The Asian Manager, June 2005 Issue by Sherbet Manalili

I rHeAsr,qN

MANAGER

INSIGHT -rc

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MAY 2OO5

(li Diversity in the Vorkplace

of An Asian Irctitute Publication Management

(lr)South KoreaLand of the Morning Calm No More

EDITORTAL TIAM EDtToR lN ctJIFiF Rob€rto de Oeampo EXECI-TIVEIDITOR Greg Aaienza Shana AsSoclArE IDIToR Prakhr MANACIN(;tDIToR Smm Africa coNTltlBtrTINc AJ Mayoralgo wRlrEfiS Antonio R. Ssmson Alfonso Delsado Joee Ma. Emanuel J. Femudez HeGo! F€rdindd Nolan Adarve Herbert Glen P. Arabelo Rose Orbiso

l-.lSingapore:ACase of Sincere Governance & Stewardship

| 1Q & A with Mr. NapoleonL. Nazareno I i Future of Work l9 Compliance & Payments: Buildine a Link 22 Beyond the Bottorn line

ALUMNIR!).AlloNs Lourdee Co sfAFF Vol.aire Masugkay

2{ Tearing the Walls 2i Gone to Guam for the Weekend

EDITORIAL BOARD Roberto de Ocampo PRISIDENTO!'THE INSTITITTE Marvee Celi EXECUTIVT: MANAGINCI)IR'CTOR SCIENTIFIC RIJSEARCH IOI]NDATIOIi Drnce Casaclang EXECUTIIE DIRI:CTOR OF AIM |DDT:IIATION AI,U]!INI ASSOCIATION. INC. Gr€g Atie|rza FJXECLTIVE MANACINGDIITTCTOR ALUMNIRXI-ATIONS .

NETWORKING i)0 Hornecoming i:i2 Celebrating Classes for 2005

iJI Alumni Fund Awardees il(r dumni Foundation the First Five Years il9 Alumni Portal 1(l Outstandine Alumni

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The Asian Manageris a sernestralpublicarion of rhe Asian Institute o{ ManagementI MITA (P) 042/10/98 KDN PP (S) 1076/3/2000 ISSN 0116-77901wirh edirorial office at the Asian lnstitute o{ Manangement,123 Paseo de Roxas, Makati City. Philippines. Tel Nos.: (632892-,10ll; 892-0435/43; Telelax (632)893-$4r. [mail address: tan@mail aim.edu.ph. Copyright 2005 The Asian Manager. All Rights resewed. Reproduction in any manner in whole or in part, in English or ofier languages, without prior wriiten pernission is prohibited.

I II

li AIM Manager

1i Class Notes

:)0 Letters from Alumni

;] FAIM

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Editor's

Note

Dear Fellow Alumni, As the Executive Managing Director ofthe Alumni Relations, it is my pleasure to inform you ofthe significant developments thal pnhanceour slandinga. A llll alumni. The new multi-stakeholder processes at the Institute underlines the increasing interdependence between and amongthe institute and its various stakeholders. The Institute recognizesthe importance ofeach and every stakeholderin its future, and is now making consciousefforts to foster ties and cultivate new relationships with its stakeholders. Alumni are the past the present and the future of AIM. They ensure that the essenceof the Institute - the purpose of its being and becoming - becomes and remain a reality. The institute realizes that the alumni are its key stakeholdersand are therefore at the core of this development. Hence, at the multi-stakeholder meeting with the AIM Board of Governors and Trustees last March. the BOG-BOT decided to allocate 5 seats out of the 15 at the Board of Tiustees for alumni reprcsentativesto the policy-rnaking BOT.This is an historical landmark for the AIM alumni. Alumni are now formally coor nersof AlV. The Institute takes great pride in its alumni and values a healthy, three-vay relationship with each of them. It is our standing conviction that paying forward is as important, if not more, as paying back, and we therefore want our alumni to be networked not only with the institute, but also with one anotherTAM aims to servethis purpose The hand-over of The Asian Manager flAM) to the Alumni Relations (AR) Oflice was also a strategic move accentuating the signilicance of placing alumni at the core of our services. That, among other initiatives, rciterates our commitment to nurturing the relationship between the alumni and'the lnstitute. The Asian Manager is not just a publication focusing on the breakthroughs in industry practices and the development of new theories in the academe.TAM is a medium ofconnecting with our alumni. It is a vehicle of building, developing, nurturing, and sustaining relationships with and *ithin our community, our family - our alumni. We are continuing with our rigorous efforts of tracing the whereabouts of our alumni and updating the same in our

database.I am happy to inform you that we are on track reith this endeavor. The online version o{ the publication: TAM Online - is now available for your access.Very shortly,we will have this version available exclusively for our alulnni. We are also cunently working out a strategy to make the TAM print venion, which gets published twice a year, a self-sustaining publication. This would include accepting advertisements, and optimizing print production and distribution. These steps will enalle us to extend our reach and get closer to an increasing number of our alumni. ln order to lift our publication to new heights, raise it to the higheststandardsof excellence,we needas much commitment from you as you consider necessary.I am an optimist and I believe that given a reasonable amount of freedom and recognition,our alumni will want a better institute with better servicesand a better TAM. Nothing matters more to us than your feedback, and we will appreciate receiving the same from you on an on-going basis. Your contributions count, and we will be absolutely delighted to receive your articles and essays talking about your highs and lows, momings and evenings, personal and professional lives, among other things. Your opinion has a strong bearing on the way we think about and chart the Instilute's future, and therefore we will appreciate your responseslo our surveys that are aimed to better our services. Being an AIM alumnus myself, I stand by the samevalues and principles that you stand for I therefore extend the freedom to you to ;ontribute, to take a step closer to the Institute, to look at the way we are managingthe present and charting the future of the institute - our institute. that resl on mt optimism. With the hopeand an expeclaLion an unwavering faith in the promise of our future, and in Divine Providence,I expect to hear from you. Thank you and God Bless. Greg Atienza Executive Managing Director, Alumni Relations Executive Editor, The Asian Manager ($ aimalumni@aim,edu.ph

AhlI Pavs J

Trihute ttr First President

l i U r J r i ' t g r ' r t S \ . i t ) f i s h r ) . { l \ l ( : ( ! ( l l ' r i r " ' n n "{ r , l rltltr'll,r. l l l l ) r . t [ l l . r ' i { n . n r r r r . i rl h r . g l a r .n r r r L f r , , l r l , e l rrllrr llall. i(: li'h! r \lll l)r'rn (ialirrr ]tlnl,,,n jri\,\ { hrnrtlilt er'li';r\.

