofThailand. Only 20 percent ofthe shareswerefloatedto keepownershiplargely in the hands of the clan. The company was renamed S&P SyndicatePublic Company Limited in 1994. By 1996, it had 40 full servicebranches(food and bakery products); 50 smallerbakeryshops;six fine dining restaurants (PataraFine Thai Cuisine) in Bangkok, London. Singapore, andTaiwanra Chineserestaurann one food chain catering mainly to the student market (Speedy);and anotherservingthe trendy youth market ( S p a n k y )S. & P h a d n i n es u b s i d i a rcyo m p a n i e s .

Through three decades,S&P's family members g r a d u a l l y j o i n e d t h e b u s i n e s s ,w i t h e a c h m e m ber contributing his or her own expertise.A few years afterS&P started,Patara's two brothersjoined rhe company. The brothers provided a strong and progressive businesssense;the women injected the enrrepreneurial touch, plus the meticulousattention to detail required of a food-oriented conglomerate. "all \X/hile S&P top managementwas in the family," it was supponed by professionalmiddle managers hired from outside or those who had risen from the ranks.The two directors from the outside wereViroj Nualkhair, a finance specialist, and Dr. Kraisid Tontisirin, a technicalexpert.They joined formal board meetingsheld every month.

Organizationally,therewerea lot ofchangesin S&P Companieswerespun offone by one with family members or professionalmanagerstaking charge.Eventually, some companieswere pulled back and merged.

Pararanored thar S&P wasmore flexiblebeforebecause they had smalleroperations.But the future was going to be mote complex, Tirnku Abdullah and His Royal Brood Tirnku Abdullah Ibin Almarhum may have de"royal scendedfrom royalry, but he did not take the route" to entrepreneurship.His was quite a different story, that of knowing when to grab an opportuniry

rVhen the

JapaneseoccupiedMalaysia,they askedfor a student volunteer to study in Japan,Abdullah'sbrother (the current king of Malaysia) was selected.But his brother was getting married then, so at the ageof sixteen, Abdullah presentedhimself as the replacement.

His independentspirit brought him to Tokyo.

"We He recalls: were given military training and learned the valuesof discipline, punctuality and resilience.Japanwasan important part ofmyyouth. It taught me strength of characterand courage."

He then studied in England, then returned to Malaysia,enteredthe civil service,and waseventuallyelected to parliament. He establishedone of Malaysia'sleading consrructioncompanies.

At aboutthe sametime, he set up a company that engagedin blending and bottling beverages for the lower end market.He becameinvolved in selling defenseequipment and actually sold British parrol boats to the Malaysian Nary. That enabledhim to earn enough money to enter the political arena.But oncein, therewasa constantdemand for more 6.rnds.It was clear to Ti-rnkuAbdullah that he had to becomea businessmanaswell.

He first organizedMitra Malaysia Sdn. Bhd. as a tour and rravelagenryfor bumiputras. He then bought into PacificWorld Tiavel Sdn. Bhd., and formed Pacific Asia Leasing(M) Sdn. Bhd. This was followed by the investmentin an insurancecompany.His growing and the establishdiversifring businessinreresrsnecessitated ment of Melewar Corporation, a holding company.

Melewar pursued other diversification initiatives.

Over the next 20 yearsthe group would go into diverse fields, with related businesses within those fields. The group enteredadvertising,marketing, public relations and communication. Metrovision, a television broadcastingcompanywasanother major endeavor.Melewar got the licensein 1993 and commenced broadcasting in 1995.This wassold,at a hugeprofit, in 1997. The group rented construction equipment, which complementedits constructionand infrastructuredevelopment business.To add to the travel business,the group had Great Value Holidays, the leading agency in package tourspromotingdomestictravel.In 1985,Melewarde-

band died, she investedher limited resourcesand borrowed money from the bank to set up the business.She had threechildren to raiseand educate.Even beforeshe receivedher operator'slicense,she had alreadysrarted Another major project was Malaysian Assurance to rent out her carsin Jakartat horels.

Alliance Bhd. Other venturesincluded shipping, secuFrom this beginning, Blue Bird expandedits taxi rity guard agenry,bricls manufacruring, growing and operation to some 4,000 Blue Bird units,240 Silver marketing of fruits and vegetables,and manufacturing and marketing wooden householdwares,knock-down Bird Executivecars,and chauffeur-drivenluxury sedans under the Golden Bird aegis.It alsoran Bali taxi, Gamya furniture, gifts, and toys.

Taxi and other region-based operarions.The Group likeinvested wise in Big Bird, a wide rangeofservice buses As the eldestson,Tunku Iskandarhad the birthright to assumeTilnku Abdullah'sbusinesslegacy.However, for tour groups, office workers, and airlines.The Blue transpon serthe family decided to restructureitself by dividing the Bird Group ventured into non-passenger diversebusinessinterestsinto major groupings.Iskandar vices.integratingbackwards,the Group organizedRestu chosethe Melewar Leisuregrouping comprised of the Ibu, a bus manufacturing company,and Ziegler Indotravel, tourism and relatedendeavors.He also took on nesia,a fire truck assernblyplant on a joint venture bathe educationand training arm ofMelewar. Yaacob,the sis with Ziegler Germany.They also set up a Gas Biru third son, chosethe insurancefield. The third grouping to produce efficient, clean-burning CNG (natural wasPropertyDevelopmentand Infrastructure.A fourth gas fuel) to serviceits cars, trucks and buses,and grouping wasbroadcasting.Tirnku Abdullah, wo of his J a s a A l a m , a n e t w o r k o f p e t r o l e u m a n d C N G younger sonsand a daughter (from anotherwife) sepa- pumping stations. tours promoting domestictravel.In 1985, Melewar decided to put up its own manufacturing company in personalcomputers,

rately undertook this investment. Many of the previous Melewar acquisitionswere disposedo[ Some did not turn out well, like computer manufacturing and agriculture,but others had fairly attractiveoffers from "when buyers. Iskandar disclosed, somebody comes along with a good offer, we sell out."

Integrating forward, Blue Bird investedin Holiday Inn ResortLombok, a prime tourist destination.In another.ioint venture,Blue Bird establishedfutra Konnas' Freight Center, a cargoforwarding, warehousing,container depot, and repair and servicecenter.Blue Birdt rapid expansioninvolved threegenerationsofentrepreneurialmanagers.Ibu Mutiara herselfrepresents the first generation.The secondgenerationincludesall her children. The eldest is Dr. Handra, a heart specialist;the middle child is Dr. Mintarsih, a psychiatrist;the third and youngestis Dr. Purnomo, a generalsurgeon.The third generation was representedby a grandchildren Noni Nurnomo, daughter of Dr. Purnomo, and her cousinsKresenaand Sigit.

Abdullah recognized that his successes could be traced td the positions he held as member of parliament, his chairmanshipof very many public corporations, his fiiendshipwith the previousand currentprime minister and, ofcourse, his royal family status.But he seizedopportunities asthey came.Somestanedasbusi nesspropositions from foreign firms looking for good bumiputraparrners.Certainly,his reputarionasa successfulbusinessmanattractedthem to him. So one fed Ibu Mutiara, the grand matriarch, has constantly into the other. Others were homegrown ideascoming sought businessopportunities to give her threechildren from membersof the family and from their corporate their own respective businesses to avoidsquabblesamong executives. them if they all stayedunder one rool She lets them run their own shows unlessshe finds something that Three Generationsof Blue Bird Entrepreneurs needsher intervention.Ibu maintainsthat her corebusi"taxi" while all the rest are just related to supIbu Mutiara Djokosoetono establishedBlue Bird nessis porting it.

She hasalwaysfrequentedthe company'sgain 1972 with an initial fleet of 25 taxis.After her hus-

rage,closelysupervisingand training skilled mecha"Good maintenance is very importantin my businics. ness,"she says.She keepsan inventory of enginesand partsand closelymonitorsunits that needoverhauling to minimize rheir downtime.Shesummarizesher key factorsas:achievingeconomiesofscale and givsuccess ing good serviceto customers.

and, later on, her grandchildren.

The family membersare united in making Blue Bird more professionallymanagedbut with a heary stamp of the familyt managementand work ethos.They do not beTheir only fearis running out of relalievein franchising. tives who would like to be involved in the business. r

Dr. Purnomo Praviro acts as the operation's director and managing director. The two other children were given separatekingdoms to manage.Ibu wanted to minimize conflicts amone her threechildren

EduardoA. MoratoJr. is theInsthutei GasanZ. Ortigas, Professor Sr Professorof DeuelopmentManagementand is the Executiue Director ofthe newly atablishedAIM Centerfor EntrePreneurshio (ACE).

Addition and Multiplication Of the three Asian entrepreneurialclans, the Raivasseemto havethe most focusin termsofadding enterprisesto their conglomerate.Essentially, everythingrevolvesaround the restaurantand bakThe addition ofproduct linessupports ery business. the requirementsof the restaurantsand bakeries.

They haveintegratedbackwardinto food processing and centralkitchen operationsand forward into distribution and franchising.Businessfocus,operating and cost efficiency and backward-forward integration are, thus, rhreeobvious themesin their enterpriseadditionprocess.

The Melewargroup addsenterprisesusing a shotgunapproach,wherebyopportunitiesareseized whereverthey may be coming from. Many opportunities come through highly-placedconnections, but, some come through cold businesscalls.

Blue Bird straddlesthe two extremes.While Blue Bird claims a taxi focus, is actually has gone and noninto all sons ofland transport (passenger ranging fiom ta-\isto trucks passenger)businesses ro trailers.They have added resortsthat are ratiodestinations.They haveadded nalizedaspassenger CNG, bus body making, light bulbs, enginesand spare parts to stretch the supply chain. They do

not really have a market focus, just a common denominator. . .wheelsand whatevergets attached to them.

The RaivasmuJriplyrheir businessin a more concentratedmanner, focusing on their core restaurant and bakery operations.

The Melewar groupt initial foraysemphasized their blitzkrieg addition processbut when the various enterpriseswere lumped into industry groupings under separatesiblings,the multiplication processto'ok over.

The Blue Bird group multiplies geometrically with a vengeance.Their taxis, trucks, trailers and busesmushroomby the thousands.And, alongwith them, the serviceand ancillary support unirs. Intrinsically,the Blue Bird businessis easierto multi ply becausethey only need one or two personsfor every vehicle acquired.Also, eachvehicle is a cash cow generating liquid resourcesto acquire other vehicles.

Subtraction and Division .

Becauseof the very focusedand deliberateadthat the S&P dition and multiplicationprocesses group has followed, they hardly subtract or elimiThe most they do is rationalizetheir nateenterprisgs.

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organizationto ensurethe efficientrunning oftheir business.Pataraputs a lot of stock on their managementcarryingcapacityand quality control. She iniriarivero enevenheld backon rhe ltranchising surequaliry through direct managementsupervision.

The rather opportunistic and aggressive addition processofTirnku Abdullah is bound to result in some failed projects.The Melewar group oversteppedits limits when it took on high technology ventures like computer manufacturing and very rislcyenterpriseslie high value agricultural products.Thesebusinessrequirea lot oftechnical knowhow and managerialexpertise.As a result,Melewar had to subtractmore enterprisesthan the other two grouPs. As for Ibu Mutiara, her businessundergoesthe subtractionprocessvery much like a livestockhrm does.After a farmer increases the number ofcattle, sheepand horsesthat he owns, he hasto cull them when they grow old. The samegoesfor Blue Bird vehicles.Older ones must go while younger ones must havetender loving care.The Blue Bird group also,mistakenly,salliedforth into agribusiness that endedin the samedismal fateasMelewar.The pattern is obvious:stayout ofonet incompetencelevel especiallyif that area is particularly difficult and too risky to manage.

The Raiva family divides the S&P kingdom among family members according to function (headofficedirection, operations,finance,marketing), product line (bakery, restauranr,central kitchen, fine dining) and geographicallocation (Thailand, London and elsewhere).The harmony and synergyamong the siblings can be explained by the fact that Patarastartedthe venturewith the women (a sisterwho has since died and two sisters-inJaw) while the brotherswere later comerson, thereforenot original contenders.

The Melewar group, eventually,had to divide the empire into industry groupings.The division strategyadopted seemswise becausethe siblings come from different marriases.Ti-rnkuAbdullah's

schemefor holding the empire loosely rogerher is the creationofa holding companywhich holds only 20 percent of the sharesin the industry groupings.

Thus, the children control 80 percent of their respectivegroups.Ifand when Tirnku Abdullah moves on, the family holding company may have to disband if friction arises,but this can easily be done sinceeachindustry grouping can readily buy the 20 percent minority stock.

For Ibu Mutiara, she is making sure that there is enoughto dividâ‚Ź among everyone.The third generation has been, or is being, groomed to manage the different product linesby beingsentto top MBA schoolsabroad.Eventually,everyonewill havesubstantial piece of the pie. It would be wise for Ibu Mutiara to overseea fair and equitabledivision processthat will prevent unpleasantfamily scenesin the future.

Lessons from the Arithmetic Conglomerates

of Family

One very clearlessonfrom the arithmetic ofthe three entrepreneurialclassstandsour: usethe decimal system, it is easierto compute. (Tianslation: Dont venture into enterprisesthat go beyond the competency,strengthand leadershipstyleofthe conglomerateand irs hmily members.)

Add enterprisesto provide opportunitiesand elbow rootn for family members.Multiply to create critical size, market clout and competitive advantage.Subtractin order to rationalize,cut lossesand re-energizerhe family conglomerate.Divide to keep peice and unitywithin the family,passon the legacy to the next generationand demarcatedistinct areas o Fr e s p o n s i b i l iar yn d a c c o u n r a b i l i r y Finally, the degreeof family cohesion(or repulsion) in entrepreneurialclans is direcdy (or indirectly) proportional to the power and charismaof the patriarch or matriarch, the education and professionalindependenceofthe secondgeneration,and the proper structuring and ratit'nal appoftioning of the conglomerateassetsfor generationsto comâ‚Ź, t

GlobalLiteracies:

How to Speakthe New Language Everywhere of Business, Throughoutthe uorld, knguagesdffir, but the questionis tlte same:How canI thriae in theglobal marhetphce? glabally literate Theansu.nr:first, yo must become

By RichardRosen,with PatriciaDigh, MarshallSingerandCarl Phillips

I knew in an instant what it meant to be illiterate.

In their book Global Literacies,a team of researchers led by Robert Rosen of \?'atson Wyatt lVorldwide has produced the first model of international businesssuccess.Two lessonsemerged from the study, which wirs basedon a wide-ranging study of global leadersof 78 world-classcompanies.First, there are leadershipunito be versals that every executive needs to practice world-classat home and abroad.The seconddefiedconventional wisdom: in the borderlesseconomy, culture doesn't matter less, it matters more.To practice these lessons,executivesmust be globally literate.This excerpt explainsthe fundamentds of global literacy, and what you need to do to make sure you're not left behind by thosewho havemasteredit.

Literacy matters, and in the new, global world of "read" this business,we're all beginning readers.To emerging world allows us to witness an unfolding, an opening up of new possibilities. To fully participate in the global sociery we need a common vocabulary, syntax, grammar, and a rich baseof knowledge. We need to move beyond comprehensionof languageto a deeperunderstandingof ourselves,our customers,our markets.and the culturesofthe wodd.

Global literacy is our new language for the 21"'century,

Global literacy is a stateofseeing, thinking, acting, and mobilizing in culturally mindful ways. And it destill remember my first trip to Japan. Surrounded pends on four separatecompetenciespgrsonal,soby signs and sounds of Japanese,I felt utterly cia.l,business,and cultural. Theseare the leadershipunilost. Unable to decioher elrenthe most basic infor- versals, mation in restaurantsand city streets,I found myself 'When retreating. $7hen I asked questions,people reactedin you become proficient in the four global I couldnt read waysI couldnt quite understand. simply literacies,you begin: the.psychologyof the people.

l0

o Seeingtheworld'schallenges andopportunities - whichclarifiesyourvisionandvdues,illuminating your perceptions ofthe world o Thinking with an internationalmindset which helpsyou developbeliefsand attitudesthat enableyou to think internationally o Acting with freshgloballeadershipbehaviorswhich teachesnewrelationshipskillsthat helpyou navigarethrough the global marketplace r Mobilizing a world-classcompany - which helpsyou inspirepeopleacrossnationalcultures

behavior,and to be open to developingthe skills at the other end. Having accessro the rools at both ends is where the real competitive adyantagelies.

Aad Jacobsspealisand dresseshumbly. He drives an old car and spendsthe sameamount of money he did 20 years ago when he was a manager. He just happensto be CEO of the ING Groep, one of the world's most powerful financial institutions. He's humble enough to ride his bike to work, and confident enough to march unnoticed into the BaringsBank and buy it, cashon the barrel.

PersonalLiteraqr Understandingand Vduing Yourself

Personallyliterate leadersknow themselvesand keep their lives in perspective.Shelly l,azarus, CEO ofOgihT and Mather, once refused to forgo a family ski trip to During a speechin Frankfurt,ke Kun-Heean- attend a worldwide board meeting in Paris."Peoplewere nouncedthat changebeginswith him. To effectchange horrified," she reponed. But, like any personallyliter"We must initiate in groups,he said, changewithin ate leade! lazarus knows what she can and cannot conourselves."

Chairmanof SouthKoreatSamsungGroup, trol. And she knows that having a personaland family Leeknowsthat changemustcomefrom the insideout. life givesher a valuableperspectiveon life. "You must "Youhaveto know yourselfwell,"he says,"your hab"Itt keepyour perspective,"shesays. only business."

its, strengths, andshortcomings.

Questioningyourself thoroughlyis the beginningofchange."

Social Literagn Chdlenging and Engaging Others

Leemodelsthe first steptowardgloballiteracy committingto a continuousand intentionalprocess Stan Shih, chairman ofTaiwan-basedAcer Group, literatelead- is building independent businessesaround the world of self-awareness and renewal.Personally ersmust m:rsterthesekey behaviors: with a senseof pragmatic trust. His philosophy of "fresh,"

o r o I o

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l(ggressiveInsight ConfidentHumiliry AuthenticFlexibility ReflectiveDecisiveness RealisticOptimism

"smiling his curve" businessmodel, his creative organizational structures are all designed to liberate employeetalents and build a virtual network ofentrepreneurialcompaniesunder one global brand.

' Socially literate leadersunleash the power of collective intelligence. They assembleextraordinary people, Our chdlengeis to processseeminglycontradic- focusthem on meaningfulwork, connecttheir wisdom, tory concepts like thesesimultaneously.

Leadership so- and motivate them to do great things. They build strong lutions lie in balancingthe creativetensionsarnong teams (and break down and rebuild them) fasterthan tnem. eYer. The following behaviorsofsocial literacymake that _ Asiansdo it best.Their abiliry to hold two oppos- naPPen: ing conceptsin their minds at once,where it's difficult o PragmaticTiust to tell where one starts and the other stops, makesthem o Urgent Listening innately more comfortablewith ambiguiry.The key is a Constructive Imoatience to know where you stand on the continuum of each

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I ConnectiveTeaching o CollaborativeIndividualism As with personalliteracy,thereis a natural tension betweenthesepolar concepts.How can you be trustHow do you ing while understandingothers'agendas? in celebratepeople'sindividualistic efforts a collaborative environment?To be successful,you must manage the tensionimbeddedin thesequesrions.

To succeed,businessliterateleadersmust embrace thesekey roles: o ChaosNavigator o BusinessGeographer o Historical Futurist o LeadershipLiberator o Economic Integrator

Foster'sis'Australian for beer."Behind the happygoJuckyAustralianfagadeliesa companythat hasfully lValk into the headquartersofPing An Insurance recognizedthe power ofknowledge.ti(4en Ted Kunkel Company, look up, and you'll seea bust of Confucius. b e c a m e C E O , F o s t e r ' s w a s u n p r o f i t a b l e a n d Facing Confucius acrossthe lobby is Sir IsaacNew- overdiversified.He sold offunder-performing assetsand ton. Ping An blendsthe bestof Chineseand W'estern. changedthe leadershipof the company first, realizing "Confucius sayspeople should love each other, obey they neededa fundamenml mindset shift. He also rethe rules, and respecteachother. Yet in modern soci- alizedthat he neededto explain businessgoalsto emety, we must advocate change and innovation. By ployees acrossthe company. blending the pastwith the presentand integratingfor'' "chain" in the company Kunkel examined every eign experienceinto the Chineseenvironment, we've recognizing what changes, also looked for possible their and created a highly competitive enterprise," says "There CEO, Ma Mingzhe, or PeterMa, as he'sknown out- he wouldnt change under any circumstance. side China. Ma hasa deep understandingofthe prin- are only three things in the company that we wont 'Ve won't compromise our brands; we wont ciplesof human relationships,and knows that a fast- touch: changingworld requiresguidelinesto clarify commit- changethe product; and we wont touch training. We've 'fixed cost' in the company eliminated the term ments and responsibilities. everything is variablecost."

Business Literaqn Mobilizing and Energizing Your Business Alfred Zeien is a man in searchofthe perfect shave.

CEO ofThe Gillette Company, Zeien is globalizinga company with American roots by understandingthe world outside the United States.He hascreateda strong "interchangeable management"to navigate culture of unsureterrain.An intenseeconorniccompetitor,Zeien is a businessgeographerwho knows his local markets better than anyone,and who demandsthe samekind leadersthink of intelligencein others.Business-literate like explorers,always imagining something interesting just beyond the horizon and working to uncovet the unknown. They are businessgeologists,digging beneath the surface to find where theri's gold.

They are able to decipherwhat's most important, what's essential,nonessential,and irrelevant to their businesses.

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"We let people'sminds loose.Thatk He explains, to help people at all levelsunourjob'as leaders derstand the external environmint, including where they fit irito the value chain and the languageand numbersof business."

Criltural Literagn Knowing and Leveraging Cultural Difference Istanbul sits squarelyat the meeting place of Europe and Asia. Sakip Sabanci,chairman oflurkey's leading globalconglomerateSabanciHoldings, clearlymirHe is a proud rors that spanin his business'leadership. with his keen nationalist passion Tirrk, but balancesthat desire to learn from others. FIe travels abroad incessantly,entersinto internationaljoint ventures,and inlike Japan's corporatesoutside businesspractices kaizen - into his managementtoolbox.

l. fue you unlearning and relearning the ru.les of Like Sabanci,inquisitiveinternationalistsknow they Insatiably curibusiness? other cultures. literate about must be ous and sensitiveabour peopleand places,they anallze '$7e must throw away past assumptionsthat dont their own cultural biases.Culturally literateleaderslook beyond their own culture for businesssolutions.They work, and embracenew onesthat are untested. dont shy away from diversity and debate - instead, 2. Are you developing a flexible way of thinking they are drawn to it. and acting? new roles: To be culturally literate,we must take on The globally literate mind is agileand nimble cona Proud Ancestor tain conflicting forceswhile creatingcohesionfrom diso Inquisitive Internationalist ParareParrs. o RespectfulModernizer o Culture Bridger 3. Are you using culture as a tool for business suco Global Capitalist cess?

Keshub Mahindra manufactures vehicles in Mumbai. As CEO of India'sMahindra and Mahindra, the world'slargestmanufactureroftractors, he seeshimself as much more than a car maker. He is a trusteeto his company and country. Keepingone foot in his own culture, and one foot on the world stage,Mahindra is a respectfulmodernizer.

Becoming culturally literate requiresan honest sense ofyour own culture, creadnga national pride tempered with an awareness ofnational flaws.You must be awarâ‚Ź biases and cultural strengthsand shortcomofpersond ings, careful not to let theseblinders obstruct your vision. Confident and clearabout who you are,you mir.or-rhe de., ofyour country Understandingand valuing others is the next step. By developingthe capacity to see rhe world from another perspective,you open yourselfup to learning what they have.

Culture is a tool when we understandthe similarities and differences among people, companies, and countries.

4. Are you using the literacies as an integrated system?

The global literacies are an integrated system of learning, eachdependenton the others.

5. Are you teaching others about the global literacies?

Great leadersare great teachdrs.Ultimately, companies mrist compensatepeople for exhibiting these behaviors.Otherwise, peoplewill resistchange. ,6.

Is your businesssuccessenough?

In the 21" century we are dl global traders,creating a lot of opportunities for growth and success'But these benefits also bring serious responsibilities'At a The challengefor all ofus is to learn how to learn. time when businessis prosperous and powerful, we So often we sabotagelearning through our own arro- must build a healthier, sustainableplanet for all our ganceand prejudice.Our ethnocehtrismand outdated citizens.

I thinking blind us, keeping us from becoming globally literateourselves. on BusinessLead' Excerptedfom Ghbal Literacies: Lessons Globally literate peopleknow how to ask the right ership and National Cuhares, uith permissionfom the questions.Here are six to get you started: authors.Publishddby Simon and Scbuster.

How to Become a Globally Literate Leader

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ParkProject TheSuzhouCityIndustrial

A Taleof Two Chinas? and An ambblousproject in China that was meant to thowcasethe xrengths of its two partners - ouerseas mainknd Chinese instead illustratesthat diferencesin cubure ojlen eclipseany similarities Bv Derek Liew

Much hasbeenwritten about the powerful network of overseasChinese, their tight integration with mainland China, and the importance of guanxi, which mainly refers to the informal relationships within this network. Yet as the caseof the Suzhou Ciry Industrial Park Project shows,thesestaplesof conventiona.l wisdom do not alwayswithsmnd closer in study. Prof. Liewt findings about the difFerences Chineseculturesthroughout the regionhaveimplicarionsthat go beyondChina-Singapore ioint ventures,and coverany businessrelationshipwithin the Chinesenerwork.

In the German Embassy(in Beijing) suwey of Europeaninvestors,the investorswere only able to achieve50 percent of their businessaims, and 43 percentoftheir local joint-venture partnersbecame competitorswith similar products.Another conclusion drawn by the newspaper:promisesofthe central government can mean nothing, when the differencewith the province is large.The enforcement ofpolicy and law in this vastcountry becomesquestionable. If SingaporeanChinese,who understand the same language,share the same cultural backgood governmentconractsin ground.and possess Bei.iing, fail in this showcaseproject, what could small and medium-sized companiesfrom Europe and US expect,when they encounterdispute in \-nlnat

oint-venture industrial park with Singapore Clearly, the joint venture has been a city in itbreak down - Confidence of foreign investors dwindle. China goes through the fail- self bred by two cultures. Its disappointing breakure of a showcaseprolect. (Handekblatt, down naturally has severalimplications surrounding rhe China-Singaporerelationship.

July 1999) The German article further readsthat the failfor ure ofthe project hasfar-reachingconsequences the Peoplet Republic of China (PROC). This is becawseChinesePraident Jiang Zemin was quoted as 'prioritl calling it a ofpriorities."

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The

"City'

But first, there is a needto examinethe boundSuzhou ariesofthe controversialChinese-Singapore

IndustrialPark(CS-SIP).The projectis in theJiangsu province, situatedbetweenShanghaiand Lake Tai. It can be reachedin an hour-and-a-halfby car from Shanghai,which is well servedby international flighrs. Starting from an areaof 8 squarekilometers the overall plan called for the development of 70 squarekilometersand an investmenrof approximatelyUS $20 billion.

CS-SIP planned to adapt rhe Singaporeexperiencein economicdevelopment and public administration to local condirions, aswell asto provide entrepreneursand investorsfrom all over the world with an investmentenvironment that had transpare n t p o l i c i e s a n d e f f i c i e n t m a n a g e m e n t .D e n g Xiaoping commentedin early1992,rhatChina could learn and adapt the Singaporeexperience.Thiscoincided with a Singapore push for economic regionalization.Lee Kuan Yew stated in a Septem"The ber 1999 interview: good that we expecredwas to transfer to them the knowledge and know-how of how to plan, implement,build, and administer an integratedtownship offacrories,residenrialareas and commercialbuildingsand schools,erc.This is what the Central fgovernment] wants, this is what Beijingwants,so that they can seehow Singapore hasdone it and then replicateit in hundredsofcitiesacrossChina."

As of September1999,therewere 164 projects with fixedassetinvestments of USD6.6 billion. One hundred six industrial projectshavestarted,ofwhich 82 are operational.The averageinvestment per projectis US $30 million. Two commercialcomplexes and 30,000 squaremetâ‚Źrsof residentialbuildings havebeencompleted,and 100,000 squaremetersof ready-built factorieshavebeen prepared.

The Tales Following the breakdownofthe project werethe inevitable statementsfrom irs key figures. Senior Minister LeeKuan Yewairedhis frustrationson CNN in September,1999: "...V/hat

they wanted aas the hardware- the roadt, the buildings, the linhs to highways, the water pldnt, the seweragetrcatment worhs, the standbygeneratorsin casepower supplyfails. We werenot achieuingour objectiuesbecause thry uere not interested;n learning somethingthat will not beneft them but probably beneft one hundretl other cities. So they were concentrating on what beneftedthem.And to beneft them morebecause theyare uerl smartpeople,eueryinuestorthat came "tYhy in thelt said, not cometo our parh? It [is] cheaper...we [willJ looh afer yu just as well.

And so'theyuere reallyunderminingtheproject."

In October of that year,the idea of developing an industrialpark in Suzhouwasbroached.The joint ventureagreementsweresignedin Bei.jingin FebruAlso,queriedaboutwhetherthe Singaporegovary, 1994.The formal initiation ofthe Suzhouln- ernmenrhad consideredsufficientlythe impact of dustrial Park project took placethat May. the rival SuzhouNew District (SND) project before committing its investmentin the SuzhouIndusrrial The developmentorganizationis the China- Park (SIP), Depury Prime Minister BG Lee Hsien SingaporeIndustrialPark DevelopmenrCo., Ltd. Loong replied (August, 1999) thar although aware (CSSD).CSSD hasa registered capitalof US $100 of rhe project,not enoughattentionwas paid to it. million, ofwhich 65 percenris ownedby Singapore He claimed that a very senior Chinese official conand the balanceby China. The operationsstarredin firmed rhat if the latterhad beenawareofthe SND 1994.Preferentialpoliciesincludethosein Economic project, he would not haveadvisedthe Singaporeans Tiade Development Zones, and some availablein to takeup the SIP project.

SpecialEconomic Zones. Wholly foreign financial institutions, manufacturing entities, and commerThe SingaporeStrairsTimes reported (Septemcial retail enterprisesarepermitted to operarewirhin ber, 1999) that the Provincial Party Secretaryhad the CS-SIP apologizedfor the townshipi failure to make much

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money.He also providedadditionalinformation includingthe fact thar the SIP projectrepresented one-rhirdof all investmentsin the province,and in the SIP formed 60 that the foreigninvestments percentof investmentsin Jiangsu.He further stated that the problemsbetweenSingaporeand local of"nothing significant." After ficials over the SIP as confirmingthe decisionfor the Chinesemanagers to take control of the joint ventureon Januaryl, a 2001, he addcdthat the SIP would be considered when the Chineseteam could run it even success than rhe Singaporeteam. better However, these are merely press releases.To properly understandtheir relevancero the projectk breakdown,it must be noted that there arevarious factorswhich havehad a bearingto the whole tale.

The Underlying Factors SingaporeanChinese:More than 60 percent of Singaporenationalsareof Chineseorigin, a result of the immigration that took placeafter the foundingofSingapore.In the daysofBritish colon i a l i s m , a d i s t i n c t , E n g l i s h - l a n g u a g se c h o o l The educatedgroup of (local)Chinesedeveloped. majoriryof Chinese,if they went to schoolat that rime, attendedChinese-mediumschoolsthat used rraditional Chineseliterature as its basefor edticatingits pupils. This resultedin significant intellectual and philosophical differencesberween the two groups- one often derogatorily described as WOG's (WesternOriental Gentle-men),the "two Chinas" other claimingto be true Chinese.The concept may perhapsbe taken in this context.

"Guanxi"

in China: Guanxi and Doing Business relarionships and exchanges is a networkofinformal throughoutChina offavorsthat dominatebusiness is ancient systembasedon East Asia. lt an and What many non-Chinese, personalrelationships. non-Asian observersfail to realizers rhat guanri t a k e s t i m e t o e s t a b l i s h ,a n d a r e p e r s o n a l relationships that expand into networks transcendinggenerations.A direct exchangeof favor for benefit almost neverever takesplace.

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arecurThe interestingaspectis that researchers rendy looking for similarities \erween guanxi and rhe westernconceprof relationshipmarketingthat is now growing in populariry Y H. Wong comments "a have and researchers that numberofbusinessmen from an exand. analyze guazrr ro understand. tried clusivelyWesternpoint of view" Not only wasthe alsoconfinedtheir frameworkunsuitable,researchers culturebaseand ideas. usingW'estern understanding "Guanxi" in China: There we re Singapore negotiations rhat took placein China by a Singapore GLC (governmentJinkedcorporarion)that pre-dates the Suzhouprojectby a numberofyears.Thesewere f o r t h e e s r a b l i s h m eonft a j o i n r v e n t u r ea i r s e r v i c e that was rumored to havereacheda stagewhere the G L C e s t a b l i s h erdh e S i n g a p o r em i r r o r c o m p a n y . recruited the senior managemenr,and enteredinto a wet-leaseof an aircraft. The project never got off the ground becausethe Central governmentstepped in just as the project was about to commence, wanting to know why the provincialgovernmenthad approved the project without Central government approval.

It is highly probablerhat the SeniorMinister was well awareof rhis earlierfaux pai (the lailed air service project).After the much-publicizedspeechby Deng Xiaopingin early1992,he must haveconsideredthe.timeopportuneto exploitwhat he possibly felt wasa strong relationshipat Central Government of eventsthat led to the initialevel.The sequence tion of the SuzhouIndustrialPark project,the period ofaround l8 months from broachingthe speis somewhatof a cific ideato signingof agreements recordfor.joint venturesin China.

By 1992,LeeKuanYewhad morethan l0 years with litrle criticism within cabinet.Some foreign research on the profile expertswho had conducted. ( f r o m c o m m u n i r yc e n o Fr h e S i n g a p o rlee a d e r s h i p rers, to the administrative service, to government rather leadersup to MinisterofStatelevel),revealed "leaders" interviewed interestingfindings;most ofthe withintellectual but non-intuirive; wereanalytical our being creative;togetherwith other characteris-

"unciviliz.ed from the Northeast.One as barbarians" rhe Hakka for this is possiblybecause ofthe reasons "emancipated" Chinesewomen women werethe first who did practicefeet-binding,a practicethat could only takeplaceamongrhe well-ofl As a reactionto created note rhat the negotiations this, from the early 1900'sHakka researchers Ir is alsopertinentto with the PROC commencedin 1992,and Lee ap- the myth about the originsof the Hakkas,and the p e a r sr o h a v e d o m i n a r e d t h e t h i n k i n g o n t h e g r o u p ' sg r e a t e rl e v e l o f C h i n e s e n e s sT. h i s h a s Singaporeside.Leewasexploitinghis beliefthat he probably accentuatedthe centuriesold conflict had developeda strongguanxiwith theChineselead- berweenHakkasand other Chinesegroups. relarionership,and this would resultin successful The following wereor areof Hakla descent:Sun ships.The projectalsosuitedSingaporeat that rime a s i t s g o v e r n m e n tw a s p u s h i n g f o r e c o n o m i c Yat-Sen,Hong Xiuquan and other leadersof the regionalizationofthe Singaporeeconomy.\With Lee Taiping revolurion,Deng Xiaoping,LeeTeng-hui, thinking that a specialrelationshipexistedwith and Lee Kuan Yew.On the other hand, Pres.Jiang China (by this time Dr. Goh Keng Swee,formerlv Zemin is lrom the Jiangsuprovinceand generally Shordy after Deng'spassDepury Prime Minister and FinanceMinister,had classifieda Shanghainese. spenta few yearsasa specialconsultanton economic ing, it is believedthat three of the five membersof affairsto the PROC), he beganto strongly push for rhe CentralCommitteewereShanghainese. rhe establishmentof a showcaseSingapore-China prolect.

The End In 1992,two formerseniormembersof rheearly 'Where does this all lead to? To reiterate,the cabinetsopinedthat projecrsplannedfor China (the by both Deng Xiaoping Suzhouprojecthad not yet beenbroached,but Lee SIP objective,asexpressed u a sa c r i v e lpy u s hi n g C h i n aa sa n i n v e r t m erno p p o r - in 1992, and repeatedby Lee Kuan Yew in 1999, tunity) was bound to fail becauseLee did not un- wasto enablethe transferofknowledge.The project of Deng'ssuccessor, derstandthe PROC Chinesepsyche.He had been carriedthe public endorsement educatedin English, and though he had included PresidentJiangZemin, who went to the extentof membersin his parry, endorsingit in calligraphy.The point in time when left-wing Chinese-educated he orchesrratedtheir departurefrom the ruling parry. problemsemerged,mid-1997, was coincidentally More importantly they felt that Lee had lost some shorrlyafrerthe passingof DengXaoping. Did rhe o f h i se a r l i esr e n s i r i v i rhya v i n gb c c ni n a p o s i t i o nr o departureofthe recognizedsupremeleaderof China mean the demiseof one of his sponsoredprojects dominatethe cabinetsfrom the rnid-1980s. of his successor? despitethe public endorsement remains Hierarchy: There a social ChineseSocial hierarchy basedprincipally on the original dialects A numberofingredientsprobablyinfluencedthe standat, Singaporeattitude to project. Having beenendorsed ofthe person.In general,the Shanghainese or near, the rop of the pecking order, while rhe by the highestlevelsin the CentralGovernment,the Hainanese(from Hainan Island)areat the bottom. Singaporeanmanagement,by their very background, The Hakka (alsokejia) Chinesearesecondfrom the had expectedunstintingsupportat the localoperabottom ofthis list. Followingthe end ofthe Punti- tional level.This is what hasoccurredin Singapore.

Hakla wars (Punti is the Cantonesedialect for the The Singaporeleadershipprobablyfelt that, using the disputebetweenthe the experience ofthe abortedGLCs air servicejoint Cantonesedialectspeakers), Hakkasand Cantoneseconrinued in a war ofwords. venrure,CentralGovernmâ‚Źntsupportwould enable Invariably Cantonesewriters would refer to Haklas the project to proceedsmoothly.It has confirmed but not tics that madethem excellenttechnocrats, leaders.It is probablynot incorrecrto suggestthat the newer membersof the cabinetsformed from the m i d - | 9 8 0 sh c l d r h es a m ec h a r a c trei s t i c s .

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{

that it did not pay enough attention to loca.lconditions when selectingSuzhouCity (it is unclearasto indicated who proposedthis site- the Singaporeans thar they found similaritieswith JurongTown, a successfulindustrial project in Singapore).Ifthe Central Government selected the site, they (the Singaporeans)could be forgiven to have thought that a key reasonfor the selecdonwasbecauseJiang Zemin is himselfa son of that province.

asthe dwelopment ofan industrial estateinJiangsu?

The Singaporeobjectiveswere most probably the establishmentof a bridge to China. Certainly the profit motive would havebeenincidental. Deng Xiaopingt objective was quite probably what he enunciated - the transferofknowledge to China.

But the need by the Chinese partners to demonstrateprofitabiliry becausethey felt that it was the important measurement,probably meant that they did not could not understandwhy the Singaporeans In hindsight, it seemsclearthat while therewas have the samesingle-mindednessin the pursuit of a strong reladonshipat the highestlevelofthe Cen- profit as they did in other pro.iectselsewherein the tral Government, therewasno samestrong rapport world. at the SuzhouCity level. 'purity' issues,when it comes As for the Chinese The Suzhou Provincial Party Secretaryapolo- down to it, does the Singapore leader's Hakka "to make much money" orientation haveany'thing to do with the breakdown? gized for the project! failure - the Singaporegovernmenthas reported an accu- Probably nor, rhough it is an interesringpoint ro mulated lossof US $90 million from inception to POnOer. date.This is very much in keepingwith the values -Whetherit can be calleda matter of"priority of that have developedin China. In Antoniou and 'X/hitman'spaperof 1998, researchamong Chinese priorities" or not, it is unfortunate the ta.lehere is managersand professionalsfound that they ranked that there is none, sincethe statusof the joint ven"bisix valuesin the following order: Aesthetic,Social, ture remainsaborted.V4at would havebeena cultural" triumph, a sourceofpride (and profit) in Economic, Theoretical, Political, Religion.

China and Singapore,hasinsteadbeenreducedto a "Asian sectiori'ofa EuropeanmagaExamplesabound of how betrayedthe Chinese headlinein the joint-venture partner feels if profitabiliry is not zine - where there is no room for the concept of ! achieved rapidly. No marter how unrealistic, the guanxi,' or the origins of the word Hahha. mainland Chinesemanagerexpectsan early financial return from a joint venture. The friction that developed could have been both social and economlc.

The second important element of the Party "SIP would be considSecretarytresponsewasthat ered a successwhen the Chineseteam could run it . even better than the Singaporeanteam." Pride in China has always been important - it is difficult alone to convince the factory workers that qualiry control meansthere should be re.jectedparts in the factory. Rememberthat the local team is probably dominated by peoplefrom Jiangsu.The Singapore team pfobably comprised membersof mixed dialectal origin. So how could they perform better in somethingassimple (in the minds of the local team)

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Prof Derek Liew hasbeenengagedin fnancial seruices He wasconnectedin uariouscafor nearlytwo dzcades. uenpacitiestuith inuestmentbanhing,assetmanagement, in Singapore,Hong ture capial, and secuitiescompanies Kong London, Banghoh,Jakarta, and the Philippines. ofLondan,Hong He wasaccredited to theStockExchanges Kong,Jakarta, and thePhilippinesand uon theaPProaal ofthe Bank ofThaiknd to heada licensedsecuitiescom' posipany. He hasalsoheldseniormanagement/director tions in cornpaniesbasedin Canadz, the Netherlands Antillzs and the PeoplziREublic of China.

ThreeHundredand FiftySteps Jollibee:

in OneDirection

Behind the phenomenalsuccessofthe mostpopular Asian./'ast-foodchain linking more than on one all-important customersegment 300 storesin two hemispheres- is a single-minded.focus

By Tony Tan Caktiong

Customer segmentationis one of those marketing fundamentals that have become more basic as markets continuously explode into increasingly granular niches.At its most effective,focusingon a core market segmentcreatesa corporatethrust thai Ieavesno room for confusion of direction. In this feature,JollibeeFoodsCorporation PresidentTony Tan Caktiong revealshow his group staked its s t r a t â‚Ź g yo n a s i n g u l a r f o c u s o n t h e n e e d s o f children. aveyou evertakentime to observejust how a child enjoyshis meal?You would haveto be very quick, though, becauseall his reactionshappen in a flash.

20 yearsnow and Jollibee still weavesthat kind of the child is and spellamongchildren.This is because alwayshas been at the very core ofJollibee'scorporate strategy.It doesnot require a long, hard look at marketingstratthe variouscomponentsofJollibee's egy to discern that the kid, indeed, is central to everything.

Value Meals and Menu Options frst the impressionsurfacesthatJollibeevenaured into an area that concernschildren the least,value mealsaccount for more than 50 percentofJollibeet sales.But what'sin it for a child whosetenuousgrasp of economics is completely defined by adults who put little premium on instantgratification?