Aiian Institute of Managementcelebratedthe legacy of AIM'.s ff\he 6r'l president.Dr. StephenH. Fullcr.rith a !las. and a hreak[a"l | I receptionin memoryof the eminent managementeducatoron March 4, 2005 at the AIM Campusin Makati City. Dr Fuller, a fomer Dean of Harvard, passedawaylast January25, 2005 at the age of 84. Fr. BienvenidoNebres,S.J.,AIM Vice-Chairman,officiatedthe Holy Mass.This was fofowed by the unveiling and blessingof a marker naming one of the school'sconferencehalls in honor of Dr. Fuller, and a testimonialretracing Dr. Fuller'snobleeffortsin buildingthe Institute37 yearsagoandhis guiding vision that has made AIM one of the region'spremier businessschools. Dr. Fuller's vision and experlise enabled AIM to establish a regional presence early in its history. He led AIM in laying its academic {oundation and intemationalizing its activities in cooperation with educators and businessmen of Asia. Mark Fuller, Dr. Fuller's sonand a memberofthe AIM Boardof Govemors, representedhis family on this occasion.Former Dean Cabino Mendoza deliveredthe eulogyand tracedthe beginningsof AIM, Dr. Fuller's dreams for the Institute, and his friendship with Dr. Fuller The gathering was attendedby the AIM Board of Covernorsanrl Boarrl of Trusteesand by Dr. Fuller's friends from AIM and the businesscommunity.Sharing their words during the service were WashingtonSvCip, Co-Chairmanof the AIM Board of Governors;Oscar M. Lopez. Chairman and CEO of First Philippine Holdings Corp.; Jaime Zobel de Ayala, Chairman o{ Ayala Corporation;Ramondel RosarioJr, Presidentof The Phinma Group; and AIM founder Dr. Ralph Sorenson,{ormer President of Babson College

T h e A s i a n M a n a g e .r

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AIM-Mirant Center marks lst Anniversarv with launehine of fellowship program \-2

AIM Runs lst Overseas Program on Managing Familv Corporations

Photo lefi: AIll Dean Victoria Licuandn snd noberro CarinSo, Ex€cutive Dir€ctor of Miianr PhilippiDe. Foundsdon. eigned rhe Memorandum of Undemrandins, Th€ iisnins wa. witrei6€d by Profe-.sor Emeito Garilao. Execrl]ire Direclor of the Mirsnt Cenrer. and Roderick de (lastro, Project Manager of Miranr Fourdation.

Participants from all over Asia hail course held in Singapore

l1*:::r":",:""""""

irant Philippines and AIM realfirmcd their commitment to help bring lasting peaceand developmentto Mindanao at the recent First Anniversari celebration of the AIM-Mirant Center for Bridging Societal Divides.The Center.the first o{ its kind in the world, aims to Dromote the develooment of leaders in Asia who 46

Top photou from lefi: P.ofes.or Jacinto Cadno of AIII, Panel Moderator; David Winde& Country Prograh Di.ector ol the Syne.aos Insrirutei Lt. Gen. Sengai Pese' Ddany, Founder and Chairprson of Synergos; Mariara Reyes; Roberro Calingoi Mayor Omrr Alii Gen, Ber Dolorfno of the Philippine llariresr a d Rickt Sanriago, Also(isr€ I)irrcror of thc Mirant Center.

first overseasrun of its Managing Family Corporations (FamCor) program. This was the l3th run of FamCor, which is normally offered in the Philippines. Participants from all over Asia hailed the four-day course held in Singapore'sSentosaResortand i

were the pdnting company PI Intermasa;the shipping company Pl Temas Iestari; and the Blue Bird Group,which ownsa fleet of taxicabsin Jakartaand otherparts

and development in the region. The Centerhas conducted a series gfseminars and workshoos for learlers in Mindanao.

of Indonesia Fmm India came the owner and two consultants of

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Bridging Leadership and by hol<ling a public forum.. lMarawi City Mayor Omar Ali delivered the 4th Public Lecture of the Center. in which he related his experiences on bridging leadership and insights on local leadership in Muslirn Mindanao. He is the Iounder. chairman. and oresiclent of rhe Muslim

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and infrastmciure services' The Philippines' Tuviera family likewise took the course' Family patriarch Tony Tuviera is the producer of the longest-running noontimeshowin the Philippines'

League of Cities, Municipalities, and Communities in the Phifippines. A panel of reactors responrled ro his

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itrouirics on th,- FamCot program, pb.,se contdct: AIM

presentation- Lt. Cen. GenerosoSenga,Commanding t. EXCELL Marketiry Group, General <rI the Philippine Army; Marissa Camacho- | @(6\2)Byzqjl e. t{D; (leu:elt_ Reyes, presi<lent of the Philippine Center for Population

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able b reqrsnizesocietaldivides. mobilizeand assemble i differentstakeholdersto ownthe tlivides.andcomeupwith i collaborativeaction kr addressthesesocietalissues.The , I Centerhas focusedon adclressinsissuesin Mindanao.in line with the desire oI Mirant to promotestatrility,peace,

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Entrep Asia: Boosting the through

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lrrnovative

Entrepreneurship

AIM Presidenr Roberto de Ocampo leads rhe ribbon-cuttinlt c€r€mony .oserh€. with (fron left) Vivian Tan of Philippin€ Airlines, Presidenrial dau*hter Luli Arroyo, md Professor Jay B€rnardo, H€ad of rhe i EnrrepAsia delegarion. Thc f,ntrepAsia Forum in Shanghai larr Dec. 15, 2OO5 nrchded resourcc persons Mr. Tony Tan Caktiong (TMP'83) of Jollibee, Ms. Chit Juan of Figaro'e and Mr. Jorge Judan, RP Trade Anache to Shangh{i. EnrcpA.ia P.ogram Direetor is Prof. Jay Bernardo. I

encourage young lTh entrepreneurc in their quest I I to uplift a nation through innovative entrepreneurship, the Asian Institute of Managementand the LET'S CO (Leading lirtrepreneurs TowardsSensingClobal Opportunities) Foundation created the program EntrepAsia.Thisis a pioneeringprogram that aims to {amiliarizelocal entrepreneurswith the intricaciesof doing businesswith other countriesand to enable the formation of valuablenetworksthat could lead b successfulbusinessventures. last December 12-16 was staged at The first l"g The delegation of 70 persons Shanghai and Hong Kong. included about 30 second year lVIBAs, 12 alumni from the Entrepreneurship programs, 3 professors, and 3 staffers, the Alumni Relations Director and guests from the Thames School. Other trips included visits to Vietnamand Thailand on January23 to 28. The trips include suchactivitiesasCountryAnalysis,Entrepreneur AIM Alumni,learninghow Matching, CityTour,Networkwith Business, to do businessin the r:ountryconcerned,visits to SME manulacturels and retailers,and networkingwith possiblesuppliersand purchasers. Theseactivities provided the delegateswith valuable insights about the businessenvircilment in each country, creating the impetus to inspire and suppon the delegatesin their joumey toward becoming successfulentrepreneurs.The trip also hopes to harnesscollective effortstowardnation builtling and to encouragefuture endeavorsthat will exposeyoungFilipino entrepreneursto their Asian counterparts.