"value-for-money'' is the determined ForJollibee, "value (or daddy, for that matfor mommy" child's ter). As a child is alwaysaccompaniedby an adult when he goesout ro dine,eatingat Jollibeeis a family affair. And when a child has his family in tow, what the pesocan buy should alwaysmatter ro him.

Newvalue mealofferingsaddressthe budget-strapped Then he gingerlypicks up the first item, linger- housewifewho hasjust paid out tuition fees,aswell ing for just a fraction of a second that itt almosr asthe young student who hasro get a filling mealon ceremonial.He takesone final whiffof the mouth- his meagerallowance. wareringaromabelorehe finallygivesin to a giganAsidefrom value,varieryshouldalsocount.Thus, tic bite. the PalabokFiestaor Amazing Aloha is availableto It's not hard to surmisejust how much influ- the linle kid who would be perfectly content with ence a child's eating habits, unencumberedwith the usualYumburgeror SpaghettiSpecialin his iolly adult interpretation, haveon product development Kiddie Meal - and he has always been oflcred a and communications strategy.It's been more than choiceat the sameprice.

He first gives his tray of food intensive ocular inspection,taking in the colors, the shapes,the order and proximiry of the items in relation to each other.He peersinto his drink, just to seehow high up the glassit reaches.Notice how his eyesgrow larger and how his pupils are so incredibly dilated?

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The Store Experience

tantly, to the child, they are messengers ofgood val-i(/hile ues. other companiesemploymascotsasa mere merchandisingvehiclefor their product, the Jollibee mascotsareessentialbridgesthat help put acrossimpoftant life messages to Jollibeet young patrons.It is no wonder why the mascotsare also well liked by adults.

A visit to any Jollibeestorewould make anyone feel like a child again, what with the bright color schemeand the irresistibleJolly Kiddie Land. A smil"statue" ing Jollibee welcomeseveryoneat the door.

Festivemurals featuring different Jollibee mascots adorn the walls. Of course,the ambient screamsand shrieksofdelights from Jollibeettiny patronsdo more For years,Jollibeehassupporteda televisionprothan add to the kiddy atmosphere. gram for kids, Chikiting Patrol. The program is of tele-magazineformat asis highly educadonal.Its use There is a very good chanceyou would catch a ofthe Jollibeemascotshelpsmake learning a fun exJolly Kiddie party going on in one areaofthe Jollibee periencefor all young televiewers.Two yearsago,the store.The themes,games,dicor paraphernaliahave mascot shows were revived. Performancesin malls been carefully developedto suit preferencesof Fili- showcasenot just the dancingprowessoftheJollibee 'Kaya pino children. More importantly, Jollibeet Party mascotsbut the Mong Maging Bayani, Kid" themesrevolvearound kids' favorites: Space,the Z-oo, campaign.The short skitshelp concretizehow young and the Circus.The partiesare not limited to birih- children can becomeheroesof today. days - Jollibee has done graduations,baptisms, reunions, and for those who perhapswished to relive their fond memories,evenwedding receptions.

Kaya Mo, Kid 'Kay

Promotions There is a historicdly proven formula for a successfulpromo item. The ever-familiarsmilingJollibee mascoton any toy hasalwaysbeena favorite.Jollibee has also opened new doors to new worlds ofinternational charactâ‚Źrssuch as those of Sanrio, Warner Brothers,Fox, and Cartoon Network - just to make sure that kids keep in stride with the international counrerparrs.Of course,Jollibee is still very much part ofthe repertoire.Eachnovelty item is kid-tested - the biggesttest a premium can be subjectedto. It must passcriteria as incomprehensibleand at times as unpredictableas a childt varying moods. But it .must alwaysbe some kind of adventurefor him.

Mo Kid" is a corporatecampaignkanched byJollibeein 1996. It teehsto empotuerFilipino children b1promoting good ualues.

The Filipino child haslong had the advantageof sound values espoused by the family. These are grounded in faith and in the family's love for one anotherand concernfor others.Recognizingall these 'Kaya valuesinnate in the Filipino culture, the Mo, Kid" campaignbuilds on them to help createa suonger, bener generationamong our youth.

The campaign has taken on different shapesftom irs thematicadvertisingon relevisiontwo yearsago "Kaya Mong to the national drawing competition "Kaya Mag-Drawing, Kid" to the multi-dimensional Mong Maging Bayani, Kid" - Jollibee'scenterpiece for the Centennial celebrati.onsof 1998. The CenThe Mascots tennial project also had a national competition en"Kaya titled Mong Sumulat, Kid" a nationwide inHerry, Twirlie, Champ.

Mr. Yum. Popo. . ter-school essay-writing contest that chdlengesyoung Jollibee Chickee a l l s e v e n o f t h e m s t a n d a s t h e minds to the concept ofpresent-day heroism. Both Corporation's ambassadorsof goodwill. They are these competitions are by no means undemanding bearersof fun and entertainment. But more imoor- even by the adult standards.But just asJollibeehas

20

been proven right in its faith in children, young minds stand to amazethe Filipino public. In such sterling examplesof talent, Jollibee finds renewed luster, over and over again - just as though it has found an effervescentfountain ofyouth.

Sangkap Pinoy campaigns.The alliance with the D.O.H. has lasted for more than sevenyears now and is jointly mordinated byJollibeeand local health officials.

Socid Commitment Super (Duper) Kids Up until this point, the entire thesisis on kidThe Superkids Club, an integrated organization marketing strategyto bring in sales.An integral part of children with store-basedmemberships,is over of the marketing effort, however, is socid responsi200,000 membersbig. As a Club, it is built-in net- bility required ofevery commined Filipino enterprise. work for Jollibee'svarious campaigns.The Superkids It is part ofJollibeet way ofensuring that the generaClub is also a resourcefor projects such astree-plant- tions to comewill be thoseit will servewith the same ing activitiesduring Earth Day Celebrations,infor- dedication asit givesthe generationoftoday. Jollibeeis mation disseminationon the National Centennial, beneficiariesinclude the Chosen Children Village and the like. The Club keepsitself busy by organiz- Foundation, ABS-CBN Foundation, Bantay Bata ing competition on arts and crafts as well as other Foundation, Lingap Center, Tirlay ng KabataanFounfun contests. In Davao, there is a program cdled dation, to name a few.A.lmostall of its beneficiaries Kiddie Smart Program where young kids are given a are dedicated to children; half of them exclusively hands-on tasteofwhat itt like to work in a Jollibee for children. By Jollibee'sdesign,the list grows each store.The Kalookan Jollibee storeshave their own yeaL version in summer, the Jollibee Superkids Club Kiddie Crew.

One Direction In an organization aslarge and asgeographically spread as Jollibee, strateg;r that is clear-cut, singleminded, and understood throughout the system is Jollibeet corporate marketing efforts are repli- of critical importance. AII 250 or so storesneed to catqd at the store level. ks local Store Marketing move togâ‚Źther in the samedireition. They need to prefer- understa;d why, and everyone needs to know how activities provide nuances for local flavor ences,trends,personalities,and others.The general the job should be done. It is a difficult task but, imidea is to bring Jollibee closer to its customer and bibing the true spirit ofa young child, eachJollibee closer to every childt heart. Each retail trade area store remainsundaunted. periodically mounts a storewideeffort that echoes that ofthe generalmarketing stratery.Attractive giveJust like the child it eternally seeksto win over, mascot games. and prizes are aways, appearances, Jollibeewill foreverbe a child at heart. From its apamong the numerous gimmicls employed by Jollibee parent naiveti will emergeinnovation, and from its store netionwide. outlook will come a growth that can only be seen from the eyesofa child - characterizedby hop, sponEach Jollibee outlet also prides itself in estab- taneiry and an outlook devoid of limitation and lishing excellentcommunity relations.This is most fear.

I evident in town fiestas,localciry governmehtevents. in the MaAGA ang PaskoChristmas toy drive where Tbny Thn Caktiong is Presidzntof JollibeeFoodsCorporathe entire community pitches in, and the Depart- ion. This article was a$erptedforn the booh,Marketing ment of Healtht Knock-out Polio and Araw ng Excelhncein Good Tines & Bad..

Community programs

2l

One Hundred Fathers Victory as U.S. PresidentJohn F. Kennedy said after the Bay of Pigs incident, has a hundred fathers.He did go on to saythar defeatis an orphan. Exceptin the caseofJollibee, defeatis not part of the context. But victory is, and for everystory like Jollibeet, there will be asmany reasonsfor success as there are observers.Deep in the economic slowdown of 1998, BusinesVeeh pointed out Tony Tan Caktiong'saggressive movesto renegotiatewith suppliersfor lower prices,for keepingoperationslike bun-baking in-house,and other meanswith which he slashedcosts.

"Going In Globd: Lessons from late Movers," an article in Haruard BusinessReuicu, rurhors ChristopherA. Bartlett and SumantraGhoshalcredit Jollibeet successfulbenchmarkingofthe opera"Going head-to-headagainstthe experiencedglobal companygaveJollibee's tions ofrival McDonaldt. managersa firsthand view ofthe sophisticatedoperatingsystemsthat allowed McDonald's to control "ButJollibee's its quality, costs,and serviceat the storelevel,"write Bartlett and Ghoshal. management did not just copy McDonald's; it also looked for ways to innovate." Specifically,they cite Jollibeet ability to incorporatelocal tastepreferences.

The resultsare well known to marketers:Jollibeeis one ofthe few fast-food chainsin the world that managesto consistentlyoutsellMcDonaldt. McDonald's existsin the Philippines,Jollibee'shome turf,,but its shareruns a distant secondto Jollibee's70 percent (or more) share.

Numbe r-cruncherstalk about Jollibee'ssawy balance-sheetmanagement.Before, this revolved around the companyt abiliry to leveragesuppliers'credit and raisereturn-on-equityfigures.In layman's terms, therefore,a classicexampleof using other peoplet money. Recently,it hasbeen about how the company has always surprised investors on how little debt it has.Whichever financial strategyJollibee uses,it hasbecomean acceptedfact among investorsthat the company hasthe strongestbalancesheet among Asia'sbest-known companies. '

Jollibee hasalso recently becomea model for globalizing Asian companies,beating evenMcDonaldt and Kentucky Fried Chicken in opening a srore in emerging markets like Vietnam. Yet it is also extolled for staying in the home market it knows so well. Instead of major expansionsoutside the Philippines, the company hasdecidedto becomethe leaderin a rangeoffast-food lines, from chicken to pizza.or so the analysisgoes.

The companyt presidenthimself, in the accompanyingarticle, picls out the laserJikemarketing focus on children's needsas a core factor in the company's success.

Systemsthinkers would arguethat the whole is greaterthan the sum ofdl the parts that come out ofany analyticalexerciseyou might do on Jollibee.

That's the problem with success- too many explanations.

-

22

TheAsian Manager

HRandLeadership Les PickettInterviewsDaveUlrich HR people must talk lessand drliuer more, managechange,know their busines, undzrstandfnancial management,prouidz efectiue leadershipand add ualue to their organizationsif they are to suruiue,says leadins international educatorDaue Ulrich.

Regardingother findings that emergedfrom the extensiveresearch,Dave states that the ability to "Our work identified competenciesfor HR profesmanage change is more important rhan business industries, sionalsacrossHR functionalspecialties, knowledgeand delivery of HR practicescombined, firms, and time. Our intent has been to createan and that HR professionalsneed to be more knowlarchitecturefor the competencies- for the entire edgeableabout financialmanagement,externalcomHR profession,not just a single firm. We found petitive and customer demands.They also need to that while traditionalsourcesofcompetitivâ‚Źnesshâ‚Źlp be able to work with line executivesto send clear many companies,sustainedcompetitive advantage and consistent messagesabout the firm goals and may be due in part to organizationalcapabiliry." directions. "'Ve

found that the highest performing firms reducedtime and effort spent on HR transactional issuesas they outsourced,automated, and re-engiuring my research,I worked to exam- neeredtheir HR activities. Consequently,the relaine five critical capabilities;Il] shared rive amounr o[ rime spenron strategicissuesescamindsetor cuhure change;[2] speedor lated, while the transactionalfocus of the leading making things happenquicker within the firm; [3] firms diminished." talent or the abiliry to find, motivate, and keeptalDave Ulrich has been listed by Business$feek ented individuals throughout a firm; l4l boundaryless,or the abiliry to move information as one of rhe worldi top ten educatorsin manageOver and ideasfrom top to bottom and side ro side ment and the top educatorin human resources. (learning)in a firm; and [5] leadership,or the recentyears,he hasreceivedthe prestigiousLiferime Excellencefrom abiliry ro build the next generationof leaders." In AchievementAward for Professional "HR had to demonstrate rhe Socieryfor Human ResourceManagement,the profcssionals other words, 'Warner\M StockbergerAchievement Award for outcompetenciesin five categories:businessknowledge, delivery of HR practices,culture manage- standing contribution to public personnelmanagement, the ability to managechange,and achieve- ment from the InternationalPersonnelManagement Association,and hasbeen electedFellow ofthe Nament of oersonalcredibiliw."

23

He hascontionalAcademyof Human Resources. sulted and undertaken researchwith over half of the Fortune200, and haswritten a numberofbestsellingbookson leadership, management, and human resources.He is currently a professorat the Schoolof Business at the Universiryof Michigan, where he co-directsMichigant Human Resource ExecutiveProgram.He is co-authoringanother book on buildingrhe HR scorecard, which focuses on the challengingtaskof creatingand susraining h i g h p e r f o r m a n cues i n gp e o p l em e r r i c s .

Challenging the M4hs TheNew Competition.Competition hasmany hces, It is about servingcustomersbetter than your competitors. A number ofstrategieshavebeendeployed to do bener ar theserwo things. The traditional one is to build customerintimacy,attain profitable growth (or in todays lingo, increaseEconomic ValueAdded), leveragetechnology,and provide superiorproductsor services.Strategiescalled mission,vision, values,strategy,goal, or objectives were lormulated which gavea firm a unique niche in the customermarketplace.

How do we build the right organization?Dave respond.that we needro redefineorganization: "The

o l d a n s w ew r a st o d e f i n eo r g a n i z a r i oans structure or systâ‚Źms. Organizational diagnosisfocusedon changingstructurein terms of layersof management, number of people,or reportingrela(charts). tionships Other organizational diagnoses focusedon analysingfit betweensystems(e.g.,staffing, process,rewards,structure, people, strategy).

Theseviewsoperatedon organizationasmechanism which can be changed. "what New answersto is organization" are emerging.They focuslesson structureand more on capabilirywhich goesby many terms- corecomperence,process,high-performancework teams, They repdisciplines,characteristics, or processes. resentthings the organizationknowshow to do well, and is known for by customersand employees.

"what Today'sorganizationdiagnosisfocuseson organizationcapabilities are requiredto turn straregy into resulrs?"

This questionhighlightshuman resource practices.HR practicesarethe bundlesof managementinvestments which createand sustain capabiliry. For example,an innovation capability 'While they arenot incorrect,theseratherdated may come from hiring bright, creativepeople, reanswâ‚Źrsare rapidly becomingindistinguishable. wardin$risk-taking,communicatingthe on-going Competitorscan match product, service,and price. importanceof innovation,organizinginto virtual Executivesmust discovernew waysto characterize teamsand projectsfor new ideas,and trainingemployeesin waysto make things happenquicker -all themselvesto valued customers. of which are HR practices.

An emerging view is that strategyalone will Dave is quite passionate about the opportuninor ensurecompetiriveness.

Competitiveadvantage requiresorganization,which represents the ties for HR professionalsto play a lead role in this firm's ability to act, perform, and deliver what is new world of work, but he cautionsthat the sucpromised. To a customerwith rwo firms making cessfulHR professionalsofthe future must acquire similar promises,organizationprovidescomforr and demonstratenew competencres. and confidencein the ability to deliver.

Survival Kit Thesechangesprovide HR peoplewith a great to Know the business. For HR professionals, opporrunirybecause human resource pracrices can would be the ticket to business discussions. do so turn strategyinto results;missioninto action;and Without beingableto easilytalk about finance,marvision into commitment.

24

keting, customers,rechnology,competitors, and businessstrategies,HR professionalswill always be afterthoughts.They must know what their senior leadershave in mind, and deal wirh those problemsin businessterms.

ing customersharecomesfrom the intimacy rhat f o l l o w ri n v o l v i n gc u s r o m e risn o r g a n i z a t i opnr a c tices,and intangibles,including capabilitiesand leadership,havebecomecritical forecasters of market capiralizarion.

MasterHR practices.HR is a professionbased on theory from multiple disciplines.Learning theoryinforms training motivation theory informs compensationchoices; cognitivetheory inlorms culture. HRprofessionalsneedto know the rheory and researchin the field, to access,aswell asapplv, the bestpractices.

Important questionsfacingmembersof the senior executiveteam: How do we know if we have the right organization?What canwe do to crearea betterorganization?

Shapeculture. Culture represents a firm'sequity or identity to key externalcusromers.HR professionalswho weave their work together ro shapeexternalculture turn eventsinto patternsand createvalue in firm equity.

A new theory of organization has emerged in recentyearsto answerthesequestions.Ratherthan definingthe organizationthrough its morphology, a growing group who studiesand observesorganizationsis seeingthe organizationasa bundleofcapabilities.This transitionshiftsthe focusfrom rules, procedures,policies,levelsof management,and other hierarchicalmechanismsto a focus on core competencies, processesJ culture,and high-performanceteams.

Managechange. Everyfirm hasincreasingde, mands to move quicker, to change,to get rhings done faster than ever. HR professionalscreate An effectiveorganizationis not defined by the e n o r m o u rv a l u ew h e n r h e ym a n a g ec h a n g e . number of layers of managemenr,systemsin place, or by headcount,but by the abiliry ofthe organizaAchievepersonalcredibiliry.In our work, we tion to respondto business demands.The age-old found that personalcredibiliryis critical to suc- adage"structure follows strategy"is being replaced cessfulHR proGssionals.This is composedof three with "straregyrequirescapabilities-" factors. HR professionalshave ro live the firm's values,work well on teamswhere they serveand Capabilitiesrepresentthe abiliry of an organidevelopa proactiveapproach.They shouldcome zationto useresources, get thingsdone,and behave s i t h s o l u r i o n sn. o r j u s rq u e s r i o n s . r o m e e r i n gw to reachgoals.They area combinationofthe skills, abilities,and experiences ofthe organization.They describewhat organizationsare able to do and how Organization and Effectiveness they are able ro do ir. They are collectionsof individual competencies turned into organizational caSeniorexecurives in reresred in execuring srrar- pabilities. They complementthe technical,core e g y ,i n c r e a s i n e g m p l o y e ec o m m i r m e n t .g a i n i n g competenciesresidentin an organization and may shareoftargetcustomers,and building intangible be characterized asthe identity ofthe organization. v a l u e sr e a l i z reh e i m p o r r a n coef o r g a n i z a t i o n .

C a p a b i l i t i em s u s rb e a l i g n e dr o e m e r g i n gs r r a r e g i e s that offer direction,not destination.For example, Organizationmattersmore becausethe life Intel had a product developmentstrategyfor years, cycle of strategy is getting shorter, talented em- with organizationalcapabilitiesaroundspeedto marp l o y e ehsa v em o r ec h o i c e sa,n dr h e i rc o m m i r m e n r ket with new products. Afrer the crisis of the is moreimponant. It mattersmore because realizedthat their gain- pentium chip, their management

)<

strategyshould not just be product, but customer ally to improve your results or brand. So they beganto find ways to build the o Using resultsasa litmus test for continuing brand (Intel Inside) which would attract and reor implementing leadershippracttce tain customers.

This strategicshift required a new set of capasuchasbuilding customer bilities for Intel'ssuccess, intimacy, leveragingbrand acrossproducts, forming allianceswith distributors, and qualiry Embedding thesenew capabilitiesenabledIntel to turn its strategyinto practice.

Dave citesDisney asanother example.It is not defined by the number of levels in the hierarchy, how much ofthe decision-makingis delegatedto each employee,or how pay is allocated basedon experience,but we think about Disneys ability to give guestsa fun experience,to crâ&#x201A;Źatea safeand wholesomeatmosphere,and to continually create new guestexperiences.

In the future, organizationswill identifr and nurture a handful of critical capabilities. Vhile thesecapabilitieswill clearly differ by industry (a pharmaceuticalfirm is more worried about innovation and cycletime, whereasa utility is more interestedabout consistentdelivery in a deregulated world), a handful ofcentral capabilitiesmay comprisethe essence ofhow organizationswill operate.

Results-basedLeadership

o Engaging in developmental activities and opportunities that will help you produce better results o Knowing and using every group member's capabilidesto the fullest and providing everyonewith developmentalopportunities o E x p e r i m e n t i n ga n d i n n o v a t i n gi n e v e r y realm.looking constantlylor new waysro improve performance o Measuring the right standardsand increasing the rigour with which you measurethem o Constantly taking action - resultswont improve without it o Increasingthe paceor tempo ofyour group o Seekingfeedbackfrom the employeesabout waysyou and your group can improve the outcomes o Ensuring that your subordinatesand colleaguesperceivethat your motivation for being a leaderis the achievementofpositive results,not of personalor political gain o Modelling the methodsand striving for the resultsyou want your group to useand attain. I

A criricalsuccess factorfor any organizationis the calibre of executiveleadership. Dave suggests asleadthat peoplecan increasetheir effectiveness ers by: Les Pickett h a mernberof the International Board of Aduisorsto theInternational PersonnelManagement,*o Beginning with an absolute focus on reoftheAsian fugional Tiainsociation,and President-Elect sults ing and DeuelopmentOrgani tion. A ?ast internat;onal Administration and o Taking completeand personalresponsibil- presidentof the Institute of Business chairman ofthe executiueboardofthe International Fedity for your group'sresults eration ofTiaining and DeuelopmentOrganizations,he is currentlyaduisingthe United Nations Staf Collegeon communicating exo Clearlyandspecifically the deuelopmentof a global HRD strategy. Contdct: pectationsand targetsto people in your group l, ickett@enterni t.com.au o Determining what you needto do person-

26

Are You Globally Literate?

TsE funN M.aNncrn A few yearsago, when I was a member ofthe board of the alumni association,we ran a visioning workshop here at AIM, facilitated by Prof. Sonny Coloma using computer technologydedicatedto this purpose. Of the questionswe had to answer,perhapsthe most significant was, \fhat are the alumni's most important needs in relation to the Institute? tWhen the answersw€r€ tabulated, the one that ao"conrinuing pearedar rhe top was educarion."

A pUBUcATIoN oF THE AsrAN INSTITUTEor Malacrumr

lst Quarter 2000

Updateform Beyondthe Box FacultyProfile

Ifanything, this needhas becomemore acutein the last couple of years,whar with the radical upheavalsin industries,in economic environments,and in the technologies that shapeboth. These changesare extraordinary becausethey are not located in specializedareas.

They havealteredevenrhe fundamentalsthat the generalist manager (e.g. the AIM alumnus) has long taken for granted.

Shakespeareon Loan Leadershipls an Art Form AIM ScholarshipLaunched On Campus:The Dorm AlumniProfiles

And so, the question to you is, how are you keeping up? Here at your Instirure we strive to help you keep up with your changing world through different initiatives.

You have the option to take a few daysoffand enroll in one ofthe ExecutiveEducation courses,rated asno. I in the region. You can rake even a shorter time away and participatein one ofthe many conferencesand seminars run and sponsoredby AIM throughout the year.Check out the Institute'sweb site for announcemenrs.

The magazineyou havein your handsis anothermedium for your continuing education.One ofthe articles in the current issuesummarizesthe objective many of you share:to becomeglobally literate.That meansrhat a regionalperspectivewill no longer suffice.To be globally literate implies that businessmasterywill only get you 25 percentofthe way toward success.

To be currenr is to understand,and practice,the ideal that the Institute has chosenfor its new positioning: Asian managementwith a global perspective.

-/a rnv'<.a'ra'r / / t /

o What DreamsAre MadeOf . An MM Grad's Gift of Words What RecruitersLook For: You Prevision AboutAIM a HomePerks . FAIMChapters Gadflyl Class Notes

CoverArt: "Sunrise"/ CharlieHilt / Superstock HK View el€mentsadded/modjfiedby Manny Espinola/TAM

Asianlnstituteof Management A'IANIN'TITUTE OFMANAGEMENT Building EugenioLopezFoundation

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By Maria Milagros T. Garcia

ENERGYTAPPERS Enhancing Your PersonalLEnergy

ave you ever wondered why you feel drained and weak in your workplace bur feelrechargedthe minute you leave?Orwhyyou feel tired afrer talking to a subordinateand energizedafter a meetingwith your boss?

The answerlies in Einsteint farnous equation: E=mc2, or plain and simple,energy.

Celestine Prophecy In JamesRedfieldt best-seller "The CelestineProphecy",the readeris presentedwith a primary concept:that energyexistswithin us, around us and hasa powerful effecton our world. This energy, unseen and intangible for the most part, is one of the most imponant forcesin our daily lives.

'What's more interestingis rhar we can harnessthis energy and focusit in a positivemannerto improve our lot. And we know energy is focused when good things happen to us, when we attract positive peopleand feel energeticand enthusiasric.

in theWorkplace

Controlling Energy Before we can begin to control and focus this energywe needto become aware of the following concePts: The Uniuerse is Pure Energy.

Quantum physics has proven what philosophershave argued about for centuries:that we are all just points of unified energythat, when broken down to its most miniscule level, revealsa uniform energysource.So life around us as we know it is really a collageor combination of theseenergy points.

We are Co-creatorsthrough our Thoughts.Our thoughrs areacrually energy conductors. Much like a cellphonereceivingmessages from.a cellsite,our thoughts relay messages to the energycentersaround us and

havethe power,therefore,to affect and direct this energy.

BeautyRaisetOur Energl. This raisesthe issueofhaving cleanand pleasingsurroundings. Vhen we look at objects of beaury flowers, fields, a beautiful painting, our energy sourcesand receptors are raisedto a higher level,similar to placing a metal object next to a cellphonet antennato increasereception. Negativesurroundings, garbage. dirr. a lackofgreenspace, can alsocauseour energyto plummet and lower our abiliry to control this universalenergy.

Energy Awareness Becoming Aware of Energy Raisesour Vibration. Once we allow for a shift in consciousness and understandthat at a micro levelwe areonly one part ofa largerenergy source,rhenwe can beginro practice ways in which we can harness at will and focus the power available around us.

Energy Issuesin the Vorkplace Eminentparapsychologist, Jaime Licaucopointsout that we already experience this energysourcein the workplace.

29

,l "Do

you notice that thereare peopleyou talk to who leaveyou energizedand excited about a proiecrand rhereare orher people who drainyou? Thi' is an e x a m p l eo f p e r s o n ael n e r g ya r work."

Licauco saysthat cornpanies needto considerthis unseenfactor when hiring personnel. In fact, whether a person posseses negativeor positivcenergycan be an important factor in placement "People and job description. with negative energiesshould probably not interact with other people as much." This means that people with negativeenergies should probably be kept away from servicefunctions thar require heary interaction with "They customersand clients. could probably work with machineslike computers. But studies have also shown that a negative mindset can also affect machines. Thke for examplea study one US university made on the increasedrateofcomputer breakdownsduring examtime and the student's agitated and negative mindset during that period!" "rVe According to Licauco, have the capacity to affect the environmeni around us and at the sametime, the world is a reflection ofour inner self."

Corporationslooking to hire the best people possibleshould take the energy quotient into consideration.At the sametime, executivescan work to enhance energy in the workplace, although this is not easyas most workplacesare toxic energy sourcesto begin with. Fluorescent Iighting for one has been shown to be harmful to humans and weakensyour energy,mak-

30

ing you susceptibleto stress-related disordersand illness. As well, electromagneticradiation from computers, copy machines,faxesand cellular phones, the standard corporare battle gear,may greatly affect personal energyby drainingand depleringir.

In fact, the effectsofnegative energy haveproven to be fatal in somecases, like the cancerand leukemiavictims in US communities that haveput up high-tensionwires. It is believedthat the toxic energyemitted by the high tensionwires is directly relatedto the unusuallyhigh incidenceofthesediseasesin those areas.

Increasingpersonal energy Increasing energy in the workplace can be done even if the currentwork environmentisnot conducive to positive energy flow. Energy drained executivescan'use the following techniques to raise their own personalenergy: Centering.Take two ten minute breals a day to practice breathing, allowing your mind to slow down to alpha wave level (a deeply relaxedbut consciousstate). Imagining a bright white light envelopingyourbody also helps in increasingyour energy. It is said this exercisehas the capacity to affect those around you aswell.

WsualSourres.Keeping beauriful visualslike posters,photographs, and positive affirmations on your deskcan affectyour energypositively throughout the day.

Liuing Sources.Plants, in soil, not cut. are a good sourceof energy and enhancethe air and flow in a workplace. Plantsalso absorb negativeenergyaround them.

PhysicalSources.Leaving your workplace to walk around and moveyour body alsoincreases your natural energy. A lethargic and heavy body is a natural energy drainer.

Enui ronmentaI Sources. Walking inro the sunlight,playingsoothing music and releasingcalming scentsin the ofEcecan alsoincrease personal energy. However, one needsto take into account the appropriatenessof this in the work area!

Corporations Thke Note Energy-enhancing methods can be taken into consideration when developing a work area. As well, toxic work environmentscan with adequateattention be lessened and respect for this unseen force that affect us at a cellular level.

Corporationsare lirerally organic environments and human beings are extremely affected by shifts in energy around them. If you're srill unsure.try Iogging in your energy levelsfor one workday.

You may find your energy levels dipping and rising in responseto positive and negativetriggersfrom your secretary,colleagues,clients, your spouseand evenyour dog! I

For more information on energ!uisitJaimeLicauco's enhancingexercises uebsite at www,geocities.com/eureha/ concourse/5969.

TomasB.LapezJr.

The Natural

TheTbmmyBlend:old aisdomplus newpassions equakthe Wql ' ',- 't

o be with Tomas"Tomrny" B. Lopez is to be in the presenceof an unapologeticspace-clair.ner. a manner that has less to do with his heft than with the genuinedesireto experienceall the details of the moment.

He would never,1br example,talk aboutthe weather unlessit's raining, which seriouslypourswateron his golfplans,thusleadinghim to considerworthll,hile altematives.He could,though,go on and on aboutthe latestPowerPoint presentation he haspreparedfor a class,and comparesoftwarenoteswith anyone who caresto sharein his excitement.And when he asksafter you, you're surehe'snotjust beingpolitewhen he presses you to tell hirn why you're fine or otherwise.He is loathto makeconversation.

Ifhe hasnothingto sayto you he'd rathernot haveto speakto you. And when he does,his body languagespeaks lolumes aswell: the ann thatcutsacrossthe air to emphasizea point.the hands thattry to mimic the shapeofthe feelinghe wasjusttellingyou about,all accompaniedby a resonantbroadcaster's voice.

No wonderthe studentsadorehirn. They haveconsistentlygiven him high ratings."ln the last threeyearsI realizedthat I could spendthe rest of my life teaching,"saysTommy.

"t Man in the Middle While he sayshe feelsthat his careeris at its mostproductivephase,he admitsto being in theacademe.

For example,he doesn'tlike to write. lazyaboutsometraditionalexpectations In a publish-or-perish ethosTommywould wilt, thoughnot quietly,in his fustycomer.

But he couldbe inspired,he says,"to do morethanwhatI'm doingnow for AIM." Exactly themiddleroad.Tommy how andby whom(or what)hedoesn'tknowasyet,havingstraddled "middle" faculty, beingneitheramongthe tier in theAIM himselfasbelongingto the describes "young" faculty.And asfar as founders like GabyMendozaandMel Salazar-nor amongthe he's concemedthe middleis a goodplaceto be. From therehe couldparticipatein helping blazenew trailsfor the Institutewith boththewisdomhe hasgainedandthepassionfor fresh andexpertise.

In thiscase,"middle"is mature- a privilegedposition,indeed,in an experiences Institutethatis constantlyredefiningitself. who will carry He is unabashedly a fanofthe Harvardmodel- createindividualsuperstars the school.Not thatTommyfancieshimselfto be onesuchicon.The closesthe'll evergetto beinga pop idol is ifhe seeks,andwins,publicoffice- an ideathatstill appealsto him years He hadconsidered in theAquinoadministration. afterhe servedasagricultureundersecretary butdecidedagainstit in thewakeofthe duringtheRamosadministration runningfor Congress CharterChangecampaignandtheAsiancrisis.

He truly likespeople,andpeople OtherwiseTommyknowshe'stheoriginalsnakecharmer.

I hadalwaysbeenaccused ofbeing too nice," like him back."WhenI wasrunningbusinesses "For guilty; I I thought didn't makea good a long time I wentaroundfeeling Tommyrecalls. andachieve manager.

But thenI realizedthatifl couldmakepeoplefeelgoodaboutthemselves results,hey,thatcouldn'tbe too bad."

Always SomethingNew popularity,whichdoubtless stemsfromhis candorandhumor,Tommy Forall his classroom gladlyconcedes floor to Prof. Ed Morato,whosesixth-sense the Masterin Entrepreneurship givesa uniquetwist to theInstitute'snewestdegreeprogram."I amtotallyuncomcomponent andhasan ideaof fortablewith that,"saysTommy,who hashimselfrun a rangeofbusinesses whatMoratomeans.And which,he says,makestheprogramimmenselymarketable. and living off retums-on-investment Tommy,50, now takesit easyas a businessman, he business started He'seventhinkingofcashinghis chipsin thewall-systems consultancies. (in MM) six or soyearsago.Hejust can't imaginehimselfrunninga with a formerclassmate he full-time.Life is too short(andtoogood)to passup in Tommy'sview For instance, business marketwantsto trackthemarketingtrendsin theWeb,how thesearechangingthetraditional in informationtechnoling systemsaroundtheworld.He wantsto be on top ofdevelopments in the classroomandfor the greater ogy sohe candeploythe bestandthe latestapplications glory ofthe Institute. on his own by scrapingup all Indeed,he hasdesignedhis computersystem'sarchitecture satisfies its thatcurrenttechnologyhasto offer.This way he maximizes usefor his purposes, or don't, but Tommyhimselfyou canalways his deepcuriosityabouthow thingswork countamongthosethingsthatdo.- J. de Jesus

4)

Sha[E>eare HenryY showsthe wayfor worhpkceleadershipin the21" centur!, courtes!of Richard Oliuier

Shakespearet llrzry l/at that, not even, say,the more popularRomeo& Juliet or HamleC fu it happens,HenryVis mostinstrucdveon the finerpointsofleadership, in Olivier'sreckoning.And although one may imagine, say, ShakespearetTioilusand Cresida,as appropriately demonstrative of leadership qualitiesin the midst of change

rearwork ofliterarurehavebeen usedto castlight on the eternal themes ofthe human condition. Love and betrayal, hate and longing, desireand sorrow, ambition and defeat- thesedefining moments flow into eachother, and their power to build or destroy lives haschangedlittle sincethe world's writers choseto amplifr them in novels,plays,poetry and myth.

Shakespearetworks, for example, have been pressedinto new service- not just as dependable film material but in Richard Olivier's trade. as a changetool for managementleadership.But wait: RichardOlivier...is he...?Yes,het the son of Sir LawrenceOlivier named after fuchard II and, yes, hed spent severalyearsastheaterdirector - he had dirdctedproductions of Henry V and TheMerchant of Veniceat ShakespearetGlobe - and worlshop leader.Since1997 Richardhasbeenworking closely with the CranefieldPraxisCentre at the Cranefield School of Management in London, using Shakespeare's plays as a focus for leadershipdeveloPment.

In January fuchard was a guest of the AIMScientific ResearchFoundation (SRF), during "Inwhich he conducted a three-daycoursetitled spirational Leadership - Henry /' for topJevel managersat the MML Development Center in Antipolo Ciry fuzal. It helped that the introduc"no tion to the course mentioned that previous knowledge of the play is required." A good many participants might have sighed in relief.

and turmoil, Henry V stikes at the heart of the dilemma - exactlyhow to turn around a losing proposition - more graphically (seerynopsisnextpage).Nchard Cunanan, a Filipino stageactor whot done a rangeofShakespearetplays,still wisheshe could one day play HenryV if only for the King'sstirring speech to his foot soldiers: "Once

more unto the breach, dearfiends, oncemore.. .

Or closethe wall up with our English dzad. . In peacethere\ nothing so becomesa man As modeststiltnes and humiliry: But when the bhst of war bhws in our ears, Then imitate the action of the tiger: Stifen the sineus, tumrnon up the blood, Disguisefair nature with hard-fauou'rd rage; Then lend the eyea tetiblz aspect... ...Folhw your spiit, and upon this charge 'God Cry, for Harry! England and Saint George!"

How Leaders Behave Leaderslead, Leadersinspire. kaders rise to the occasion.Unfortunately, all this is easiersaid than

33

done, and being an effectiveleader certainly takes more than merely breaking out in grand and timely kadership, when it knows speeches. when and where to deliver that speech(or to say nothing at all), rs "The both inspired and inspiring. coursewill provide an imaginative spacewhere delegatescan improve their abiliry to makedecisionsin the faceof dilemmas," saysOlivier.

The courseplots the sub-themes ofthe five-actplay along leadership challenges,here outlined in tip-ofthe-iceberghighlights: Act I: Defining the Vsion What do you haveto start with?

Describethe terrain.rVhat'srhe mission and how doesthe arsenallook like? \fhat are the rules and how much room is thereto movearound in? lWhot on the level and who can you count on? \i?hat'sthe first move?

Act II: Dealing with Tiaitors On it'sway up, leadershipinvariably trails with a cloud of friends, hangers-on,sycophants,kibitzers and opportunists. All are potential confidants as well as traitors. Loyalty cant be bought. On the other hand,you canwearout the patience and trust ofproven friends. Do you bnout all the fuot soldierstoiling in your service?Ifyou do, theywill follow you to the endsofthe earth.

Act III: Into the Batde Sun Tzu in one act.* t*/hilc a successfulbluff savesresourcesall around, a tactical withdrawal teaches us lessonsmore valuablein the long run: a sharpereye for recognizing .SwTzr,

ThcAn ofllat wnnen :nd compiled 3,600 B.C..theoldcsmrlnaryucroscin hnrory.a mainxryin military acadmiesad Fonune 500 boardrooms.

34

HENRYV TheArchbishopof worriedoveralegislation thatwould Canterbury takeawaythewealthandpowerof the church,convincesHenryto let go of hisambitionto conquerFrance.Bularmedwitha legaltechnicality,Henryis determined to takethe Frenchthronebywhatevermeans necessary France'sinsultingresponseis to sendan ambassador witha gift of tennisballs.The French,saysthe ambassador, willonly respondto war.Thus,Henryanangesfor an armyto invadeFrance.

However, rebellionalwaysseemsto eruptwhenthe kingis away, and so Henryleavesbehindenoughtroopsin England to quellany potentialuprising.However,this leaveshim with a smallerinvasion force.In fact, Henryhas to deal with a plotfirst beforecrossingthe Channel.

WithFrenchsponsorship, LordsCambridge, ScroopandGrey are discovered to be conspiringto assassinate Henry,and so Henry arrestsand executesthem himself.The armythen layssiegeto the FrenchstrongholdHarfleur, capturingit afterheavylosseson the Englishside. Henrythenattemptsto takehisarmyout of Francebefore winter,but nowthe Frenchthinktheycanteachthe youngkinga humiliatinglessonin war Henry resoluleand emboldened, asksthem whenthe classeswillstart.

Whilein camp,Henrydisguises himself as a common soldierand mingleswithhistroopsbeforethe battle.Therehe gathersthatwhile to fightthe Frenchis the menare leeryof theirking,theirwillingness undaunted.

The nextday at Agincourt,Henrymakesthe stiningSt. fiveto one.

Crispin'sDayspeech,knowinghis armyis outnumbered Aidedby his archers'longbows,Henryroutsthe French.The French arethenleftwithno choicebutto suefor peace.Henrygrantsit, but in hisownterms.Accordingto theTreatyof Troyes,HenrymarriesPrincessKatherineof Franceandis namedheirto the Frenchthrone.EnglandandFranceare thusunitedin peace.

things that are not what they seem.

Once upon a time the Princessand her kingdom wasthe grand prize for victory hard-earned.But the battle hashardly begun,sowhosechivalric pride is bruisedyer?The more intriguing questionthen uthois she? .is:

this day to the end of the uorld, but we in it shall be remcmbered,wefew, we happyfeu ateband ofbrothers..."

Act V Tirrning the Batdefield into a Ganden At long last to conjure a circle of friendship with formerly hostile Act IV : The Role ofthe Leader neighbors.At the very leastit buys a To be or not to be a fearlessking, certain amount of peaceand quiet. that is the role. Canvassingcommon The compulsivewarrior will want to you closerro winning rape and pillage, as is due his baser opinion sreers h e a r t sa n d m i n d s , b u r d o i n g i t nature. But the wise one will take overtly invites everything you want gently to the laying down of arms, to hearexceptthe candid truth. And the hea.lingof wounds. Then with so as the dark night of the soul ap- eyesofa hawk readthe fine print in proachesto blanket the earth, upon all mergersand acquisitions.After whoseshouldersmust the burden of five he can then knock himself our responsibilityfall, the fingerofblamb trying to get to know the Princess.I "From -J, point, the songsof praisesang? deJesusand Mannl Espinok

I

I\ewndffic.Ijatd:

ISA1{ARTFORi' LEADERSHIP andmotivaLeaders of the21stcentury candiscover inspiration, enlightenment, ButwhystopatShakespeare? presented isa andtheirsupreme works, onthislist.Listmaking, ofcourse, tionfromthewriters andplayers, please noone.Do thatif wetriedto please wewillcertainly riskybusiness.

Wehaveconcluded everyone, whatwemayhavecriminally neglected to include, fromyourownlist. remind us,attam@aim.edu.ph MAHABHARATA

'1'his vast,epic fantasyabout good versusevil is alsoa profound meditarionon dury and laith. k hotses the BhagaualGlra,which hasshapedlndian culture (and its spiritual offspringsall overAsia and consequenrlythe restofthe world) asno other book has

PLATO The greatest philosopher from the birthplace ofdemocracy. A consistent set ofseven tetralogies meant to educare kings, Platot dialogues often FeaturesSocrates,from whom Plato inherited the dialecricalsryleofsearching for the truth: questions,answers,and more querriont.

OVID The 250 mlths in ,4.letamotphoses is the best classicalsource of myths from the ancient West (btger rhan Homer). Dante, Chaucer, Milton, Marlowe, Shakespeare,Auden, Ted Hughes,

is here,from Atlas to Zeus. and Anne Carsonowe him royalties.Eueryone

GABRIELGARCiAMARQUEZ V/here there'sasmuch PowerPointon globalizationason the end ofthe world, his OneHundredYearsofSolitudealoneassures anotherhundredoflove, loss, tragicomedies in between. and all the spectacular JORGE LUIS BORGES The blind visionaryfrom Argentinaquoteshimself,playswith philosophy,makes "Pomo" and other shimmeringworlds out of mirrors,dreams,and librarieswhere isrnsrnayor may not exist.

URSULALEGUIN Everyonehasa monthly cyclewherePMS involveschoosingyour gender at leastfor rhe next coupleofhours you spendat TheLef Hand ofDarizas. Her worlds are profoundly thought of bur inhabitable.