T h e A s i a nM a n a g e r

'\SIIAN Convention ArMparticipationatASEAN convention strengthens lnstitute's international presence e Asian Institute of Managemenlparticipated in the Association of SoutheastAsian Nations (ASEAN) EconomicCouncil's Human Resources Development lntemational Convention and Exhibition held in Brunei Daruss;rlam last Jan. lB-20. 2005. With the themeHR Challenges and Opportunities in the New Economy, the conventionhad as its keynote speaker {ormer Prime Minister of Malaysia Mahathir Mohammad. Among the resource speakers was AIM PresidentDr. Robertode Ocampo.whotouchedon the topitr "Crafting and Implementinga StrategicHR Program."Dr. de Ocampoemphasizedthe need for the private sector to invest more in information technologyfor its human resourcesto meet new challengesposedby globalization, wherein Iocal conpanies are finding themselves increasingly pitted aelainst international players. He said that companiesshoul<ldevelopa more educated workforce- or knowlerlgeworkers- who can enjoy more mobility and flexibility to deliver goo<lsor services at speedsrequiredby fading nationalbordersancla business envircnment that is no longer restrir:tedby time zones. H

t e s o u r c e s managemenr must then d e v e l o p " a d a p t i v e

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organizations" by fostering "creatrvrty, in div i du al i ty,

a n d entrepreneurship among emplo"vees," he said. This entails a "change of mindset" that veers "traditional models of consistencY. away from the hierarchy, and seniority," de Ocampo explained at the convention attended by 700 delegates. CEOs and other companyleaders should themselvesbe the first examples9f IT literacy f<rrtheir people,he added. For the public sector, the AIM presirlent said that IT should be introduced at a young age to schoolchildren, and the education curriculum should be attuned to the standards of the New Economv, starting lvith the cultivation of communicationskills in English and the youth's exposure to cultures beyond their native soil. Other speakem at the Brunei convention were David Scruggs,Vice Presidentof Dale Carnegieand Associates. US, and Professor Gunter Stahl, Assistant Professor of Organizational Behavior of INSEAD Europe.

ll9 South Koreal Land of the Morning Calm No More

Diversity in the Workplace a

l-:'Singapo_re:ACase oI SmcereLovernance & Stewardship llQ&Awith Mr. Napoleon L. Nazareno I i Future of Vork ll) Compliance& Payments: Building a Link :l-l Beyond the Bottom line

llTe.tre,kj3E_ 25 Gone to Guam for the Veekend

lrr Prakhar Sharnra. MBA 20oil

ttwe haoe 'nol ch nged hum'|n '',oturee ute h'rae natt solrrcrf rl.ll the problcmst an l there rnr.Qa lol of peolple tholn we do.." who see lhe utorld ditferentlg -Willi.tDr

t..lfe rson C ai'[ t or.

t urrent norld situation represents an absoluteJl breathlaking int rease in global inteldt:pcndence,the extent ofwhich the barriers ofnatiorralborrlersrlon't counl for much anymore. aml to which ve are all allected bv things that happen a long he

way from home. l'his interdtpendence necessitates people to learn liom one another. r'ork in collaboration- and respecl individual rliflerences. I)iversitv teachcs us that di{felent:es should not be a source ol fear but an oppoflunitv to learn. Orte of the greatestchallengeslacing orglnizntions toclavinvolves t reating and maintaining a workforce that reflectsthe rich diversit,v of the new world. This particular piece is an ef{ort to unrlerstand

the perceptionol diversit,vin the organizationsin the Philippines anclthe kev initiativestaken bv selet:ledorganizationsto embrat e tliversitv in the ' workplace. The obsenalions rnacleand insighls drawn from a string ol inlerviews mirror representationlrom larious inclustriesand seclors.'l'hel. howerer. do not claim to poflray it compreht'rtsive pichrre of the industry.

Diversity ""ollterness." or lhose human Diversitv is qualitics that are rliffcrent lionr our- owrr and outsitle thc groups to irhi( h nc belong. vet ar-e present in other indiriduals and groups. The tenn is used to reler to clifferent religions. different social class or politi<al philosophies. dilli:rent capabilities or ac<on4rlishments. dillerent sexual orientatiorts.or differenl raccs, elhnic groups and 'Ihere gender. arc both priman and secondan dimerrsions of rliversitlr. Pr-imarr dimensions of diversit,,- aIe age" ethrricitr. gender. physical abilities/qualities. racc atrd serual orientation. dimensions ol diversit,,- are those that can be <hlnged. S e c o n d a r r ancl include. but are not limitetl to: edur:ational backgrounrl. geographic locatiort, income. marital status. militarv experience. parental status. religious beliefs. antl work experiences. Diversit\,strengthens<omnrunitiesand the uorkplace bv preparirrgentploveesfor <itizenship in an increasingll cornplex. pluralistit society,and ltrstering mutual respeci antl teamwork. Il enriches the working experience bl providing emploveesrlith the oPPorlunitv lo learn from individuals

T h e A s i a n l l l a n a g e r.

. e

who differ from them. The importanceof a diversity also Reconstruction(IIRR) is an equal opportunity provider. lies in promotingpersonalgrowth and a healthy society The Institute prides itself as a culturally diverse global encouraging organizationwith nine different nationalities(American, preconceplions. b1 challengingstercotyped critical thinking and helpingpeopleleam to communicate Bangladeshi, Ecuadorian, Ethiopian, Filipino, Indian, effectively with people of varied backgrounds. Irish, Kenyan, and Nigerian). Recruitment actions are undertaken to maintain cross-cultural diversity amongstafl Significantefforts are made to demonstrate Diversity in the Organizatione in the Philippines the institute's commitment to include people with Frombeingequalopporlunilyproridersto incorporaling disabilitiesin its staffingand programmingactivities. diversity initiatives in their succession planning SC Johnsonintegratesdiversity into every palt of their business, not just because it is processes,diversityisacompetitive the right thing to do, but also and business imperative in the because it makes good business organizationsin the Philippines. Diversiry is sense as their customer and at va ous Interviewswith managens consumer populations are very organizations2revealed that the "otherrress," or those diverse. The SC JohnsonDiversity key diversity dimensions at the StrategicPlan includes seven key workplacein thePhilippinesrevolve human gualities areas: Management Commitment aroundage,race,ethnicity,gender, that are different Leadership, Recruiting, and language,educationalbackground, Advancement, Retention & sexual orientation, and leaming from our ovrn and Supplier Diversity, Consumers, styles, among others. Companies Training and Communication. have raried definitions and outside the €iroups understandingof diversity, At SC Being one of the leading to which we belong, Johnson,diversityis aboutbuilding conglomerates in th€ country the b€st, most talented workforce yet are presenl in the Lopez Group of Companies that minors the marketplace, lays high emphasis on valuing and motivating them with an other individuals and the people equally and tolerating environment lhat enablespeopleto differences.As a standingevidence group6 be themselvesand contributefteely of their commitment to openness, and effectively. Monsanto defines there are a few expatristes currently diversity as creating an inclusive in the conglomerate. working work environment where people of different genders,physical abilities, ages, religions/ As a diversity initiative, the Standard Chartered Bank ethnicities, and educationalbackgroundsare respected aims to have 12 intemationalassignmentseach year.The and valued. At IBM, diversity is the bridge betwe6n successof the intemational assignmentsis measuredby the workplaceand the marketplace,and as such, victory inteniewing employeeson the benefits of intemational coaching, Thebankhasclassroomtrainingand with the customerbeginswith winning in the workplace. assignments. its employees. mentoring for and a buddy system of At IBM, hiring is done purely on competence-regardless Diversity Initietives and Practicee of race, creed, color, political beliefs, sex, physical Organizationsin the Philippines have consideredand disabilities,age,etc. The companymakessure there is no aligned their dive$ity initiatives and goals with their discriminationagainstgays,homosexuals,and bisexuals, key systems and processes. They have developed and keeps regular track of the numier of women in the "Vitality Hires": hire fresh qualitative and quantitativemeasuresto aasessprogress worKorce at each level. on the diversity goals and targets through periodic graduatesi.e. thosewhohavegraduatedfrom collegewithin employeeand cultural audits, and feedback on leader the last 18 months.IBM prides itself as being a company behavior via 360 feedback processes. In general, that does not ask its applicantsand employeestheir age. there is a strcng commitmentto ensuring fair and nonaforementioned thal organizations are discriminatory practices and working relationships It is clear ftom the aware ofthe concept ofdiversityandhavetakencompelling that promote pluralism, gender equity and respect for initiatives to demonstrate their commitment towards human rights. Training and development activities from defining the concept starting embracing diversity; are organized without discrimination on any grounds. context- to taking initiatives - to in their organizational Atthe Asian Hospital,the conceptofdiversityis enmeshed aligningthoseinitiativeswith theirsystemsand processes. with "CustomerService". There is no bias while serving It will be interestingto specificallyobservein the future customersand race, religion, color, region are irrelevant for the extent to which the organizationsstationed in the rccruitment,training,anddevelopmentin the organization. Philippinesmirrorthe diversitythat the countrypossesses. Being one of the international NGOs headquartered in the Philippines, the Intemational Institute of Rural