ISAACASIMOV Sciencefiction hasneverbeenmore a questionofTQM than in Asimov Aparrfrom his Foundationseries,the genret mosrprolific hasproventime and againthat when the world ends, he will havebeenrhe mo't detailedaboutit.

J.R.R.TOLKIEN The benchmarkfor all Fantasy,ashe is givencredit for elevatingrhe genrefrom the

"pulp"

languageand so-calledescapism

charged with. are(critica)ly) theothers EDGARALLANPOE

"tintinnabulation" slip. The fact is he remains the father ofscience fiction, the psychological novel, and the Forget rhe riny detective story. Before Holmes and Poirot, there was Dupin.

35

THINGSFROM THE 2OST CENTURYTO TAKE TO THE NEXT

T.S.ELIOT To the 20'hcentury poetryt snob,the night is a parientetherizedon a table,and it often takesmore rhan a hundred1'ears "l-et for sucha line to reallysink in. us go then, you and L.."

ARTHURRIMBAUD

"Illuminations" "O Someplacebetween and'A Seasonin Hell", he cries Seasons, O Castles/what soul is withour blame?"

RAINERMARIARILKE

"a In his solitude,the bed is a theatet outsidecould feellike day ofblue and greenwith a shout ofred", flamingoshavestems,and behind the innocenceoftrees,Doom is growing a soundless face.

BASHOMATSUO No environmentalpolicieshere,just the masterofrhe haiku'sparadoxes (e.g.depth bound by the economyofwords), and his humble assertions ofthe greatness ofnarure.

L g t u.. go iihen the

Ll Po

itno i^

s p re ,

out .igr ins

\X/haris rhesoundof chewind in rherrees?

Dirch rhe:earch -. ensine " " =, ^ l let taoistspontaneity".ra y.".. or.r"g"iond; ;.;p;";.* :,::-'.Orl

u p o n; t Let u' q

PABLoNERUDA

' "- ' Shouldindusrryeversucceed ar wiringrher.rorldfrom celebraring :" 'To he l-'lut I his lovepoems,therearealwayshis odes rhe Happy Day,' "To "To ''t re:.-!i Sadness," Life."

ALLENGINSBERG Not one to be satisfiedwich merelysingingthe body elecrric,he howlson into the pitch blackbeatofa new cenrurywith both energyand gentlehumor to spare.

; n.: r: ,.\tt i'r .: tr: t

i,n44,s n'^Pl! fa.lii#... th2t ote' atpal'ra^ra, f or tha' ta*2' of o' nqlo uert', ono tnug t12 mowt citi,ot, .rv t td't)t irqr, oav' m.tat ,.r,ou tia' ornfialt oti2' aaat fe.r hot, rh4' bir.L fl, a'\d' ,-^oi' tha, te*u.o winh wtuAv Uftb Aoe.'', oD.rv it! t*e -fl.Liirt

Uatla'R.d*2,

WALTWHITMAN . . A ] l t r u t h s w a i t i n a l l t h i n g s ' ' , h e e x u l t s i n . . S o n g o f IM y s e l | , ' Startingwith thehumanbodyelecnicand.soul,evernhing " in life i. , , , h .d b from sexto taxes

is causefor rapture.

WALLACESTEVENS

LEI U5

ln the

"thirteen There are waysoflooking at a blackbird."\X/hosayshigh coflle T l ] l l I n -q F F l c l poetic thought can'tintrigue and be pleasurablel

ruufisEYg3

SONG OF SONGS If \MH. Auden wrote someof the bestlineson love in the last century ("Rest your wearyheadmy love,human on my faithlessarm"), ir is only in answerto the bestsearchfrom the ancientworld: the SongofSongs ('At night my Lord when I closemy eyesto sleep,I soughthim whom my soul loves,I soughthim but found him nor, refreshme with apples,for I am sick with love").

SYLVIA PLATH The culprit ofinjury commercialization, Ms. Confessionalism will continueto inspirepoerryasrhe acr ofexpiring, whetherthe world likesit or not Prcvious paga collage: (lop lo boltom)MAHABHARATA,Saralsofl<httpJ/u,'$rv.saralsoff.com/mmcdroml>; OVIOOvid Projecl<htlp://wwwuvm.edu/-hag/ovid>; GABRIEL GARCIA MARQUEZ, book cover<htlpJ/wwwamazon.com>iJORGE LUIS AORGES, Borges Fetishization<httpJ/web.nwe.ufl.edu/-mcasal/ bo€es.html>;ISAAC ASIMOV,FoundalionArts <httpJ/hom6.int6rstal.nev-slawcio/foundation>; PLATO,book cover<http://wwwamazon.com>; EDGARALLAN POE,The Raven <hipjl,lww.comnot.cal-forresr>; URSULA LEGUIN,book cov€r <htlp://wwwamazon.com>; J.R.R TOLK|EN,Denelhor& Pippenby Nicholas Be€kman<httpj /vwwlolkien-archives.com/gallery/beekman/denethorjpeg> Itis paoe corradai(toplo bottom):WALTWHITMAN,Poetat Work<htlpr/rs6.loc.gov/ >t RAINER wwhome.html>; T,S,ELIOTtextbackground<http:/,!ww.prufrock.org/poem>i BASHO MATSUO<http/www.lsi.usp.brlusp/rod/poeusumei/bashoing.hlm

36

THINGSFROM THE 2OSCENTURYTO TAKE TO THE NEXT

MARCELPROUST

"rhe Mt. Everestofnovels" and the neurologist'sunwitting proof that the senseof smellis the ofThingsPastis fumembrance au.thored embroiderypatternedafter the natureof emotion, reasonand time, Remembrante...is key to ddjtrtu. A spectacular

by France'smost dazzlingliterary talent, triggeredby a sniffofa pieceofpastry calledmadeleine.

JAMESJOYCE

"the greatest20'ncentury Have you readclassicalnovels?Read:Haveyou read U/liail The fatherof realism,he authored 'Araby," "#e and with a simple Modernist masterpiece," novel," 'bdult child" in fiction. he gavebirrh to the

SIMONEDE BEAUVOIR With her work (The Mandarins, All Men Are Mottal), as well as with her life, la femme phenomenal spearheadedthe abolition of the second sex, and paved the way for the birth of the three Fs in women studies feminine. feminist. and female.

LADYMURASAKI SHIKUBU royalryt sexua.l How often doesit happenthat an epic on Japanese "the world's first real novel"? can be dubbed conquests It is the first novel,period.

CHARLESDICKENS Through rhe bestof timesand the worst of times,his parented plot continuiry and characterdimensionlive on through his unparalleledskill at detailand language.

ACHEBE CHINUA Ifonly for sheerresiliencyand individualiry.Beforethingsfall in the next next century don't miss this grassroot-genuine article

"

WOLESOYINKA Ironicallyenough,itis TheMan Died, his pessimismin solitary which has earned this poet-dramatist-autobiographist-novelisr the Nobel PeaceLaureate sratus.

ERNESTHEMINGWAY The closeofthe 20'hcenturymarksthe centenaryofthis visionary'sso-called "And we can haveall this, and everydaywe make it mismanagedlife and works. more impossible,"readsone ofhis most treasuredshort storieshe wrote back in the late 1930s. Hou couldhe haueknoun?

VIRGINIAWOOLF (you rnustadmit) needsat leastanothercenturyofstream-of-conSchizophrenicor impressionisticor both, TheW'aues in your hands.Vho's afraidof stream-of-consciousness? sciousness

WILLIAMBURROUGHS

"Language virus..."The author ofthe mind-splitring TheNakedLunch coined"cyberspurik'and hasinfluenced is a '\(illiam Gibson novelisr everyonefrom arrist Keith Haring to rock poet Patti Smith and cyberspace

<httpj/www.sftoday.com/enn2lginsberg him>i MARIAR|LKE,textand phoio<httpj rwwgeocilies.com/Pas/LeftBank/4027/>tALLEN GINSBERG,Inl\,4emoriam Ll PO <htlp/wwwdpo.uab.edu/_yangzwlibaihtmi>; WALLACE STEVENS,Feigningwiththe StrangeUnliks,<htlp:/l,!ww mtsu.edu/-dlavery/stovens/wspic.htm>; SYLVIA PLATH, Tribule PABLO NERUdA <httpJ/wwwuchile.cl/neruda>; ARTHUR R|MBAUD,The DrunkenBoat <httpj/members.tnpod.com/-RoadSide6/>; page <http://wwwmembers.tripod.com/-jonnykaUsilvia.htm> A!9yc-cOl&g€(top to botlom):VIRGINIA WOOLF, VirginiaWooll on Women and Ficlion <httpJ/ com>; LADY 'IURASAKI SHIKUBIJ,book cover<httpl/wwwamazon.com>iSIMONEDE BEAUVOIR,bookcov€r<http://$\rw.amazon www cygneis.com/woolf/>; ERNEST HEMINGWAY,The HemingwayResourceCenter < WLt-tlti,t SXlXgSpglaE, lmage Aankt JAMES JOYCE, book cover <httpi/1,\iwwamazon.com>t

37

T H I N G SF R O MT H E 2 O SC E N T U R YT O T A K ET O T H E N E X T

Latifah, Armslrong, Queen TitoPuente, lgorStravinsky, JoyDivision, FrankSinatra, ergei - Rachmaninov, -Lo-uis Gardel, O'Connor, Carlos Wagner, Sinead l\4uddy Waters, Richard lra Gershwrn, and Elvis,George Marvin Gaye,Luciano AstorPiazzolla, Maal,Leonard Bernstein, Twins, Baaba Mahler, Cocteau Gustav - they're they're not.Andnoapologies whenyouscrolldownfurther, herebecause Pavarotti, Jonil\4itchell or NewAgefromthe l\4adonna ortheSugarHillartists hereeither(howdoyousaysorryforexcluding "canon"?). picksforthe21"century' Whenyoureach isTAM'S desert-island Thatsaid,thefollowing your ownhitlist. emailuswith to ourtastes, otheMise feelfreeto object Nirvana, tam@aim.edu.ph

JOHANN SEBASTIANBACH 250yearsofhis violinsonatas, The closeof thecenturycelebrates cantatas,lugues,canons,and concertos.\Vhatt anotherhundred for rhe keyboardmeisterofall time? The most mathematically structuredpieceswritten for performance,Bach'smusicis the ideal

;-r t .' ,.'3 )' ,)t

:

architecture for computer visualization of everything from geometric progression, systemsdynamics, initial-conditiondependent cycles, and fractals. The critics' recurring word for the larest releaseofhis six suites for cello: exquisite.

AMADEUSMOZART WOLFGANG Theret still talk that listeningto his pristine,brilliant composirionscan, in fact, up your IQ leveland stimularecreativity.Ofcourse, it remainsto be seenwhether constantlylisteningor not, to an ad on television playing PianoConcerroK.466 can actuallyhelp you with mental long division. Jusrin caseit doesn'twell, thereis alwaysthe music.

LUDWIGVANBEETHOVEN Mozart may have had rhe savantt precision, but he is by no means fondly referred to as the Revolutionary Romantic. "romantic" It is with Beethovent nine symphonies where "classical" were firsr uttered in the same breath. and

PUCCINI GIACOMO

'hue -La Donna / Mo6l/a may be the most popular aria, and Verdi may often be the more critically acclaimed, but it is Ptccini's NessunDorna that continues to reduce people to tears and relationships. And who could proceed to take up opera as a serious interest without first attending -Maddmd Buttetl!, considered the 20'" centuryt operatic crowing glory?

VERDI GIUSEPPE Vhether it's La Irauiataor Aida or Rlgalerathat madehim the most predominantfigure in Italian operadoesn'tmatter.

As a criric has remarked,he could easilybe the only isle under "Best of Ooera." and the world wouldni crumble.

CHINUA ACHESE, African MARCEL PROUST, Societe des Amis de l,larcel Proust <httpJ/wwwa]manel.frlprousv>, httpt/wwwtostgeneration.com/hrc.htm>; ilerature-1986>lWILL_ 1/achebe.htm>; WOLE SOYINXA,Wole Soyinka<httpJ/wwwnobel.se/laureates/ cocc.edu/cagatucci/classes/hum21 Auitrors<nttp://r,vww. "lhle" poltrait,Bachaus,JS Bach Homepage IAM BURROUGHS The WilliamS. BurrcughsFiles<httpJ/wwwhyperrealoru/wsb>Alglgi(top to bottom)BACH, <hflpj/wwwjsbach.org>t B EETHOVEN( eft), poil porlrail,J.K. Stieler,classicall\rusic Pages <httpl/wz.rz-be in.mpg.de>; MOZART (ig hl), oil/ no credit, The [,ozartExperience<http://wwwgeocities.com^/ienna/strasse/291o/mozad>;VERD|(LaTraViataposlcard,portrait)Verdiana<httpJ/www'l-ds.com/verdiana>i PUCCINt(m!sic sheet,portrait,Turandotposterdetail)GiacomoPuccini<httpJ/sibley.esm.rochester'edu>

38

T H I N G SF R O I I I T H E2 O ' C E N T U R YT O T A K : T O T H E N E X I

DUKEELLINGTON

..Irdonirnc:tn:rthirrgifitllitl.tgotthltts*'ing..lntilllltharjazz'ThclonirrsN1onkpler'edhinl.tl1eFitzgcI'el,.1ent1l,ouis

Armsrroniaslnit hin. No c,thcr jazr iigrrrchas cxrendcda strongerinllLrencerhen tfre [)uke in rhe inrprori'.rri,rrrqurrrc' hc pioneered.

T H E L O N I U SM O N K

'Rornd Liidm qlt, tfrerc are no bo:rrcl meetingsto artencl,no tarqctsto prc,ndc'.Bring thc lirlorrs BccuLse le club scene liorr Lt Liaisons [)atgereusestct thc mini-bar at home rvith r/rr bebop pi,rno pl,rverof thc

centun.

JOHN COLTRANE A Lot',:Suprencis perhapsrvhat nrakcsthis rcnor saxophonistone of 'l thc rnost effecriveinenegers' in the inprov biz. he elburn seeshim srill at his experimentalgcnius,although the jazz leavesthe irnpression 'iranaged indic:rtinga of having sonrehorvbeen grounded, even marured intensitt in his arristry.

MILESDAVIS Bevond his improvisationalstunner Kind oJBlue, dre world-renorvned trurrpet plaler\ BirchesBrea and.()n the (.orner (for insrance)pavedthe rval fbr a number of fusions,thus securingthe jazzlane throughout \Woodstockand Madonna.

B I L L I EH O L I D A Y In thc end, and not (larmen McRae, S:rrahVaughen. or Ella fitzgerald. Nina Simone\ cattv remark about hcr rotorious alcoholic habits hassomehou'onlv endeared "l-adv l)ay" lurther into the next centurv\ "(iood Morning Heartache"jazz lisreners.

B.B.KING star to Bono Vox (of U2) Bluesshorvmanshipiunsurpassed "l at a live perfbrmance: dc,nt dc, no chords." Currentlv stili on the road, he has more than proven he doesnt need to.

In any line ofbusiness,it pa1'sro plav it by ear, indeed.

C H A R L E SM I N G U S

"Good jazz is rvhen tire leaderjumps on rhe piano, rvaveshis arrns. and yells.Fine jazzis when a tenorman lifts his foot in the air

Grear jazz is uhen he heavesa piercing note for 32 bars and collapscson his hands and knees.A pure geniusof jazzis manifested rvhen he and the restofthc orchestrarun around the room rvhile rhe rht thm sectiongrimaccsand danccs:Lroundtheir insrrumenrs.-

ARETHA FRANKLIN Ironic:rllr', rhe Queen of Soul must have rrouble identilving *,ith her signature song once in e *4rile - she has after all earned ruorld.r,ide R-E-S P E (l T and admiration for borh her versatility ancl r-angc.

This page collage:(tap to bottom) DUKE ELL|NGTON.OfficialWebsite <http //wwwcmgwwcom>: THELONIUS MONK. Tribute <hxp /iwww duke.edu/-giu/ m o n k h t m > ; J O H N C O L T R A N E , C o l t r a nC e o m p e l e < h t t p : w w w . g e oI ce s c o m / V r e n n a / s t u0d/ 9 7 5 3 > M I L E S D A V I S , C D c o v e r K i n d o I B u e . C o u m b i a JazzMastefpecesBILLIE HOLIDAYB e llo day Posters<http//!!ww a wall.com>:8.8.KING.OfficalWepPage<hltp//wwwbbk ng.com/>ARETHAFRANKLIN. tl nofficialAretha Frank n Web S le <hlip webhomeglobalseruenet ebutler/> l e b s i t e< h t i p l / w w w . c m g w w c o m / m L rcs/ h a n k > L E O N A R D C O H E N .W e b P a g e < h l t p : i / ! ! e 4 p ? 9 9 9 9 ! ! ? 9 9 - l t o pt o b o t t o m )H A N K W I L L | A M S . O f f i c i aW www leonardcohen.com>:J lMI HENDRIX, The Jim Hendrx Experience<hltp www > BOB DYLAN, Bob DylanRevisited<hltp //web.wt.net_sbasu/bdh61_r htm>: BOB MARLEY, Bob Marley,Tufl Gong <http://wwwangefre com>t JAMES SROWN. On ine TaleniAgency <http//www.onlneteaenl comiMR Brown>THE BEATLES AllAbour The Bealles <htipJ/wwwthecore.com>iVELVET UNDERGROUND.Al Tomorrows Pades <httpr//wwwoutand cyberwa.com/_2050/vev e t s rT H E C L A S H . L o n d o n s E u r n i n g <h t t p/ / w w wg e o ct e s .c o m / sun s e t s t rp / p a ladi um /1O 2 g h z l t e b a a. >K U R T C O B A I N .A T f b u t e t o K u r l C o b a i n .< h t t p/ / wwwanoelfirecom>

39

T H I N G SF R O MT H E 2 O ' "C E N T U R Y T OT A K ET O T H E N E X T

HANK WILLIAMS "I'm "Your "Honky Virh tides like Tonk Blues,"the barelyliterate So LonesomeI Could Cry," Cheatin' Heart," and "country" put the next to music. In his wake,Nashvillesingersbenchmarkedthe self-effacing croonersingle-handedly stylethat madehim a classiccountry musicall on his own.

BOBMARLEY yourselvesfrom mental slavery/Nonebut ourselvescanfreeour minds."

The grandmasterofreggaesaid:"Emancipate Legendand ic rastareggaewondersrevealtherearecertainthingsyou just cant gleanfrom PowerPointpresentauons.

BOB DYLAN

"times, Becausethe they area-changin,"with everycurrent Nokia model in this growingvirtual workplace. Fortunately,this living patron sainrof rock endures,ashis most current (Tine Oat of Mint) proveshe can still comeout with the same3zaaz.1 substanceright in the midst ofthe antisepticIT culture.

THEBEATLES The virtual inventorsofpop aswe know ir today,they'reheremore out ofa senseof gratitudeand habit. And a little fear,lestyour grandchildrengive BetteMidler ' world for a carchydeodoranr credirfor In My Life. and the adverrising jingle.

JIMIHENDRIX T h e r e ih a r d l ya p i l r u r eo f h i m w h e r et h ee l e c t r ig<u i r a ri ' n i s l u n g his shoulder,and the handsarent on one oftheir rechnically fron Led,Zeppelin,The Kiss,to Metallica, extendedriffs. Eueryone evenall the future DreamTheatres-all bow to the T Rexof Rifl LEONARD COHEN "Famous "Coming !7ith classics like Blue Raincoat," Backto You," "Chelsea Hotel No. 2," this Canadiansinger-songwriter and of thc world-wearied oriesti voice has oroven more than once that

out ofthe working class'decrepitaparrmenrthat poerry,in 25-cenrsuicides,black humor, and artistry,existsin

JAMES BROWN Afrer 50 yearson stagethere'sa lot to feelgood about.

He hasnot only spearheaded R&B and modern funk, wasalsodoing more painful versionsofthe moonwalk when MichaelJacksonwasstill a high-pitchedtoddler.

VELVETUNDERGROUND There are silk-tie boardroorns. and then theret Velvet

Underground.Its feedback,running three-cord Division, dozenalbtrmsasa band, but everyonewho botghr Andl lV'arbalhassincebecomeinfluential themselves-Joy Violent Femmes,The Smiths,Jesus& Mary Chain, etc.

THECLASH Somereggae,a little ska,- all punk -the doublealbum LondnnCallinghad enoughattitude to go around the alleysofanger "Should "the I Stayor Should I Gol" challengedthe critical epithet only band that matters"with an around rhe world before anarchist'sfistsofrage againstany form ofstupidiry

NIRVANA resuscitated rock for the next hundredor Has meant,sincethe early 1990s,a grungeband from Seattlethat single-handedly "School,""Dive," "Smells "Pennyroyal Teen and Tea'. On its so yearswith stronganti-core-distance songslike Like Spirit," "alternative" "To music, a critic observes, what?" being classifiedunder Text: Kislne Doningo, Manny Espinola, J. de Jesus, Jet Magsaysay. Collages: Manny Espinola from 101 listed website sources / rcndqrcd in Pholoshop 4

40

' ''"]|r-

--€l

ffi AIM

LAUNCHES FULL SCHOIARSHIPPROGRAM siat premier internadonalacademlclnsotution for businessmanas€mentand marketing excellenceis set to launch a scholarshippro"the best and brightest minds in Asid'. gram for The Asian Institute of Managementor AfM (www.aim.edu)announcedrecentlythat it is oF fering full scholarshipsfor Master in BusinessManagement (MBM) Degree Program and Master in Management (MM) Degree Program for the school year 20002001,aspart ofits continuingmisentresion to developprofessiona.l, preneurial, and highly responsible leadersand managersof Asia.

According to Dean JesusG. Gallegos,the AIM Full ScholarshipProgram is expectedto provide qualified candidatesa highly competitive scholarshippackagethat is comparable to scholarshipsoffered by other reputable graduatemanagementschoolsin Asia,Australia, Europe and the United States.

The markets representedin the AIM Future LeadersCircle are Japan,Taiwan, South Korea, Singapore, Hong Kong and Macao, Australia, New Zealand, People'sRepublic of China, Vietnam, Indo-China (Cambodia, l,aos, Myanmar), Philippines,Indonesia,Thailand, Malaysia,India, Sri Lanka, Brunei and Nepal.

Candidateswill be evaluatedon the basis of their scholastic performanceand intellectualpotential, professionaltrack record, and overall personaliry and leadershippotential.

Designed to prepafe and equip firture managersto leadand transform organizationsin the new millennium, the MBM is a two-year graduatedecross-funcdonalingreeprogram that emPhasiz€s field projects and contempotegration, extensiye rary themesof globalization,cross-culturalmanagement,.ethicsand development.

The I 1-month degreeprogramMM prepares experiencedmanagersto assumesubstantially Leaders Circle, the greaterresponsibilitiesand positionsby broadenas AIM Future Dubbed 'tnvisioned to further enhancethe ing their skills, competencies,perspectivesand program is r experiendaland cultural diversity ofthe school's attitudes asgeneralmanagers. international graduatestudent body," added Gallegos.

The scholarshipprogram,which providesfull coverageofthe academicfeesand living expenses for the duration of the mastersdegree,is also gearedtowardsforging relationshipsacross cultures, blending leadershipsryles,and deepening the understandingofAsian businessman€ement within the context of a global perspective.

More informatitn abouttheschokrshipis auailable at the AIM AdmissionsWce, '4sian In*itute of Management,123 Paseode Roxas,Makati Citlt, numbers(632) 893' Philippines,throughtelephone ext. hyfaxnumber817and 892-4011 322, 7631 9240, or uia email (adubntzs@atucdz.pD.

4r

T H ED O R M :

Enorniryg lnstrncts The Asian Managerpeehsinto the student dorm. No fue+tar hotel this, but thereis no betterplace to studyfor a management degree 0r seehrefugefom the stess of the AIM classroom.

"Feliciry" where hereis a TV showcalled most of the conversations take placein the roomsof a university's dormitory.The conversationsare often between undergraduates, and they are often confrontational, emotionally charged.The rooms are spotless- models of minimalism.There aredramaticamberJit lamps in them, and bare windows, queen beds with evenly tucked comforters.

Now cut to the most famous coffee shop in the Institute where I am having a latte with Carlo Tiukinhoy, MBM2000 (who insists on bottled water). It is a Thursday afternoon.At around four, saysCarlo, housekeepingwill gather bundles of bed sheeis,pillowcases, along with other articles in need of wash. As the AIM Student Dorm c h a i r r r r a rhre. i s r e s p o n d i n rgo q u e s r i o ncso n c e r n ing the living conditions in the dorm. Even though he removeshis mobile phone from sight, you worry aboui wasting another hour of his on just trying to con.iureup the dimensions of the house,the current residents.He could after all be responding to his phone's Mission Imposible alerts, attending to more pressing matters that may have to do with the house itself, or pausing after another meeting he has just come from at another nearbycafe.But anywayhe answersaway, and beyond the perfunctory yes or no, at that.

The particulari are servedwith a genuine smile.

42

No Frills Yes,he says,to whether there'shot water from the showeror not. There is, for 24 hours and from the sink faucet, too. No, an outsider friend may not crash for the night, and rhe samegoesfor a fellow dormer ofthe opposite sex (the dorm is quaintly divided into male and femaledepartments),and parentscan only visit. A cappuccinomaker or any form ofhearing devicâ&#x201A;Źis prohibited for safetyreasons,but who's to complain when there'sno law againstinstalling your own refrigerator?

And TV and play station, computer, VCR, or audio components.There is a microwave nt, on eachfloor,a rym ar rhebareme and the chapelis in the lobby.Theret the SA storenearthe lobby for emertsc,,1) srrc,r,,drr.

The Institutet swimming pool is right next to the dorm. There's accessto the library and the computer room until midnight. You are freeto play tabletennis,drink, surf,do some compulsive channel-switching, swim, and sleepberweenclasses(not an oprion usuallytaken in the first months of a degreeprogram). You can play RPGs (in caseyouie not au fair with computer-based enrerrarn"role-playing games" ment, that's played on a gaming console),and sing a liitle (theret a no-noisepolicy, so rowdy karaoke competidonsarenot allowed).By the time Carlo is done with the diversion list, one realizeshow thesemodest gracesoffer refuge from the classroom,which Carlo "a frankly describesas stressfulenvironment." One also understandswhy Carlo had consistentlyrefusedcoffee all afternoon - jitters from his MRR didnt need any more help from caffeine.

placeswherewinter collectionsactuallydo apply,this is a plus, for should it be pastninety degreesout the window (which it often is), that cornflowercashmereturtleneck purchasedon impulse last Christmas would still be room temperature-correcr, A r a n y t e m p e r a r u r et,h e d o r m i s e n v i r o n m e n t friendly. The dorm supervisor,JocelynNono, cites this asidefrom the obvious asone ofrhe dorm'sadvantages, convenience of living on campusand in Makati. For esone thing, rhe placedoesnor havesanirarionissues. peciallyafterthe lnstitutet Environmenta.lManagement Systemswere adopted. Nono assures they makesurea companysubmirsa that the certificadonwhich guarantees chemicalsmarketedareenvironmentfriendly. She points out that they weigh daily the volume of reryclables and non-reryclables to monitor the efthe poliry on wasterefectivenessof d u c t i o n . T h e e m p l o y e e sa r e a l s o r r a i n e da c t i o n - o r i e n t e dp,r o m o r i n g "well-coordinated, prompt quality s e r v i c ef i l l e d w i t h c o u r t e s y a n d warmth. . .which makeseverystudent feel at home and very secure, thus wanting to drop by the dorm each time they are in the Makati area,even yearsafter graduation."

The Real Deal

The blinds ofthe cafi are creasedback up, and its soon time for the guided tour of the house before the overnight stay.There really isnt much left to inquire into anymore regarding the facts and figures, so that this is the part where the non-particulars,the ontherecord licle stories,take ovet From his animated accounts, itt not difficult to guessthat theseare in the But I thought the really good newswas that there's end partly why Carlo didnt (and doesnt) mind taking "taking careof the students." no curfew, unlike in universiry undergraduatedorms. on the responsibilityof Besides,there'sair condition at all hours, evenon holi'Walking down one of the dormt hallwaysthough, days.It can be manually regulatedwith the basichighmediumlow knob, but it's often freezing,Carlo says. there are suddenly reasonsfor the lessintrepid to be For the fashion-consciousor for thosewho come from slightly apprehensiveabout spendingthe night:

...thegoodnewswasthere'sno curfew...

43

Howmanysheepdoesit take to putAccounting students to sleep? o A look ar rhe paper bin by the elevatorand you ings to freshly painted ones, uninspired hall framesto just know that smokingis reallystricdyprohibited here, largel more vibrant paintings, more modern phones, evenin the fire escape. and concrete-gloomyfloors to marble. With regardsto securiry the stationaryguardsat the entrancemay soon o You are told there'sa staggeringsix packedin each start inspectingluggage,asa new dormer clearancesys"suite," so you get this imagein your headofa hospital tem may be implemented. ward with identicallyasceticwhite-sheetedbedsthat are separatedonly by sheercurtains.

Choosing to Stay o Despitewhat their R.A. saysabout everybodybe"family'' in the house,you're nonethelessuncoming "stressful fortable about your contributing to the environment" he hasmentionedmorethan once.

V4rateverfearsabout the night ar€ soon found unfounded. First ofl you can'thelp but laugh at the sight ofthe working elevatorif you recall Carlot account of the small controversy around it last year.The story is theret this cheap-thrill-seekingcharacter lurking somewherein the topmost floor (the sixth), who would block the threshold with the paper bin. Someone must've reminded him ofthe possiblepenalties,namelythe angry citizensof the dorm, not to mention banishmentfrom the dorm. He has yet ro be heard from since his last stunt, which involved placing the paper 6in inside the elevator,so that thosewhoU seeit would be too stunned to actuallyset foot on the elevator.

You do have to keep in mind, as you st€p on another cheerlessvinyl rile, that most students who are initially required to stay for a month or so chooseto remain for the whole term. It appearsthey do enjoy - even on their MRR break,the dorm hasa 55 percentoccupancy rate.

And onceyou enterone of the suites you'll see that the residentsdont exactly look like they suffer from any morning droughts or argum€nts over space.Their shirts are pressed,and they saythe placeis conduciveto studying.The suite is divided into two bedroomsof three personsand the common study-recreationarea.Though the placereally doesde"stressful servethe environment" remark (minimalist it "burning is not), the studentsgenuinelyseemto enjoy the midnight oil together,"asone puts it. They are not the wan patientsdoing time in a hospitalward you may havepictured in the beginning.They look up from their notebook screensto smile. The hellos are consistently warm. Jokesabout counting sheepto haveenoughsleep for tomorrows' Accounting caseare cracked.

Ifthere is anything concreteto worry about, itt the showerthe next day.The washroomsareclean,asCarlo has reassured,but then you hear slippers are needed, As you settleon the brorvn antique sofaof a srudy that the showertends to make performanceartists out area, the placebecomesmore and more ofa housethan of studentswho have to leaveearly in the morning "Feliciry."

And thank heavens,for the dormitory from they end up doing inspired Spider Man imitations in on television,there are no ba$y pictures and roommie the valiant attempt to rinse themselves. notes, sneaker-stringsmellsare highly unlikely, the s h o w e r h e a d h a s t h e s t a m i n a o f s e v e r a lg a r d e n Speakingof the shower room, Nono saysthe fix"more sprinklers, and television never g€ts fuzzy reception. trendy, cost-efTicient tures will be replacedwith Theret no true stressto relievewith light-heartedtalks ones." Most ofthe other proposalsinvolve transformaagainststark, fluorescentlight. There is no real papertions aswell: from monoblocsto hotel-lobby sofas,glass - Kristine J. Domingo work to be done. I windows rc analoksliding glasswindows, chipped ceil-

44

'73, The story of Ashok Soota.NlltNI 'l.riple A Alvardee, sholvshow the tapestrl of success is rvol'cnfronr the labric ol' risk-takins

h e n A s h o k S o o t at o o k t h e helmof ShriramRefrigeration it wasthe inthemid-Seventies, weaklinkof a successful exportchain, the DMCGroupof India.Butin less time than it took to show the board whereto pick up the lossesand go, AshokSootacrackedhis brandof managerial whipandturnedthe companyfroma losingproposition intoa Thatwasthen; Rs350millionexporter. and this is now: as GrouoPresident he presides overan of WiproInfotech, industryleaderwithannualrevenues of overRs 1000crores*at the turnof the century.

The story of Ashok Soota moves like it had written itself. Beginning with a speedy childhood nurtured by a mother who told her brood that they wereborn with roller skatesas others were with a silver spoon in their . mourhs. His early days in Jesuit schoolsexposed him to the manner and matter of the 'West, and the years at the University of Rourkee (where he earnedhis BSEE degree) anchoredhim more firmly to his roots in Indian culture. AIM helped bring out a global orientation. Here he learnedthe value of expressionin management- it is important not just to know onet work but to be ableto communicate well.)

His surge to thâ&#x201A;Ź top began at the ranks with Burmah Shell,a multinational company.

He later joined DCM Shriram as a management trainee under the MD of DCM, Dr. Charat Ram, and Mr. Bishan Sahai. He 'crore - \'kror \ pl. crores a unitof lHindikaror]('1609): valueeaualto tenmillion rupeesor 100lakhs

+>

worked at DCM for 19 years,and was part ofthe top management,at their Sri Lankan fan and sewing machine manufacturing subsidiary.He then took a sabbatical and enrolled in AIM's MBM program, barch 1973 . On his return to the DCM group, he was responsiblefor their fan exports. The company managed to chalk up impressiveexport figuresduring his tenure.

He then becameCEO of Shriram Refrigeration. Under his leadership,a complete turnaround occurred the company achieveda Rs350 million turnover.

The Vorld-Class Company Ashok'sstrongestassetis his ability to make the right decision at rhe right time, which meansscouring the environment, getting the lay of the land, and having the index finger for telling the direcrion rhe enrrepreneurial wind was blowing. Soota saw the potential of information technologyearlyon and envisagedthat IT companies,just like any organizationworth its salt,could be run professionally.A risk-taker,he took on the challenge of heading rVipro Infotech, where his enrrepreneurialmetdewastestedto the fullest.Wioro head Azim Premjigavehim elbowroom ro run rhebusiness, a bold move itselfasIndia wasfacing the tough challengesofa liberalizing economy.The local industry was watching 'Wiprot movestoward or away from the idea of finally allowing a foreign IT company to buy into the business. Meanwhile, closecompetitor HCL had tied up wirh H11which later took a reduce-equiry posirionin the company. Soota,however,decidedto transform the compahy while retaining its distinct identity. Recognizing that hardwareis a low-merging business,Soota "soft" moved the company into businesses like sofrware exports,systemsintegration building verricalsegment specializationalong the way. He convened the R&D "a departmentinto a global lab-on-hire"designinghardware and systemsoftwarefor multinational OEMs. In the process,he createda complete IT solutions com'Wiprot pany, which is the key reasonfor continuing dominance in the IT Industry

like any other story that engagesboth the heart and the mind, dark clouds soon stole acrossAshokt bright entrepreneurialsky.The tie-up with ACER in the form of joint branding (dubbing the hybrid PC "Vipro-Acer") failed dismally.-iTipro Acer products fell betweentwo stools. They were not receivedby the market asmultinationalproductsnor werethey availableat price points addressedby local brands. But asoften in information technology,the racegoesto the swift. He cut and cut cleandespitethe resourcesand devotion sunk into the venture. He dropped joint branding like the proverbial hot potato and replacedit with a clever in-house concept called the Super Genius PC. The local market bought it fast like the proverbial hot cake.

"Ifyou

are going to be in the businessyou have to be the leader,"Ashok sumsup his philosophy.The company is now targeting supporr servicesboth in india and abroad,establishingcall centersfor multinational companies,and providing Internet serviceswith a focus on the corporateclient.

The World-ClassManager Peoplewho haveworked for Ashok Sootadescribe him as the best managerthey have ever had the fonune of workin g u.'ith, A man of vision and reason, he is at once highly analyticaland nurturing (his house is vibranr with greenery),decisiveand patient, as well asopen and refreshinglylacking in prejudices.Though modestly accommodatedfor such a financially successful man, Soota'sfulfillment as member of socieryapparently lies deeper. Civic function, the arts, and an enduring spirituaiity reward him with peaceas experiericeand rhe realworld continue to hone his mind and nourish his dreams.Alreadyhe hassethis sightson new frontiers that can anchor him after retirement,after he he has sheperded Wipro into becoming the largestIT servicescompany in India.

"These His messageto the young? arewonderAshok'ssuccessat Wipro can be attributed to three Ful rimesro be young. There are more opporruniries key decisions. First, he committed himself completely for young people today than there were ever before. I to the PC business. Second,he studied the domestic would adviseyoungstersto be true to themselves.Ask market as if he was starting from ground zero in an- yourself what it is you want. Seekit out, make your other culture. And third, he formed allianceswith Sun work a hobby ind enjoy it - it's your turn now and itt Microsystems,tndem and Epson. So far so good. But best ifyou enjoy ir. Enjoy life and be successful." I

46

An MM Grad's

GITT", tt beensaidthat life is a seriesofcircles' At any point, new onesareopening;old ones are closing. Bill Bradberry,MM 1977, could easilyidentify with that idea.

He's been a student, faculty member, '97.

lli ll lh'adhcrrl'. \'INt re'turnsto AINI :rcconlpaniedb) hundredsol' nranagementb(x)ks, \! hiclr he donated kr the l,ibrary.

Ilr cilestltuselrulh hookr und per\pc(ti\tj\ vou shouldn'tdo u'ith0ut.

alumnus,and donor, eachidentiry seemingly flowing into the next one.

At the centerof Bill's circleshavebeen,and perhaps alwayswill be, books. Books have been a personalpassion of Bill; books are also a metaphor for his constant searchfor learning;and now, booksin their physicalform, asdonated by Bill to the AIM Library, havehelped him to come full circle in his associationwith the Institute.

TheAsian Manager caught up with Bill and talked on to him about his donation and about his perspectives managementasan AIM alumnus.

47

How did you first become associatedwith the Asian Institute of Management?

Programthe MBA Programfrom Loyola University in New Orleans. We had three children at that time, and my permanentresidencewas in the Philippines.

I joined AIM asa studentin 1976 in the MM I wasinterestedin the processofdeveloping managprogram. I graduatedwith Distinction, having re- ers;this could be my principal contribution to makceivedcitations during eachofthe threemodulesof i n g r h e P h i l i p p i n easn dA s i aa b e r r e p r lace. the program. I felt the program was excellentand So I went to GasryOrtigas and applied for a facaddedto my businessexperience.

I had spent 17 years u l t y p o s i t i o n . J u n b o ( A s s o c i a t eD e a n H o r a c i o in Asia, including 7 yearsin the investmentand life Borromeo, Jr.) and I were both acceptedfor faculry insurancebusinessand 10 yearsin tradingand manu- positions. I joined the faculty in 1977 and started facturing of chemicalproducts.rVhen I was taking teachingStrategyand Policyalongwith generalmanthe MM Program, I had worked for a Japanese- agementclasses.I taught in the MM, becameproAmerican joint venture and was Presidentof their gram coordinator in 1979 trII 1980. Then I taught Philippinesubsidin the MBM for one iary. It was an exyear.After that I went c i t i n g v e nt u r e , ro the Statesto .join the but it did not have faculty at the Unive rsity a greatdealofecoof Texasat Dallas as a nomic potential visiting professorand to in the late 1970s, enroll in the school's when martial law Ph.D. program in Inhad a negativeeft e r n a t i o n a l M a n a g efect on our busiment. I graduatedfrom ness. the Ph.D. program in 1986 and joined several 'W'hat was your US universitiesasa permost important manent faculty memlessonin MM? ber (Loyolain New Orleansand the UniversiryofHousron). Finally I started The abiliry to function asa generalist,ratherthan my way back to the Philippines via Universiry of asan individual with a functional bias (marketing). Guam and camehome to Manila in 1997.But due This gaveme the path to strategicthinking. The nexr to my mdther'shealth I had to return to the States. best lessonwas on developing negotiating skills. I believethe experiencewas a greatway for managers Vhat are you involved in now? to preparethemselvesto move upwards.

I am in Joplin, Missouri working asConsultant joined You the faculty soon after? for the International Tiade and Quality Center at Missouri Southern State College and an Associate I began to talk to one of my professors,Vic Professorin International Business.Missouri SouthLimlingan, at that time and becameconvinced that ern has an international mission. It promotes interI had something to offer the MM Program, given narional trade and investment,and hasa number of my extensivebusinessexperiencein other Asian Iinks to Europe and Latin America. The College is countriesand the perspectivethis gaveme. It helped at the center of the United States.Around 76 firms that my family was also Asian. I was married to a in this areaare involved in exporting. For them, and Philippine native, Carlotta Barrios Bradberry,who for students,we do things like developImport-Exgraduatedfrom AIM's Management Development port ManagementCourses,hold conferences, and de-

"Stop thinkinglike local managersand get realto globalforces" 48

velop seminarsin various areasof the world (including Languageand Culture seminars).

2. Management (Thshs, Responsibiliies, Prauices)

by PeterDrucker. Profound, like all his boola; basic and coversall the points (more or tess;.

How should Asian managers step up their international businesses?

3. AdministratiueBehazlorby Herbert A. Simon.

Forms the foundation of the administrativeway of thinking like local managers Stop and get real to thinking and is an explanationof a much more diffiglobal forces.Asian managers, cult book written earlier- The like all managers,have a tenFunctions of the Executiue I:y d e n c y t o t h i n k t o o c l o s er o Chester Barnard (if you want "Get comfortable with home.Second:getcomfortable punishment,readthis book and with other people, other culsleeDr. tures,other money, other cusother people,other cuh toms, other religions, and re4. The Conceptof Corporate spect them all. I really mean Strategyby Kenneth Andrews. that - respecrrhemall. ManThis is still a great book, and it t ur e s , o t h e r m o n e y , coversBusinessPolicy well. agershave to remember that once they are outsidetheir other cus- toms, other counrryrheruleseitherchange 5. Michael Porter's books, or dont exist as they did bellke Competitiue Strategl a'nd fore. Without an understandCornpetitiueAduantage, could be religions- and respect included.He seemsto havegiven ing of the global market and a new emphasis to the word the rules of that market you "Competition." them all. I really mean cannot survlve.

About your donation ofbooks to AIM; what prompted it?

6. Undzr*anding Variation: The Key to Managing Chaos by Donald J. rVheeler.This tells a story many managersdon't havea clue about. It can be purchasedfor $9 and is worth millions (at least in my opinion)l

that - respeclthem all"

The gift wasprompted by my return to the Philippines and the fact that I had collectedvarioustvpesofbooks during my rime in rhe Srares.Many oiih.r. book were out-of-print managementclassics;others were standardtextbooks.

I believethat books are important and have always had a fairly extensivecollection in all my areas of interest - international business,marketing, researchmethods, and TQM. They seemto me an appropriate gift to AIM. At leastI can sharemy interest.

7. Elihayu Goldratt has a great seriesof books that readlike novelsand teacha lessonthat goesalong with Activity BasedManagement,Qualiry Management, and the conceptsof ProcessManagement as "functions." opposed to I have read and enjoyed Goldran's The Goal, The Race, The Critical Chain, The Halxach Syndrome,and h's Not Luck.