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I Univesity of Ma.ylmd d€ffnirion of Div€Eity 2 IBM, Standsd Chs.re.€d BaDk' the Lope! Greup of Compoi€, Momuro, A.i!n Hcpitd, lnr.matioul IEtiture of Ruml dd Recondrucrion, SC Johnon.

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T h e A s i a n} l a n a g e r

the Morning Calm No More

still call it the Land of the Momins Calm. that tuma aut to be a misnomer nowadays,when a lot happening inside South Kor.a: th" husinessesdriren the determination to push the economy cultural metamorphosis and heritage at its borders, and the daily grind its keep pa.e with the e,"onom1and one ano ther.

we seea lot of SouthKoreaoutsideSouthKorea.The Korean handyphones,Hyundai cars, LG televisions,kimch'i. All Korea; they're cultural, mobile, electronic or simply, products selling in your appliance stores,driving on on lour TV (and plac.d on your T! stand):while in your local universities,frolicking on your beach, on your golf coune. So, with the ubiquity of its productsand is so wrong a description for the Korea south of the peninsula. thecaflJcity of Seoul.on a r,r.ekday moming.youcanseepeopleactuallysprint their tai to work. lt is quite a scary sight when you see cosmopolitanwomen ing with their high-heeledshoes,in all their corporateget-up,dashingalong the subrraytransfers,fearingthat a simple misstepwould bring them rolling down the pavement.But luckily, however,you would neverseeanybody hug the pavement. SouthKoreais no longerthe Land of the Moming Calm; it is now the land of the early moming frenzy.

tf lroat tro,ic(,. rr.e !J{'e o lol of .Snllfr |inren orrtsirfe s-orrlh ffnf?a...ft.r pr..rdrrcls sâ&#x201A;Źlling in tto..r, ..pplinnce stores. driring on goart stra,{'ls ernd drorr.irrg .rr. ltrarLrr Tl (ottd .tt'c, .rr. lr.rur TI'$,rrrr.l); u.hik it$ pl'ple rlre lrludyixg in U.r[r lnccrf lnirrcrsities" ft oficfting on t oa..' helr..h rrr erel prrltang raltrrt.rrar ltarli elalarse...

The Korean Wave These past couple of years, Korean films and artists have become popular in other Asian countries.So lately, Japanesetourists, mostly older married women,have been flocking to South Korea, wanting to see for themselves

T h e A s i a n l l l a n a g e r.

lIrII ln thc errlpfital cltg ol Seoulo on a weekdugl morningt ltou coln sprl',,t on their wag to work- It is quite a *ee people aatuallg wlth rca,;ry sight when you see eorsmolltontlr,'rn rDomen nmniA get up', doshing thcir high-L+,elad *hoes, in o,ll thelr corporole ml$step t rnt lt *imple rr,lotrg the *ubwo,g trqlnaters.. tearing would brlng them rolling down the paoemcnt

tril1 'Winter the scenic locations where the very popular 'Winter Sonata',or Gyeoul Yoeonga Sonata'waefilmed, in Korean. is a Korean TV series which has been shovm in several Asian countries. In Japan, ir is so popular that the Japanesewomen have coined a new name for its l€ad actor, Bae Yoon-jun. They now call him Yonsama, meaning Master Yon, which makes me think that a short cut to being a venerated mastet rcquires that you have to be an actor and export your TV series to Japan. The story must have been so romantic with all the freezing temperatures and blizzard in the background that it drove these middle-aged Japanesewornen out of their domesticated lives in Japan to fly to South Korea, travel to Namiseom Island where the.most romantic sceneswere filmed, and raneack souvenir shops in Korea for posters of their idol. This is the efiect of the Korean Wave, or Hallyu, the popularity of the Korean cultural exports in film and artists. Its marketing is very good, the products attractive, and the follow through even perfect. The Korean film and TV industries continually produce these love stories to cash in on tie Wave. Todan tourists from Japan outnumber any nationality for a number of reasons: Yon-sama is South Korea's top come-on, Japan is less than three hours away by plane, and both countries are celebrating their mutual friendship year with the Japanese govemment even granting South Koreans visa-free visits to Japan in 20O5. Also, at Korean duty-free shops, Japanese outnumber other Land of the Chaebole lo beJapanese. As its national tourism slogan goes Dynamic Korea, it with eightoutoI lenshoppers nalionalities actually is. South Korea hasrapidly expandedits economic These Korean films and TY series are as popular in other size in the past decade. Its forcign culTency reserye ls countries because they reflect the actual Korean way of now the fourth largest in the world at US$212 billion life: the daily stmggle, the culture and traditions, the after Japan, Chirn and Taiwan; its currency, the Korean won, hasbreachedthe KW1,00O: US$l level in Febmary Korean persona, all encapsulated within the beautiful Korean scenery. The formula is. actually simple, but it's 2005; and it just recorded a US$3 billion trade surplus the amalgamof all these ingredidnts that make these films a month before that. All the hard work since the 1997 widely acceptedbeyond its shores, And not to be outdone Asian economic crisis has paid ofr. And chaebols or huge are the Korean music artists who are also making it big conglomeratesare much part ofthe reasonfor this economic outsideKorea.Bo-A, a Britney Spearsclonewith herfunky boom as they were much a part of the economic dragdown. routine, completewith a dozenback-up South Korea wasn't spared from the 1997 crisis. Its fragile song-and-dance dancers,is also big in Japan and Indonesia.Her male financial sector, chaebols going haywire and businesses' 'Seven'are also racking it up in other high debt-to-equity mtios contributed to the crisis. clones 'Rain' and Asian countries, And just as a tsunamimakesheadlines, Chaebols were originally family businesses, where every the Korean Wave is trying to accomplish the same effect. family member contribute hard work. Today,they are giant Q.