Which bools do you think belong in a manager's

8. Others: Of courseyod can add PeterSenget The Fifh Discipline and its follow-ups. The Machine "lean that Changed the World and its follow-ups on l. Out of theCrisisby Vl EdwardsDeming.This production" are also essentials.

librart'

is his corebook.It formsthe basisfor solidmanageNow I have'givenenough for a managerto spend ment thinking and ofcourseis a goodsolid foundayear tion for QualiryManagement. a reading.

49

lookingfor?

Whatarethe headhunters

U! i. is extremely rarâ&#x201A;Ź that an applicant is Wnt. hired on the spot, a job fair is the closestto an onofa iob huntert currentworth the-soot-assessment in the market in the courseofan afternoon.Tenseand leisurelyat once, one such afternoon sawhead hunters and their prey congregateat AIM ConferenceCenter last Februaryand The Asian Manager got to watch the "Tense" game. becausethe decisionto walk the field in proper attire recalled a night of smiling and handshaking "kiwith an imaginary interrogator. surely''describedthe hours that trailed eachpower resumd,eachapplicarion form filled out with the familiat soulsearchingcontent ofa distilled biography. Above it all the questionedloomed largebut unasked:Is it you they want? \hat do they want?

To quote the head-hunting credo "Can you do the job?" It of the ages, s e e m st h a t i n t h e a g eo f i n t e l l i g e n r machines,a personstill hasto be there to decide what the machine will be intelligent about today.In not so many words, the following head-hunters pitched the managerthey werelooking for: AC Nielsen,a market researchcompany,is looking "excellent qualitative and quantitafor applicantswith tive skills becausethe company doesboth rypes of research."V/hich is to say that he or she can read the numbers and know what they mean. Presumablyhe/ shemust hasexcellentcommunication and peopleskills aswell, which is to sayhe/shegetsalongwell with other "the best hunting ground people.\t(4y AIM? Well, itt for thesevery skills in the region." Over fifty applied, around a dozen shoftlisted for managerialand supervi-

50

sory positions. The personnel manning the AC Nielsen booth was herselfanAIM graduate,with 15 yearsexperiencein client servicingand marketing prior to her studiesat AIM. So far so good. Readslike the normal run of middle management head-hunting. How about a numbersheavyorganizationlike the Philippine Stock Exchange?

Surely theyve got their eyespeeledfor thosemath wizards,thosehuman num"AI>sober crunchers, those geekoids? lutely not," saidPSESeniorHuman ResourceSpecialistJosielynG. Sembrano.

"Those are actually a dime a dozen they wash out pretty fast becauseit's a different ball gamenow.The managers we'relooking for arepresumednot only good in numbersbut haveexcellentPR skills as well becausethey get sent abroad (referring to Federation stock exchangescholarship)."In fact,because of the emphasison the virtues of both the Asian and \Testernmodelsof ma.tagement,AIM graduateshavegeneralistmkeon the craft "tVhile that becomesan advantageoverthe doctrinnaire. cutting edge in their fields of specialties,AIM graduatesareexposedto a wide, cosmopolitanrangeof managementvaluesand practices,"says Philippine Stock ExchangePresidentJoseLuis Yulo, himself an AIM alumnus.

And then there'sEli Lily. Maker of Prozac,the million-dollar sellinganti-depressantand Ceclor, the bestselling pediatric andbiotic. On the surface it seemed like a drug manufacturer would be the last place on Planet Management where an AIM graduate would flourish. But in fact Eli Lilv is the one multinational

"AlM is the most productivehunting ground for excellent qualitativeand quantitativeskills in the region" headhunterin the dayt pack that made no bonesabout rhe growing relianceon headhuntersby in-house HR "For prey profile in the region. what we need- market departments. Fortunately, another growing trend in research, strateg;r, distribution and promotion, we prowl recruiting is emerging from the ranks of the big headhere," said Kathy Guzman, associatedirector for Hu- hunters themselves.

Tired ofthe facelessand eventually 'AIM man Resources. is the most productive hunting meaninglessquestionsstandardto the businessof bagground for excellentqualitarive and quanritative skills ging corporateprize heads,the hunters are shifting the in the region', she adds. 1999'stop two MBA gradu- interview focusfrom persona.lityto abiliry "I'll describe 'How atesare working for them now, one in Singapore. a situation, a real live businessproblem, and ask, AmkorTechnology Philippinesis an Arizona-based, would you handle this?,"' saysMary Kay Haben, an Korean-ownedsubcontractorfor integratedcircuit as- exec-VPat Krafi Foods.The job inrerviewas a minisembly and test since 1983 and constitutes60% ofrhe casestudy.Soundsfamiliar?In fact, while the lVest was P h i l i p p i n e s ' t o t a l e x p o r t s . L o w p r o f i l e a n d switching head-hunting technologyback and forth beunprepossessing, it is the packt hunting darkhorse:it tween personaliryand abiliry .jackpotbells have been haslow-recallnamebut supplieschips ringing in the academichalls of AIM, where the case to giantslike Intel and Motorola and merhod on top of specializedmanais currently developingmobile phone gcial sbillswasalreadysacrosanct.

"I video function for Nokia. This fair was still in schoolwhen the was their first in AIM and, in terms recrtiters came- three multinationof managementneeds,Amkort was als,in fact. I didnt get askedmind 'Can the most specific: a qualitative bias you legally trick questionslike ("800/oofthe job is technical")and a marry your widowt sister?'or airy 'How dangling carrot higher up there than hypothetical questionslike operationsmanager,financeand HR; do you seeyourselffive. tâ&#x201A;Źn years the processengineer.V/hatt a profrom now?,' recallsRichard l,aig, ficess engineer?He's the one who nancemanagerfor Eli Lily, bagged, makessurethat everyreensie weensie strapped and conscripted straight little step and protocol in consttuctinto top managementfrom AIM. "It's ing an inregrared chip and orher miall appliedskills,verba.llyposed is Followed,orherwise croelectronics which, of the many I wastrained a speckofdust could get sandwiched for, will come to the fore should between the wafers and render the chip totally unus- such and such situation arise.Itt alreadyassumedthat able. Paysthe top dollar. an AIM graduarealreadyhasboth the leuelofquanritaAnd so all the resumiswere counted in, but when tive and qualitative skills required for the job. That Eli it was time ro pitch down the tents, everyjob hunter in Lily shortlistedme meansthat I distinguishedmyselfin the fair moved no closer to his/her new job than the severalkey areasthat matched their needs,while in the forms in the folder. Not evenwhen rhey were calledfor othâ&#x201A;Źr two I myself decidedI was not the right match a first interview. Granting he/shemade it to the short although I was in their shortlist, too." list, the verdict is in on the causalrelationshipbetween It's clear that what the headhunterswere looking "There interview performanceand job performance. is for havent changed.The method ofhunting may have, absolutely no correlation between how well you per- but that was probably an effort to suit the times. \Well, form in an interview and how well you perform on the old times, it seems,are new again,and the premium on job," says Nick Corcodilos, managing director of ability overperspnaliryhasregainedim original currency.

N o r t h b r i d g e G r o u p , a U . S . - b a s e dh e a d - h u n t i n g So why do the headhunterscongregatein AIM? Vell, consultancy. This is no news, either, as evidencedby where the qameis, the hunter follows.

I

5r

PRE IdeasFor the Up-to-DateManager

W hat businessare you in? When Peter Drucker askedthat questionin the 1950s, few had the right answers.Eventoday, not many corporationsanswerit well.

What'sYour BurlnecE Agaln?

You are in infrastructure, c ustomer-relationship, or product innovation - not all threeat the same time

<?

Now they haveto facea new versionof the question. What businessare you really in? it's not a subtle difference.Chancesare much grearernow rhatyour business is nor what you think it is. John Hagel III and Marc Singerexplainedwhy in their article, "Unbundling the Corporation,"for which they won the McKinsey Award for bestarticle published in Haruard BusinesReuiew in 1999.

Most companies,saythe authors,are reallyengagedin threekindsofbusinesses.

One'attractscustomers;a seconddevelops products/services;a third managesoperarionsT . h e p r o b l e mi s t h a t t h e e c o n o m i c s and culturesofall threeessentiallyconflicr with each other. !7hat makes it a bigger problem is that specializedcompetrtorscan perform any of the three businesses faster, better, and thanks to electrontc networks - at lesscost. tWhatwe'regoing to seesoon: companies deciding whether they are infrastrucrure businesses, or customer-relationship or product-innovation busibusinesses, - but not all threeat the sameume. nesses 'What did you sayyour businesswas?

T

I hroughourrhebusiness managers arerrdnslandscape. forming rhemselvesinto entrepreneurs.!?hether you're anglingto get a pieceofthe Internetjackpot,or finding a market for skills gained in a corporate setting, here are companyfounders tacticsfrom someofthe most successfi:l and advisers,gatheredby Fast Companl: o

"The

key to a successfulstartup is networking - both personaland professional.Networks are the steelof the future."

"Dont

start a businessunlessyou haveenoughmoney yourselfandenoughmoney to investin rhe business to live on for a year.You'renot going to be profitable for at leastthat long."

"Develop

The Age

of the Startup Networks are the steel of the future personal, professional, global.

Togetherwith an exit strategy, soundfinance, tacticalspeed and a good eye for peoplewho are goodto hire, you can go global in a snapby startingup simultaneously in several countries

an exit strategyfrom the get-go.Go beyond \lfhat is your personal strictly financialconsiderations. exit strategy?"

"Get

the funding that you need to build the right organization.Thesedays,money is so much easierto come by than it used to be. But people are hard to get." "lfyoure

rrying to start a web site from scratch,you need to have somerhing up within l0 weeks.Ifyou havean idea,someoneelsehasit too. You'll neverget thereifyou try to put up the perfectsite."

'A

lot of peoplewho go into businessfor themselves do so becauserhey want to be their own boss.In some ways,when you are the owner ofa business,you have many rnore bossesthan you ever had before."

"Theret

a new wave of managersand leaderswho can quickly build a company and take that company g l o b a lT . h e y s t a r tu p i n m a n yc c , u n t r i east o n c e ,s o that after l2 months the companyhasa balancedbusiAsia.The old, nessin Europe,the United States,.and restrictedview that you can start in your domestic market and then progressivelyexpand, taking counrries one by one, is completelyobsolete."

53

"l Slow,Stupld,Expenclve what your peoplcarcif thcf The title of this item describes not as productiveas those from the best companies, peopleare definitely not slorv,srupid, and cxpensive. achievethat by nrovingbeyondthe old notionsof productiv itv, saysSirarcgrC" Busines.The new productiviw "reintegr:rting call for work." Wait, beforeyour jargon goesoff: theresrealsubstance behind this phrase.

Lett sayyou'rein manulacturing.Insteadofhaving work ersman:rge:r singlestagein the process, put them in teams shareresponsibility f-crr the final outpur, azl improvemainre nance,and enhancequality. Ifyou havcdelivery peoplestock ing shelves at stores,turn them into accountmanagers azl in vcntory control people,azrl pricing decision-rnakers, and logisticscxpcrts.lfyou havcdiffcrcntpeoplein engineering, marketing,sales,and customerservice,train thcrn to becomecustomer serviceengineers doing all funcrionsari/ educatingcustomcrsazltaking thcir ordcrson thc spot.ResulrsiBetterand fasterdecisions, enhancedcustomerlocus,rnotivatcdcrnplovecs.Fast,srnart,low-cosr.

a G

.:'!. ,-|F|

Corporate FormulaOne 2000: Strong financial performance, steady investmentin technologicaI innovation, employeetraining and welfare, and society

>+

standardscall for work reintegration,where single-stage-specialists become all-around experts by sharing responsibilityin the final output of a multi-stageprocess

World'sBest-Managed Companies T I h e f o r m u l a f o r h e c o m i n go n e o I t h e h e s r - m a n a g ecdo m p a n i e si s simple:strongfinancialpcrformance, steadyinvestmentin technological innovation,employeetraining and welfare,and socieryThose are the crireriaIndustrl tYeehuscsto judge the worldt elite companies,and the competitionto get in the Iist is intense.C)nly43 companieshaveconsistently madeit to the top I 00 in the lasrfbur years.Of these,the biggest 'lbyota in termsof revenuesis Motor Corp. The rwo otherAsiancompanicsrh:rrmadethe list arealsofrom Japan:SonyCorp. and KyoccraCorp.

1'he biggestEuropeancompanyin the elite list is Switzerland-based Ncstli SA, fbllowed by UnileverGroup of England.Among the bestmanagedAmericancompanies,the biggestis GeneralElectricCo. The smallestcomp:rnyin the eliteIistis Novo NordiskA/S of Denmark,which makesinsulin and industrialenzymes.Accordingtb the manufacturing companiespolled in thc survcy,the top threecorporatemanufacruring stratcgies in rhe 21" centurywill be: 1. Enhanced flexibility and agility 2. Cost reductions 3. Integrated supply-chain management

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O H I M C O N F E B E NCCEEN T E R RCCOMMODRTIONS

892-40-11 local275.

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Mr Lucius I{-P Lai, '80 MBM SeniorAdviser VocationalTraining Council The ManagemenrDevr.

CenrerofHong Kong 1l/F, VTC Tower,27 Vood Rd.,\(an Chai, Hong Kong Tel: (852)283'618-28 Fax:(852) 257-27 1-30 Email: lucius/@utc.edu.hh

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'80 MM President,FAIMAAJndia, 520 MakerChamberV 221 NarimanPoint.Mumbai 4 0 00 2 1 . l n d i a T c l :( 9 1 -l t ) 2 8 1 ' 4 2 1 2 Frr: (91-l1) 022'204'6773 Entail: bbyai m@auo rld. ner

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ThePLACEMENT & ALI'iINIRELATIONS OFFICE GroundFloor AsianInslituteof Management 123Paseod6 Roxas 1260MakatiCity, Philippines Tel:(632) 89240n1 loc.254l540I 541 Fax:(632) 893.7/t-10 Emall: elu'l/l,@.hbitefl eain.edu.ph

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IIItrEilL Ms. Porntip lyimapun, MBM'92 ManagingDirector (Thailand) M Advertising 5 9/ 3 8 7 , J 8 8 Rhamkhamhaeng Road, Sapansoong, Bangkok, 'fhailand, 10240 -lel:(662) 728-02-00 FLx:(662) 728-02-l0 Email: ra881 I tl@loxinfo.co.th

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EmbracaderoCenrer, Suitc1800,SanFrancisco, CA., USA 9411 -lel:(4t5) 268-27-00 Fax:(415)268-27-01 Email: RVC@chemoil.com

llerosy, Torycr l(coprru end Thr tcarch for Truth Tiekhing the rough road to changewith the GadJIy

calledDarkover,a generationship I n a metal-poorworld crashed.By somestrokeof cosmicluck,the nativeintelligentracecalledchieriturnsoul fo be an inter-species fertile withhumans. Throughthe usualinterregnumof loss of technology,a ruling caste,the comyn, arisesthrough the studiedbreedingfor psipowerscalledlaran.The most powertdamongtheseare sentto the Towersto be trainedThe mostpowerfulamong the traineesstay- to serue.

Thetechniciansin the towerworktogetherin matrixcircles and do all the work that technologywouldotherwiseaccomplish.Thisworkingtogetheris made possibleby matrix crystals and the Towerkeeper. By long traditionsurvivingthe lastof thegreatmatrixwars,the officeof keeper ls held sacrosanct- held only by vigin femalestrainedby Iong,painfullessonstoavoidallpersonalcontacts- keeping her psi channelsclean - description of the world called Darkover from the novels of Marion Zimmer Bradley.

Somedays,I almostfeellike I fell into somemind warp and ended up in some authort wild imaginings of Ancient Europe repletewith witches,druids and dark rites.

Okay. I know changeis tough. But the iheer devotion with which corporate rituals and unwritten rules are protected in many companiesapproaches the ridiculous. Someoneout theremust havea map....

'Am

I therefore becomeyour enemlt, becauseI tell you the truth?"

Galatiarc 4:16

57

I The worst thing about changeis that, evenwhen you call it an improvement and not a correction,it will be seenasbranding the current way ofdoing things inferior. Observations, suggestions- whateveryou call them, they will be taken as criticism. Vhati impottant is how fast you can get people away fiom defensemode and into improvement mode. Different folla .. . different strokes.

'Lihe

all keepers, she had learned to - Maion Zimmer Bradlel in Forbidden Tbwer

barricade her oun

thoughts."

Learn who the keepersare.Theseare people who have made it their businessto protect the rules. They are the white blood cellsof the corporateimmune system- the first line in the defense.They will be the last peoplewhoseminds you can change- but will be the onesto sound the call to battle. Tiead carefully.

'For

Leonie, lihe all heepers,was a pledged airgin, neuer to be hoked upon with a sensual " thought, neuerto be touchedby any man. - Marion Zimmer Bradley in Forbidden Touter Know your enemy. There are a.ll kinds of keepers.

There is the Miss Manirers Keeper. Quite easyto spot, she is typically in middle management.Neither overwhelminglybrilliant nor obviouslyincompetent. If you had to choosea model for appropriateoffice wear,she'sthe one you would choose.Normally in a position which allowsher lots of time for keeperactivities,lots ofaccessto information and lots of accessto people'sears. Often getsquite upset over the funniest things socializingbetweenmanagersand staff, for example. How do you handle her? Keep to high ground. Minimal engagement.

Learn who the keepers are - these are people who have madeit their businessto protect the rules

Then there is Old Man Keeper. Het been around forever. He can be anywherein the organization. The higher up he is, rhe more dangeroushe is to changeefforts. He getsparticularly upsetabout change. Always the one to get historical during discussions - dredging up eventsfrom twenty or thiity yearsago in order to establisha point. Handling? Lots of respect- something on the level of ancestralworship. tctful maneuvering. Always bow to the pastand show howwhat you aredoing is merelyan emulation or 'what extension of we have a.lwaysstood for'.

Then thereis Star Keeper.He'syoung, bright, an artful talker,rea.llycharming. This is a particularly insidious keeper. He talla changeand progressbut is really so much more comfortable with the way things are- too much changeis dangerousto his wellplanned way to the top. Handling? Find a way to make him part of the change. Allow him to claim something. Make sure the risks to him are minima..

'Aim

at the starsand hit London" - Bruce Sterling in Green Days in Brunei

The engineersand zealousmanagementtypes in your organizationwill come on board ifyou can show them a clearcasefor changeand a clearplan.

Setthe goal. Write it down. Give everyone,copies.Make sureyou all havethe same understanding. Finally, find a way to align people to the changeeffort. Doing good must feel good. Doing badly must hurt.

58

Most importantly, show peoplehow easyit will be to get at the win. Small, easysteps.

Earlywins, visiblewins. Very few peoplecan rejectthe invitation to join a winning team.

'Who

wouA sup with the mighty must climb thepath ofdagen. paued with dagers." - RobertJordtn in The Path of Dagers

On the heighx, all paths are

Get the gods in at the correct moment. Too late is bad. Too early can become disastrous.Thesepeopledid not get to where they are by backing losing horses.They are probably extremelyrisk averse.

By the time you make your pitch to them, it must be a full plan - down to implementabledetails. You want to be able to sayyou are confident of getting support from your colleagues- without making them feelyou haveoversteppedyour boundaries.

Make reallysureyou know where their buttons are. All peoplehavejoy buttons and hot buttons. Push the joy buttons and stay far away from the hot buttons.

Small, informal eventswhere you can make small noisesare a good way to start your campaign. This way,you know earlywhether you are espousinga hopelesscause.It's also a way of claiming prior consultation without having to make a formal commitment on either side.

Stay away from the old stories and the old wars...

On the other hand, don't underestimate the possible usefulness of the protagonists

Vlry do young menfght the wars started by old. men?"- Felix C, Goxchalh in Vestib*hr Man Dont fight the old wars. Most organizationshaveold arguments- not much different from the argumentsof old couples. Most of theseargumentswill havema.iorprotagonists and favoritewords and stories. Stayawayfrom the old storiesand the old wars. On the other hand, dont underestimatethe possibleusefulnessof the protagonists. In many organizations,it is the old starswho fall into the old wars and you'rewell-advisedto know which of them still command the respectof others. Good generalpdont wastean1'thing.

"I

hauefoaght a goodfght, I haaefnished my coune, I hauekept thefaith. - II Tirnotlry 4:7

Finally, at the end ofthe day, celebratethe change. Involve everyonein the celebration. You may need them again soon.

And the funniestthing was, they discoveredin the end that, not only was celibacynot a requirementto hold a matix circle together,you didn't I evenhaveto be female. So there!

Gad.fl1is a real manager utith real obseraationsabout real companies.Tbgiae him your oun reality ehech,sendmail to: gadfl1-aimphQrchoo.com

59

classNotesisyoUlbU||glinboad,yoUlownlorm'orannouncingcareelachievements,mi|eslonesin|i'e'bUsin yoUl6elwi||bringfe|lowA|MgradUa|eslotheattenliono| in eachissue,so sendus mailregulady. lo updatelhe woddaboulyouandyourclassmates we'llbe happyto publishyournotes.ll youdo lind yourclasshere,remember

Master in Business Management A B ES Y C I B M B M ' 9 9H: i A l l l A few weeksago, when I was planning a businesstrip ro NewYork, I askedmyself who I knew in the city that never slept. Couldni think of too many namesthen.

FortunatelyRahul postedhis contact info on rhis mailing list earlier, andYudi sentme somenames from France(after he visited NY).

By rhe time I got here, I was surprisedto find at leasta handfulof our batch here. So we had a minireunion where there was at least one from eachofour sectionswho wasable ro make it. Heret a lirtle update on those of us who were able to ger togetherearlier this week in this really grear city: Rahul Kapur (aka Kaps) is now a high-fl ying managementconsultant for oneofthe mostprominent banks here in New York. Chase Manhartan.,Looks like he'sdoing great and living in what Hazel calls somewhatofa dream apartment in New Jersey.His email address is: rahu/kapur @hotmail.comHazel, for thosc of you who havent heard yet, is now Mrs.Yaptangcoand sheis nowliving in New Jerseywith hcr husband, Eric. Eric works for AIG as their systemsarchitect and was ASMN'-basedbeforemoving here last year. When I heard from Rahul that Hazel was here,I first thought shewashereon vacation, so I was prertv surprisedto learn she'ssetdedhere.She'sin the processofgertingrhe feelof living in America (it's her first time here, too and moving to a new home soon). She'snot sure yet what she'll focus on, but knowing Hazel, I know she'll do greatl Her mail is: hazelyap ta ngco@gte.net

60

Rohit Mehra is also doing businessin the Big Apple. Rohit is currently working in a business developmentrole for a budding companycalledK2S (Knowledge '2'Solutions), whosebusinessis implementingOracle. Like the others, he commutes from Jersey.

I believeRohit is still interested in corporatefinancework, so next timeyou hearfrom him, he might be CFO ofsome largecorporation here,or somereallyfamousimarket-moving stock analysrl (Rememberto sharestock tips with us Rohit:J ). His e-mail address is: rohitmehra@botmail.com Shaanth Balaji is the intellectual among those of us who got together. He's pursuing furrher studieson commodiry oprions at a school here in New York (Sorry Shaanth,I forgotwhich one :-( ).

I think the schoolis in Brooklyn, wherehe lives. He'salsohelping a professorwrite a book on derivatives! One day,this might be AIM classmaterial!Photocopiedversion, ofcourse.Shaanth'salsogetting his feet wet doing some analysisat a company by Vall Street. So next time you needsome adviceon the wheat,grain, soy or other commodities market, talk ro Proi Shaanthl You might find him teachingthe courseat AIM... His e-mailaddress is: shaanth@hotmail. com.

As for myself,well,I'm just a Los Angelino having fun here in New York. I work for CambridgeTechnology Partnersand specialize in implementing Broad Vision - one of the leading e d g ee - c o m m e r c ea p p s .

I'm here in New York giving a classto fellow consultantsabout the product.

So if you guys need to webbiffy your business, maybe I can help.You Lnow whereto reachme. I fly back to LA later this afternoon, sojust thought

Id sendyou rhis updatebeforeI take off New York is definitely a great placeto be inl There'ssooo much to do and see,it'll take foreverto run out offun. The public is pretrygood,roo, transportation soyou can getanywhereusingthe subway/busfor only $4 a day or $17a week. I highly recommend visiting the Metropolitan Museum ofArts (you'll need a few daysfor thar and it onlycosts$10for a day pass),or checkingour the Broadway plays(gocto see/es Miserables last night - very good storyl - got a good seatfor only $20).There are hundredsofpubs and grearrestaurantstoo,ofcourse.Thebestrhing is, we'vegot friendsand classmares herero ger togerherwith.Tlkecare a l l lA B E Until a year ago, DANNY '99, OTANES, MBM didnt know a rhing about warehousing,the f r e i g h t p r o c e s s ,c l e a r i n g a n d forwarding,much lessaboutsupply chain and managementconsul"l rancy. wasofferedthe job I was

looking,yes,but I didni exacdv know there was a job description like that. But then I thoughr,what rhe heck."And soa yearlater,with Gulf Agencv Co. Logisticsand Distribution Services,Danny'sgot rhe job description down to a science,third party logisrics.which really did involve - yes, logistics, warehousing,transportation, clearingand forwarding,and allrhe knors and tangles involved in moving goods and servicesacross oceansand conrinenrs,It was a whirlwind initiation into rhe real world of demand and supply.

"There's alwaysa solution to a problem,'Danny echoesa personal first principlehe learnedfrom AIM, and the next step towards the "a directionof a solution is that complex problem can alwavs be " simplified. Not surprisingly, Danny is optimistic about the "Things furure. are not as hard as they seem. Faceall life-changing experiences and learnall the lessons rhey have ro teachyou. Ifyou can do thar, you'reon your way."

mail your notesto F tam@aim.edu.ph

the Foundationwould look outHARRY ABRILLO, MBM'79 and '84: ward, reachingout parricularlythe RUTH CALLANTA, MBM '79 membersof PhilipAbout 10yearsagotodav.MBM disadvantaged pine sociery\fith the full suppon togerherwith MM'79 and gradudevelop- ofCasty Ortigas,PresidentofAIM atesof variousprofessional ment programs held that year, then,rheAIM Alumni Association hosted rhe annual alumni homecoming at the Manila Peninsula b a l l r o o mw i t h m o r e r h a n 6 0 0 A consisient elumni in attendance.In order to make rhe occasionmore meaningshow-stopper fuland relevant,thehostbatchesfelt slnce lhe rhat therehad to besomethingmore inceptlon "kamustahan," raffle, than the usual ot the colorlul beer,food and music.Turning the annualAIM meeringsinto a casediscussion,the membersofrhe organizingcommitfestival ol teesâ&#x201A;Źelrrhat perhapsir was abour cultures, time AIM alumni showedsolidarlndonesia iqv wirh broaderconcernsof socihas never been ery. Ir cannot be perceivedas an less than enclar-eofthe privilegedfew.A sobrealhtaklng ln cial arm would beneeded,the numbers of rhe organizingcommirtees its showcases concluded.Thus wasborn the idea ol a herilage of an AIM Alumni Foundation, unparalleledIn Inc. $/hile the alumni association the visual, would primarilylook inwardto promythlc and motethe interestofitsmembers,the performing aris Foundationwould look ourwardto promorethe interesrofits members,

Todav,this amount has grown to abour P450,000.lVhile the Foun"hibcrnatcd" darion during the subsequenryearsfor lack of follow rhrough,the conceprremainsvalid as ever more so rhe presentcrisis. '[ he hosr barchfor rhisyear'shomecoming thereforedecidedto revive the Foundationbut this time with firm resolvero pursueits mission.

As an innial srep,the Foundation enteredinro a joint projectwith the Cenrerfor Communir,vTiansformarion (CCT), an NGO headedby a respectedname in the socialsecror communiry Ms. Rurh Callanra.The project aims ro assistchildrenof poor familiesenrolledin public elementary schoolswho are in danger of dropping out for economicreasons.This assistance will consistof a subsidy for school uniforms, schoolsupplies,food and transportacion allowance.This will require an investment ofP600,000per pupilpermonth.Butanevenmoreimportanrcomponentofthe program is valuesformation, by way ofregular bible srudiesand Christian dislaunchedthe AIM Alumni Foun- cipleship.This will be provided by dation shordy after the homecom- the CCT not only to the srudencs ing.The homecominggaverhehost but to the parentsas well. Starting classa nerofaboutP250,000.

This wnh pupils at Grade III level, the or scholarswill beneficiaries amounr providentiallybecamerhe selected seed money lor rhe Foundarion. be assistedup ro high school.After will graduarion,furrher assistance alsobeprovidedin rheform oflooking for sponsors for post-secondary education(vocarional/technical or degree courses)or for job placement.

The initialtargetfor the schoolyear 1999-2000 is 100scholars from rhe depressedcommunities in SanAndresand Tondo. The practicalside of us, steepedin rhe disciplineof rhe bottomlinemay "\flhy ask: rhis kind of invesrment when the rerurnsareunquesdonable and way,waydown the road?"Vell, first ofallbecausethey arerhereand .they need to be helped. Secondly, becausewe have betrer chancesof wirh thosewho are nor yer success streetchildren bur are porenrial streerchildren.The ideais to catch rhemin theirformativeyears.

Orher countricssuchasthe US haveactually qualifiedthe costto societyofa delinguent child and the amount wassobcring.Ve probablyhavenot ()j

mall your notesto>

done that but once we do, rhe resulrscould nor be far different.So, if we are able ro make them producrivecitizensand preventthem from becomingrhe Leo Echegarays of rhe world for the sake of our childrens'children, that should be goodenoughROL Ifwe reallycome to think ofit, ir doesnor reallytake very much to make a differencein the life ofa targetbeneficiarv.And the beautyis making such a differencein our livesroo. Join us therefore as we help, in our own little way,to build a betterfururefor our .^,,".^,,".t."^.1" '74: GARY A. GREY, MBM you world Vhere in the do find people so hung up on each other that they insiston meetingup at least once every quarteri Only in AIM. And we think in only one of irs graduatingclasses.

Vhile other classeswould have annual gerthe clxs ofMBM'74 has rogethers, had fiequent reunions- sometimes m o n t h l y , s o m e t i m e sq u a r t e r l y . \7har was the ingredient that brought this about even afrer venry-five yearsfrom graduarion?

Sinceour firsr Grand Homecoming in'84, we havekept up our monthlvand/orquartedydinners, our Christmas parries. And rhis vear,that tradirion is fifreen vears old and we don'r think it will srop vet. Perhapsone can fault, iffault it

62

is, the fact that our classprobably wasoneofthe moreopenlycollaborative(not collusive,mindyou) visi-vis competitiveduring the '70s.

It was bnrited abour, for example, thar the Faculrywasvery pessimis"real" tic about our future in the world as we lackedthe ferociw ro

fight, to surviveand to succeedin the dog-eat-dogcorporateworld. It was also rumored that bets were beingtakenasto whetherwewould have the gumption or nor ro become CEO's in relarivelyequal times to the othe! more comperitive precedingclasses, Perhaps,roo, one can tracerootsofthis cohesion through a framework of communiry-building morespecifically, family-br.rilding.The formal leadershipsrructurein schoolwherewe had for class presidents, Benny Lomotan (currently engagedin rhe s h i p p i n g b u s i n e s s )a n d R e n e Montemayor (of the famed Purefoodscompany) both great 6therfigures (believeit or not, they were, even if Rene is 20 years younger than Benny), wasbolstered after graduationwith camaraderie "maternal" nurtured by a figure Oogie Peha-Dolina- the moving spirit ofthe class (who took pains to call the classby phone). Birthdays,deaths,sickness, promotions, and litde milestones- were celebrated with or without fanfare hostedby differentmembersofthe "motley'' dass. It wasasifthc group describedin the school yearbook

compriscdof various nationalities had coalesced inro one globalcom-

muniry This senseof global communiryis furtherpropelledby the force of the Internet. As the Internet reachedcriticalmassduring the second halfofthe 901,JoeMacmang, "spammed" basedin the U.S., classmateswirh e-mail addresses with jokes. Thus, from the tcdious, "low-tech" approachof calling classmatesby phone for reunions,a "high-tech" approach evolvedthrough e-mail. Now the classis united in cyberspacethrough a group e-mail addtessr mbm74@egroups.com.\liti the increasingeaseof website-building, somemembersoftheclasshavealso sprouted their own sites such as Gary Grey (http://nenbers. tipod. com/- garygrE/aents I .htm),Pietro Ret'es(he works for PNB New York wherehe developedand maintains PNBt website), Chito Corpus (connectedwith theAIM Scicntific Research Foundation) and of course,Joc Macmang(working for AT&T). \Ve look forward to the rime when almosr everyonewill havehis own websire,hyperJinked

@aim.edu.ph '73 to one another,forming one interhad a match wirh MBM at connectedglobal communiry Vack-Vack a few months larer 'We (MBM '73 won). The MBM '74 have rranslatedour gettogethersin Manila ro virtual reunteam was complemenredby Kim (our blackbelt taekwando master ions by sendingour picturesworldwide so that otherscan share- \fe who happensto also play golf).

'73 exchangefamily pictures through Bobby Garciaof MBM coordi'73 the net. We also exchangegossip nated the golf game for class And finally, we send and rumors. while Jing Alampay coordinaredthe out reamsand reamsofjokes. gamefor class'74.

Ve regret that the following During Gary Greyt stint as have already left us: Daby FriedY2K Projectcoordinatorof Union land, Bert Morco, Pinok Day'rit, Bank, he was able to see former Visit Charerntantanakul, Oca classmates in Cebu and Davao. He Car as,and Fr.Jim. May theirsouls met up with Perry Rarnoswho has restin peace.Ve continually pray in theoutskirts a fish pond business for thoseofour classwho havelost ofCebu. He wasable to ferretout their way and aredesperatelyseek- the activitiesofChito Misa, Presiing the light. dent and Senior Consultant of Perhapscoming from rhe inTiead,Inc. (Tiaining,Educarion& e r t i a o f t h e 2 5 t h A n n i v e r s a r y DevclopmenrConsultants,Inc). In Homecomingat Fort Bonifaciolast Davao,he met up with Bobby Teo (currendyon sabbaticalleaveas March 5, 1999, a small group of '74 MBM proceeded to PuertoAzul Dean of Ateneo GraduateSchool to continuecelebrationsby playing and busy with his travel business goll mahjong, strolling, and just which he partnerswith his wife). soakingin the sun the next day.Jess He alsomet up with Magno Cam (VicePresidentofCam & Co., Inc.) Villongco (consultant to varied businessinterests)cameto playgolf who hasa flourishingpiggerybusibut didnt completethe golf game ness.

T h e c l a s s: l s o c e l e b r a r e d as he wasn't feeling well. (His SonnyVillongco brotherclassmate Roland Youngi birthday last July is alsoan entrepreneur-businessman 23, \999 at the Penrhouseof Allinvolved in mega-projects).Basic Asia Capital. Asidefrom the usual PetroleumPresidentMon Manga core groupr rhere were lessfrebeat President/CEO Bobby quently seenclassmates such as Chandran of Chemoil in a tough Nonoy Yulo (President of the game of goll Among those who PhillippineStockExchange, Lolong strolled in the sun were business- Navarra(currendyin shippingwith woman Oogie Pefia-Dolina,Gary Grey (bankerand informarionrechnology whiz), Manny and Marissa Sibal (managingpartnersof Phoenix Publishing). Berna Lomotan, instrumentalin getringrhecottages t h r o u g h h e r m e m b e r s h i pw i t h PuertoAzul,camewith her sonand her friendCeciliaFerrer Ms. Ferrer is astudentofleoVllarosa (a master ofthe ancientIndonesianart of kalima-sada,a form of harnessing our energiesrhroughsrimulationof the chakras),who also happensto be the GeneralManagerof M-Srone Internarional Inc. (an operarions researchfirm).

Atty. Tadeo Villarosa (who now practiceslaw and runs their hacienda in Bacolod at rhe same time) cameback from Bacolodfor a return marcha few weeksafterto '74 also bearMon Maylga MBM

partners),BoyYaptinchay Japanese (EVP of The Meridien Group which recendycompleredEssensa East Forbesat Fort Bonifacio), Sammy Floro (Emry Group, lnc. d i r e c t o r ) , N i t o y E s t r e l l a sJ r . {omagri DevelopmentCorporation Presidenr basedin Pangasinan), Ronnie de la Cruz ( lop Service, Inc. GM), Fermin la Rosa(Principal of KPMG basedin Canada), and Bert locsin (Locsin Inrernational GeneralManager). Former professorsOscar Lagman and Quintin Tan spoke. Prof.Quintin Tan annouricedhis retiremenrfrom AIM but he willsrillbe doilg con-

sultancyjobs. Speakingof profesBoo-Ho sors,our Koreanclassmate, Rho, is now a Ph. l). and prolessor ofmanage-mentat SogangUniversiry Korea.One professorwhousu'74 alll'arrends MBM reunionsis Prim de Guzman (who is into so nowadaysincludmany businesses ing network markering).

Other Cafd Rizal reunions during1999includedfemaleclassmares,viz., EsmeraldoC. Malapit (President/GMof Lerlvin Publishing House):nd EIsaBuenaventura (Vice PresidenrRegionaltusk Inspectorof ABN-AMRO, basedin Singapore).

MBM 74's most receflt m i n i - g a t h c r i n g sw e r e h e l d l a s r Dec- 8. 1999 ar its instirutionalized meetingplace-Cafi Rizal. durThis time a formerclassmate ing first year.Ting Sibug, based in Iloilo, was present. This was '74 "Chrisrmas party MBM s w h e r e t h e e v e r - d i e - h a r dc o r e group were present. There were the Ceneral-Boots de Veyrawith wife Emy de Veyra, Roland Y o u n g ( P r e si d e n t o f A l l - A s i a 'Capital) Andrew Gaston (now basedin Davao engagedin agribusiness), Chito Blanco (owner/ directorof BlancoCenrer),Mon Mayuga(President ofBasicConsolidared), Francis Suatengco (Markering Direcror of Caprari and Bio-Research), Jing Alampay

o)

And the reunionswill be moreand morerhat ofaglobal communiry of friends.

(funds managemenr),Professor fuco Angtuaco (now professorof IT at AIM), Marilyn Juliano"drillmasrcr" of Luciano (now AIM's Mastersof Entrepreneurship graduarecourse),Napocor'sCaloy Guadarrama,Sol Gimenez(globebasedin trorter busincsswoman Germany),Bernal-omotan(jet-sec rer bcrweenthe U.S. and the Philippines,engagedin jewelry and busiother diversifiedbusinesses), nessmenEd Sison and Cynthia Salazar(her husbandRev was not able ro atrend),Boyet Limon wirh wife Sylvia(engaged in IT and education),and myself(lS Planning HeadofUnion Bank).On December 9, 1999, Oogie Peia-Dolina receiveda call from Brian Ho who was in.town for somePhilippineMalaysianprojecr. Having missed the Dec. 8, 1999 gathering,Oogie promptlysera dare,l)ec. l l, 1999 - a breakfasr meetingin a Chinese Resrauranrat Creenbelt. Only myselfand Caloy Guadarramawere able ro secBrian o1{ (Brian used to work for a semi-conducrorcompany basedin Manila and is projecr managerof M.E.l. ProjectEngineersSdn. Bhd basedin Penang Malaysia.)Hardly had rhenewmil-

64

CHE}ry GANGOSO, MBM '90: This vear,weie not spendingourChrisrmas with Baby and Rico. \X/e've been missing Baby for Christmasdinnersfor quite somerime now,but for fuco, it's our firsr time. Though dinner last night was fun, fun, fun (not to mention a real treat, the meal being good and free),I cant help but feel a light tug in my heartofheartsthat this year, rhe gang of six (from the original 7) is now two men short (Joey not counted in the missingmembers).

Surely,it will be a big changerhar fuco will not be "real" around for the lennium starred when the group sifying.RememberJunie Caringal? Chrisrmasdinner.Imagine,one less had a New Yeart gatheringat Cafi He'snow in rhewarerbusiness after guy caughr in rraffic in Makati in his IT srinr in investmentbanking. the merry month ofDecemberand Rizal. The affair was hosred by Nellie Galvez(currentlyengagedin Asidefrom the miniclass reunions, one less poor soul desperately real estate). The main guest was thereis an interesringnew venuefor seekingfor parkingspace,I say,big Villy Manlongat, one of the classes' meering in order to network and change...bigchange. milirary classmates, now basedin developenrrepreneurship.This is This yearhasalsoseena lot of rhe U.S. Villy relaredrhe hisrorv the monthly meeringofrhe Philipcnange among us - attâ&#x201A;Źnoanceofhis work career- how he moved pine Ve.ntureCapital Invesrmenr wise, I say,we have becometruly togerherwith his orher milirary Group at AIM. The coremembers wise.Ifwe persistedin keepingrhe '74 to rhe investmenrbankin rhis group areT.R. classmares of MBM usualfriday lunches,rheartendance ing field (Phividec)and moved to Mohan (CM of GenDiesel,Corp.) would have been poorer. Good the U.S. just prior to the EDSA and myself Here businesscontacts rhingscame out from this play-itrevolution. Aside from rhe usual have alreadyhelped fellow MBM by-earand shoor-rhe-moonskeds.

'74 aswell asthosefrom core group, the meering was also classmates Ve haveseenmoreofEris this atrendedby Col. Rico Javier (now otherbarches.An exampleis a patyear(l didn't meanyou beingbigger engagedin rhe golf business). n6r of Oogie with husbandNestor than beforeor orherwise,I can say BoyetLimon (lnrex President)also in an upcominggrowrharea 3rd the same thing for borh of us) aaendedwirh his wife S1'tvia(who parry logistics for e-commerce. becauseofthe shifr to breaMast. who areinterested pur up a schoolin Paraiaque).

Thoseclassmares \le are no longersurprisedif There are some classmates may artend the last Thursdayof show up for breakfast, doesnt Joey whom we haven'theardoffor some- everymonrh at 7:00 a.m. fuco doesnt make the appearance Berna Lomotan also has a time. There is former General forlunch, Gigi and I breezerhrough Johnny Dator, who we garhered srandinginvitarionfor all classmates. dinner (forwork and family telated was into rhe computer hardware who mighr be interesredto take a eks),Eris missesthe shuttleor gets business.Tom Claudio wasDepury vacarionin l,osAngeles,U.S.A. She stuck in MakatiAve. ExecuriveDirector ofrhe Congres- is offeringher housewherethe class We discovered new places,roo. sionalCommissionon Agriculrural can stay. The rrip shouldbe made Ok, ok, Dome isnr,wasnt rhat new Modernizationlast time we heard. during the lst quarter2000 to avail by then - but it wasjust a fcw giant The alumni grapevinesaysAttorof significantdiscountsfrom Philstepsfrom home (Cafi fuzal) An ney Danny Carnpos went full-time ippine Airlines. We expectcontinapologyis in order: Sorry,Eris, we into legalpractice,doing collecrion ued surfing, partying, and lost you one time there. But you work, Everyoneseemsto be diverspammingin the new millennium. haveto agree,the muffinswereOK.

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I Asianmanagement with a globalperspective

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