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it was then uncertain when it would be able to pay it back. But to the surprise of the IME South Korea came back a year later with a check for US$3 billion to start paying oll the debt, impressing IMF with its reforms such as: consolidating financial supenisory authorities paving way for the new financial supervisory system, restructuring the chaebols and financia.l institutions through govemment-led consolidation and temporary nationalization coupled with infusion of public funds, and implementing vast reforms in the general business sector.

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conglomerates with huge capitalization and cornpetitive global. products, and although publicly listed, are still controlled by a single family. Thesebusinesseshaveactually prospered through the vision of its {ounders, erpertise of its business managersi, ingenuity of its engineers, uniquenessof its products, aggressivenessof its marketers and the extensiveness of its govemment connections. South Korea's tumaround in 1999 was one of the most impressive among the Asian countries. The export expansion led by the chaebols, the capital inflows and investments, and tle increase in personal consumption - all spurred a l0% growth rate, pulling up the economy from the crisis. In December 1997, when South Korea asked for about US$55 billion in emergency aid ftom IMF and other intemational financial organizations,

are required to build up reservesfor businessexpansion. reserves for imDrovement of financial structure and even reserves fo, o"ao"u" business development. These reforms have contributed to the improved corporate eamings which have, in tum, brought back investor confidence in the stock market, beefed up the foreign cur"ency resenres and help upgrade its intemational creditworthinesi. To see these reforms through, the South Korean govemment likewise has created the Financial Supervisory Commission,an integrated financial overseer. Under this commission are the Financial Supervisory Service, and Securities & Futures Commission. Several laws have also been enacted and old ones amended to monitor corporate operutions, performance and reporting; monitor accounting practices; supervise and monitor mergers; reform management of troubled companies; recomrnend receiverships, liquidations or dissolutions and liquidations; monitor stock and securities trading; regulate appointment of extemal auditors; and even set qua.lifications for a bank's officers and employees.

Alfoneo L. Dclgado ia a memlrer of rhe 59r MDP 2001. He i. now r manrger rr rle Inr€rneiiond Agurance Scrvice Deplrh€rt of Semtl Pricerretrhoore Cooper: in Seoul, Sonrh Korca.

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So today, these global brand n"."" ,u"h as Samsun& Hyundai or LG are a part as well as beneficiaries of the Soulh Korean shuctural reforms, they are now receiving an unprecedented responseftom the world markets. But the current success is on\ a part of a bigger dream of South Korea - to become the next economic hub of Asia.

T h eA s i a M n a n a g e. r o . . O

SINGAPORE A Case of Sincere Governance & Stewardship a

bv l'erdinand N. Hcngon, IIBA f993

recent visit to Singaporebrt'ught back manymemoriesandrealizations.In 1971, during my days as a pre-teenager,my father was secondedto this British construction firm, andour wholefamilyhadto berelocated.This was my first encounterwith Singapore,which was ttr becomemy homeover the next two and a half years. It was also b be the start of a continuing strugglebetween feelings of personalfondness(now admiration)and disdain (most probably jealousy) for this now prospercusisland-state.ltwas during this time when the nation wasbarely recoveringfrom tumultuousevents ofthe previousdecade:its forcedseparationfrom the Malaysianfederation, the communistmovement,and the pullout ofthe British. In his personaljournals, former SingaporePrime Minister f,ee Kuan Yew recountedthe jitters he felt during that era. The separationfrom Malaysiawastantamounttocittingoffthe umbilical coId. As previouslyhaving "big beenpartofthe {ederation,Sirlgaporeenjoyeda luxury ofaccessto perceivedbenelitsofhavinga brother." Separationmeantisolation, What mademattersworsewas the confrontationalnatureof MalaysiatowardsSingapore.With isolationcamefearsof a Malaysianarmedinvasion.The British forces'pullout worsenedthesefears. Also complit ating this situationwasa eommunistmovement ofthe chaos.Singaporewasalsonot blessedwith natural that grewandflourished,precisely'because resources.Ifit wereto surviveandgrow,it hadto defineits hinterlandsoutsideits sovereignborders. That wasall in l9.5osand 1960s. Whenwe gottherein the early 1970s,peaceand orderhad already been well in place. There was nothing that extraordinarilyimpressedme then about Singapore. Therewereno skyscrapemto speakof, noflashycars,no action. The economvwasthendependenton inputs from the expatriatecommunity. Foreigners,ineluding l'ilipinos, dominatedseniorpositions in privateenterp ses. What.ldo recall veryclearly,however,wasthat my siblingsandI wereallowed by our parentsto roam the streelson our bikes. There wereno screensin our house. Therewasno andgateslocked.Therewasageneralsense naggingreminderlromourparents to keepourhousedoors peace, Life was sinrple. Ruleswereclear Rules werefollowed. {eeling of order, and security. and

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Meanwhile,martial law was declared in the Philippines were now mature trees, providing shade and effectively in 1972 while we were in Singapore.I rememberreading lorvering Singapore'stemperature by an average of 2 the headlinestorv in The StraitsTimes aboutthis. I also degreesCelsius. As I would stroll down the road front enjoling a rer:all reading in the headlines about the assassination mr hotel. I r,roull noti,e more Singaporeans attempt on lmelda Marcos by a bolo-wielding man. moreprosperouslife. Many I would seein roatl side cafes In 1974, my fathert Singapore stint ended. and we enjoyingfriendlychatsor taking their dogson leisurely returned home. Over the next 15 years, we would see walks - sceneslhat to me were more westernthan Asian, event after event of national signilicancethat impacted Ofcourse.thesewould only be fleetingmomentsin the life heavily on our nation's much intertwined political and of this nation.givenmv limitedtime and my obsenations in the business and neighboring economiclife. This culminated in the u p s c a l e r e s i d e n l i a ,l l i . t r i l t s o n l y toppling of the Marcos regime that presumablythe better parl of Singapore. brought new hope. Meanwhile,the life of the Pinoy had not changedmuch: he Yet one thing As I had lrcgun,I would once again lintl still struggleddaily, fended for himsel{, $tood oul o'''d a g,ro.lti'. y.arsafter mvselfin Singap,,r. and learned not to rely on a system imptessed. tne mv last trip there. As had becomemy of institutions. This was in 1986. in thc somg custom,and whenevertime permitted,I wag thol it dad triedlo gela r"al feelnf a plareb1 going Alsooverthenext15years,my knowledge .or.cn I taflst where the locals are. [n Singapore,my ofSingaporesprangmainly lrom printed e xpet'rgr.aed. the wife and I decidetl to take the subway material that would convenientlycome plo"ee in 7971t back to the city from the Ang Moh Kio my way. I had grown into a young man. thcre remained station- in the northernpart ofSingapore and had begundefiningmy own path. It approachingthe causewayto Malaysia's wasaround1989,when I wasworkingfor the so'm/ state. Coingto the stationrequired a multinationalfirm, that I re-established Johor tlr.lmilirnr teeling a 20-minute bus ride and a short walk. my conneclionswith Singapore.Until of peo,eet ordert This allowed me to observeand get a the early 1990s, I woultl find myself and sef?'.rit'i feel of the life of Singapore'smasses. frequenting the island-stateas part ol In this part of Singapore lived the myjob and establishingnewfriendships. working class,- relatively lesseducated, had changed By this time, Singapore less sophisticated, less achievementit rn from how I had known dramatically "city"-lrcd counler?artswho worked greener, than their place was and had taller buildings, oriented the I970s. The wider roads.and moreEnglishspeakers.The r:ountryalso for multinationals. The averageSingaporeanworker is had built an airport that becamethe benchmarkin this no more sophisticatedthan the averageslipper-wearing, part ofthe world. The Singaporeans ofmy generationwere bus-riding Metr,oManilan, Cebuano,or Davaoeno. As I now moreeducatedand moreoutward-looking.In mostof was walking with them, I observedin them a very Asian thosewhontI met and workedwith, I {ounda strong,hard- demeanorthat I found most familiar and comfortable. driving desire lor high material achievementthat I many As my gaze turned from the man-off-the-streetto his times felt was to a fault. TheseSingaporeanswere now surroundings, I observed that even in the most farr u n n i n gl h e i r . u u n l r ya n d e c r - u p v i nsge n i o rp o . i t i o n si n flung area of Singapore(not that thein is a huge mass both governmentand multinational corporations. Many of land), an overriding sense of peace, order, security, of them were now themselvesexpatriates,working for and contentmenthad frltered to the lowest of the low. either multinationalsor Singaporeancompaniesthat had managedto becomeregional. Meanwhile,more foreign As I was reflecting on this experience,I could not help workers in Singapore, particularly those from non- but wonder:If in many ways the averageSingaporeanis westemcountries.wele 6ccupling lessseniorpo'ition.. no better that the averagePinoy,could theirs have been moreparticularly as skilled laborersor domesticworkers. a real-lile case of successfuland effective govemance and stewardship driven bv a longer-term vision and Yet one thing stood out and impressedme in the same determinedexecution?To put it anothbr way, could our way that it did when I first experiencedthe place in situation in the Philippines really be a case of failed 1971: there remained the same familiar feeling of govemance and stewardship driven by a desire {or peace,order. and security. In the late 1980s, however, immediate gratification due to short-term thinking? I I also felt a general sense of net{ound prosperity. dare not agrcethat the Filipino is not ungovemable.I am ln the late 1990s, I would again travel to Singaporeon inclined to ag'ree,however,that the businessand art of infrastructure sinceregovernanceis where we, as a nation, have failed. severaloccasions.As expected,Singapore's continually developed. This time, a new underground mass rapid transport system had been operational for some time. New buildings were being constructed. The newly planted trees lining the roads in the 1970s

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TheAsianManager .

ilil Profesaor Ferdinand N. Henson, MBA '93, is prâ&#x201A;Źendy a frcuhy mâ&#x201A;Źmber qr the De La SaIe Grsduare School of Buainesa. He tu concurrendy Managing llirector of Athia Managemenr Reaearch Parrnere. He may be reachrd ar: o hen6onf@ dhu.edu.ph or(9 fâ&#x201A;Źrdinmir. n.henaon @ arhiapa neE.ner

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Mn Napoleon L. Nazareno MBA L973,President& CEO of Smart Communications

TAM :: What is your personal style of leaderehip? PN:: It is di{ficult to describe,but my personalstyle of leadershipis basedon consensus.It involvesa lot ofconsultationswith the peopleI work with. Itis not becauseI cannotdecideor makea movemyself. It is becauseover the last 30 yearsof my working, I have come to realize that executionbecomesmore seamlessif you havehad your consultation,For me that is crucial, becausein any decision, execution is the thing that matters the most.

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tlg pe'''o',,o'l swle ot lcuder*htp lc ba,sed ot cotaaenaua...

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TAM r: So, con6en6u6 building facilit&tes the execution of decision? PN:: Yes,definitely, Il0%. And wheredid I get it from?

I was bom in a very modestfamily. My father was a military man and was always thoroughly disciplined. My motheris a negotiator.Shealways adjuststo managesituations. Shetaughtme how to compromisein life. The balanceof those two extremesbecane me. I leamed the values of consensus,confrontation, compromise,decisiveness,and staying committed, from them. O

o The Asianllanager

TAII: What do you look for in a peraon aparl fiom the ekille and experience? What ie an ideal SMART person for you?

TAM :l There rcould be tines when you have to make quick decieione and cannot wait for coneeneue' What do you do then? PNr: Yes, I move. The more important thing is timing. Becauseyou have asked them so many times in the past, they will understandwhy they were not consulted. But after I have made the decision,I will alwayscall them and tell them that I wassorry and that I could not tell them, and they understand. TAM :: Any defining moment in your leaderehip? PN:: The most difficult times were the Piltel times. Piltel was the company in bad shape with 850M dollars in debt, no cash, and 2500 people. I had to make a decision- do I continuethe fight or do I leave the company? I discussedit with my peersand principals. The easiestway for us was to abandonthe company. SMART was doing very wel! during that time. We finally decidedto stand by this company,to get this companyon track medalsor without medals. It wasoneof thosetimes when you try to achievesomethingbig and nobody rewardsyou for your ef{orts. In the end, we signed a masterrestructuringagreementfor Piltel I also remembermy firct meetingwith the creditors when I declareda moratorium. I told my creditors that I was sorry and I could not pay them our debts. Three people stood up and walked out of that meeting. Il was an enormous insult to us.

TAM :: IIow about any dieappointing momente ir Leaderehip? PN:: lt is difficult to judge people. Even to this day, I have problemsjudging people' Many times people come to you and they come across as very smart a.ndintelligent and very well packaged. I have realizedthat you cannotjudgea person. You can only set some working assumptionsbased on his/her background and then adjust as you go ahead with the assumption of a clean slate.

I+in sse Tfule tho* tolto co''plsl'' 'lbout stJes', B','t thcte qre olso t.''ng '.''.e do Io.tk u'''til sid;righl saree thcJ ig,sl leoe lrrods tfub ltctz.

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PNr: I tell people to lirst defrnethe pro6le. If it fits, the person will be an assetto the comPany. We discouragestiuctured guys. We do not have conventionaljobdescriptions.Wehaverolesto play and we want peopleto be flexible. When you are working at SMART,you have to leam to deal with ambiguity. We are a very flat organizationwith just live levels. Thereare no iitles in this company exceptmine that is requiredby law. This structure gives us a great deal of flexibility and we are able to designad-hocteams. Youshouldbe able to take stressin a healthy manner. There are those who complainaboutstress.But therearealsomanymore whowork until l2 midnightsincetheyjust lovetheir work here, I haveto literally {orcethemto go home. The guys who worked on SMART E-load are an exampleof dedication. SMART E-load wasa li{echangingphenomenon;it completelychangedthe businessmodel for mobile phone. People were doing all sorts of things - backroomjob, securitn encryptron,etc. I alwaystell them that since we are No' I now,we should think of ourselvesas No. 2. We are even working harder now than ever before. You don't becomemillionaires at SMART. Once you havedevelopeda culture ofinnovation,people like to be challenged. We do pay high rewards. Casein point - last year we paid 20 monthssalary to all our employees.So,there is a systemof work and rewards,but it is not project based. TAM: How do you judge the character ofa pereon? PN:: It is difficult to judge character. You have got to go with someworking assumptionsin hand and then cross check him/her from time to time whetherhe/shehas delivered. And then continue adjustingyour assumplion.

The Asian Manager a .

a a O

TAM: '"The thinge rhat you create in life are an exteneion of your o*n pereonality." Now that you rln this organization, could you elaborate on the aepecte of SMART that are an extenaion of your orvn pereonality? PN:: The legar.y,rf a personin any organization is to be able to develop a work environmentthat doesnot dependon him, That is my mission. The organizationshould do even better when I am not around. I uas hardly a person who could be a leader. Therewasno evidenceof leadershioin me when I was at AIM.

but I cannot claim any credit for their doing well. My wife can. I was always working when they were growingup. My vision now is to be the greatestgrandfather. I have three grandchildren - all ofthem at pre-schoolage. I still have time to deliver. TADI: What would you want people to learn from you both in the profeeeional and in the pereonal context? PN:: Not from myself. It is morefrom the company that I want everyoneto leam from. I want peopleto be boundbv the culture of SMART.

Leadership is a gift. You work really hard, are determinetl,and do better than the best, but so do many others. ln the end, you have got to be at the right place at the right time to get the gift of leadership.

Now, what do you do with that gift? You tum that gift intoa mission.On.e it becomes a mission.1ou you are a person with purpose. Once becomea a personwith a purpose,then you have leadership. Then success becomes a by-product of that purpose. TAM: IIow about being a center of irmovation? What role doee your HR play ro support innovation in the Organization? PN:: HR plays a very importantrole. In the year 2000, I almostlost my wife. For almost27 weeks we had cultural sessionswith a group of 100-150 people at one time. I had just joined SMART during thosedays.We were aboutto launch GSM. Yeai 1999: We were at a loss oI ideas about what we shouldbe doing strategically.We wereshowing some signs of growth but there was no clear indicationof directionfor the organization.So,my first task was to really come up with a vision. ln two years, we would be Number I in the market. It was a bold vision and we spent 27 weekends trying to cascade,trying to developa culture that we called "WOW. '

Those were two-daysessionsand we had brought all 3000 employeesout o{ town for the sessionsfor lhose 27 weekends. The effect then was that you get people together,then you begin to cascadea purposeto becomeNo. I in two years. March 20O2- we becameNo. l!

TAM: IIow do you want to be knorrt from now?

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as - 3O years

PN:: I want to be known as a great grandfather. I failed with my kids. They are doing great now,

T h eA s i a nl U a n a g e r

TAM: Any meaaage for yourgo arnbitioue people who are startiug off with big drearns? PN:: First, keep it to yourself. Try to master it. , Ambition must be mastered.otherwise it mastersus. Once mastered,you may not feel the need to let the whole world know about it. Second,learn to pray gratefully for whatever success comes your way. So many people are talented, are not lacking in hard work, but meet with little success. Third, it helps if you are in the right place, at the right tirne. And when is that? When you can tum your ambition into a mission. With a nobility of purposecomessupport from those around you, a bigger reservoir of energy,and a higher senseof satisfaction. At AIM, I discoveredthat pressurâ&#x201A;Źcould foster creativity and stretch one'scapacityfor work. We have 5000 people in SMARI with one mission: to make wireless communication aflordable to every man,,womanand child in the Philippines. Everyone works hard; even the technical guys think marketing. Very seldom,if at all, do I make decisions alone. We have a ManCom. We meet twice a week to argueconstructivelyand arrive at decisions. h reelly helps if the peoplearoundyou are not iust ambitiousbut are imbued with a sense of purpose.

Future of \ffork .

Th.! lttture of rcoflc urfls the theme thost:n fot' a focrrserf gro p disctrssion ( orgoln:i2e.l on the lZth of Oeto,ber 2OO4) by Thtz Asian lluttttgler. Tho p(rrti{.iponls .1."'e lhe .se'liot' rnfrr.ftrgern t'"om rrori(r.rs indrrstries. The tollou'ing (Irtiel(" hcts heen deueloped trom the lrcrnset'ipts of tfre cti.scrrs*ion' o,'nd it orrtlirr.es comfi.{orrlt ofr$efrc.lrlâ&#x201A;Ź lrends at |t.orrs. ,'fltrrer ttrar. atten.pairrg to crr.tt'l rf(,t{|ifed fo(tdDrops ltf the tart|[fâ&#x201A;Ź..

hc sturlr ol tlrc future is lx'rleviletl by the lat't thal lhere are rur ir',rrrlars lltat golenr hunran histolr ol it,. r'rrltulal rlereIrlrnrerl. NevldlrcLess, lulure change" ol the lspiratior lir knolviug llrt urrkrrorrr,is \\lrdt ir greirl nrarrr hunran beings t'oIrIirrutIo lire for. the intcrrtelantl lolxrt exlrlorationso{ \\ e lir e in a fast-changingrvorldofnamrtechrrology, \'lrrr'..Rcnewablelirnbs. robotic pets. anrl htrmancloning are rurt that lirr arrav. l he rrar le rleal u ith these ralridlv changing tinres r ilI largelr rlefineout sut cess ls l s(x iet\.

It trrlces e elitterer.l leind of thinlting - cr'.,{f fir:t, t|nilnlsittgo lo look ut t|n,e ar.or.trf(,rce ars m,'r','y ditt.. r'(, r.t ,t'.rfkto?ees thftrl {rfifer rfarfi(,ars lsirrrfs nf tcrfrre .rd.litiorrs 1., cf i{,nls itt tlitferent g('(rgr.(tphi?s. tts inrpficctiorrs orr m.ltaitlt a'na.' tal ara'1' llr(rl th.,r'(! is lo one fre.sl rrlafy tl, ,nfl','nlta' ot' atrrQfre.st rr"arlt t0 fecrrf.

\\ork" leisrrle.rnrl eren the hallorerl irtstitutionofrhe lanrilv are all nrelanurqrltosing into radically new iirnus. The new lbnn ol the communitr in slrich re an'to be lxaled r)ir\ ls vet be uncertrirr. but the pairr le nort feel, and rhich nr' [ittrl sr-rrlistle"sing. is not il s\rnptom o{a telrnirralrlec}ine but thc inevitable a('{'.rlrparinrentto [)aogress. Irr '-\'lanaging lirrlrulent'firnes'. Peter F. Dtucker mentionerlthat le shoultl rtot look al the luturt' rvorklirrt' as rine single worklirrre, but mant rlillerert rolklirtces. Il takes a tlillilent kintl o1thinking - r'reatire thinLirg- lo look at the workfolle as manl dillererl rrrrklirlrts thlt o11err:rrious k iruls c,lr alue arlditionsto clients in t lillirt,rtt geogtlphies. Its irnlrli|alions on nranagenrent dre thit ther-eis rur orrebesl trirr lo nranageor-onel)esl rrar to learl. l'hcscrliilelcnl r olklirres ate nonren.retirctI inr[ir irlrrals. antl h anrlirrapperl lreople-;rnlrrrgrrthelslhr car corrtlilrrrk cilct tirell anrl prodrrctirelv. ln lorlar's (,()lrle\1.(.{nnflnies selre clienls ol a hosl of clients antl <ttstornt'r - irtlirirlrrlls antl organizalion.ithat lher ltare t)e\el seeD het'arrsethcr cornt' ltrrnt ralious geoglaphical locations. \\e see a nunrlrer ol intliritluals torlar tho are cloing rrolk. those rrutri('es ule lx'ilg rncasur-tCreal lime. \\e p()int to Ihe ilrrliriduals lho l l e l i k e l r t o r , h a n g eu l r l i n r e .w h i c h h . r s i n r p l i r a t i o n so r t t h e l r a s i ct e n e t sl i k e b l a l l r , i)rglrizalional setlirg. rnolg othets. On the othel hanrl" ther-eis also a gleat deal of non-tork. l'hele arc inrlividuals who rkr rurl havt'the opporlunil'r to wor-kbecluse ol llrc ltrlls ol lxle r or thc lalk or a|sence ol oppoltunities in $hat('rer econonlvthe! ale. In otlrt'r'rortls. we tilness nerr kinrls of norkr bio-leclt. knorleclge baserl work. rr;olk that ue hare rol seen lrfore: but le llso see u greal deal ol populatiort in tltc rrollrl tlrat is ornplised ol inrlirirluals who have absolulcll ro rrrrlk. Case in point: thele is a large l)rolxrlitlrr o1 rrorltl populalion torlar liring on le-.stlurt I dollar a rlav.

le need lo plor irle wellirrcarrtlsocialset ulilv fcil thrxe tho ale r ithoul work. as rvorklargell affects the socialrlialogue. ,(inte the future sot ietr will be shapedl-rvbol h I he enryloved;rnrlthe unenrploved. rc ret'rl lo devise rrars arrl neans lu brirlgt'this last erpanding gap betweenthe workers and thr,se r ilhoul tl olk or at.r'eplableler els ol rork. l,iteracvanrl palticipatiorru ill thereforebe critit al lor tlre lirtureol nolk. anrlif$e get the e(lu(ation riglrt.we can fir nroslofthe problemsirr tht tlcr eL4ringnorlri. .\t the '.anre time. these are also dilhcult tirnt:s lirr lrtallh tare workers. especialh in third lolld counlries like the Phililrpines. I)octors ar-elrecoming rrursesand nurses are leaving tht'

'Ihe

Asian Managcr a

a O

country for greener pastures.One striking problem is distinction between personal and professional life of that once the workforce attains a middle class status, leadersand managers.Becauseof this reason,life span they leave the country to seek better opportunities. of the leaders and managerswill be shorter-in future. In the developingworld, the need for organizationsto be sociallyresponsibleis becomingmuch greaterthan it is in the developedworld. It is understoodthat the level ofjob creationand employmentis going to be directly relatedto the level of socialstability,and the ability oforganizations to continue operating in these count es. An increasing number of companies today realize the fact that being a good citizen translates into good business sense. Conrriburore: Susan Manalo (Courrry M.nas€r, Hewirt AlEociat€€, Philippines); Apama Shama (Counrry Lead HR, MonEanlo, Philippin€)i Ablrik Ghosh (Senior Labor Adminisrrarion and Labor Relariorr Specialiat, tnrernational Labor Orgmizarion, PLilippircs); Msrio Garue (CEO, Drake Beam Morin, Philippiner); M S Chakravarrhy (Country Manager, Torrenr Pharmacqrticals, Philippinee); Joel Grcia (Chief I omarion Officer, Arian Horpital' Ph ippinea); Johm vo vuuen (R€eional Manager, HR Shsred Servicer Africa and Asia-Pacifc, Chevron Texaco); Anna Roqueza (HR Thanairion Manager, IBM Philippinea)i and Pirky Diskno (Vice Presid€nt Iluman Reouce, Benprea Holdirgs' Philippine). Di6cEsion Facilirator: Profes3or Jacinto Gqvino

Experimentationwas traditionally done by scientists,but now expedmentationis being done at work to look at new and untried ways of doing work by thinking differently. One of the key ways to motivate employeestoda) is to provide them ample opportunitiesto utilize their skills and talents to expand their work. As conditions evolve, we will need new and different set of competenciesfor leadersand managers.

ll ll

Many people are losing jobs today In tlrc 27sa Developmentin technologyareactually because of outsourcing and downtum in many economies. In the current enabling,if not driving, enterprisesto ce'rtr,lry adopt new work practices, innovative scenario,CEOs are being fired left right c.oi',l,0raTes, organizationalstructures,and evennew and center for non-performing or for ertt''epte'ne|''tslii{, managementstyles in order to extend loss o{ confidencefrom the board.In the 'Dlll be eoet their businessesboth domesticallyand Asian context, there is a stigmaattached r.ane oalucd, to starting a new career,which is seen abroad.As the paceofbusinessactivity la;adtroedllhg,oe increases and markets emerge and as somethingthat will becomea way of -o?e di|,etae disappear almost ovemight, different life in the future. Peoplewill not believe ','tD'.ktolnees whctv. in the prorniseof long-termrelationships approachesare required to respondto Ee EiIl ho.',e with their organizations,and will rather these rapid changes.The traditional t4'',[.ge'.8of relalionships. industrial model of hierarchical, mo\e lo$ardslransactional e'{dt''U't?'formal, layered organization is fast The amount of time given to CEOs to prove themselves,to tum around an becoming anliquated and is being replaced by more flexible. dynamic organizationwill become lesser in the slruclures. Telecommuling. flexi{uture.We will thereforeneedleadership hours, and working from home are at every level of the organization,and fast becoming acceptableand feasible modes of work. we will want people at all levels of the organizationwho There is an increasing number o{ women managers can take responsibility of their actions at every stage. running global organizations. Organizations 4re also moving towards pooling resources together and In the 21st century companies,entrepreneurshipwill offering "Shared senices". Shared services enable be ever more valued, and we will have more diverse the organizationsto save on cost, enhance efficiency, workforces where we will have managers of culture, improve infrastructure, and reach high service levels. understandingthe values that drive individuals' needs. Organizationswill be more flexible, more networked. As traditional organizationalstructuresare fading away, companiesin the 2lst century are relying more on shared Managersin future organizations(private, public, and giving non-govemmentalorganizations)will do less and less value'.cultur..andgoalstounifytheirorganizations. growingimportanceto employerbrandingand identity. In of operating and more and more of thinking, primarily spite of being a technologycompany,IBM Philippines is dealing with their publics to influence them. They taling a step back, and movingfrom "high tech" to "high will have to develop the key skills of trainability and touch", preferringthe use of telephonesto emails,where unleaming. We will need managers who can deal ever possible. This is noticeably improving the morale u i t h a m b i g u i t l .l r h o c a n t h i n k . m a n a g e .s c r u t i n i z e . of the people. Organizationsare also becoming more improvise on the job, and not wait for directions. An increasingnumberof organizations conscience-driven. are becominginclusive rather than exclusive.They are The symbol of the modem period was the production line, wherg dehumanizedworkers were driven by, and accommodatingpeople regardless of their nationalitl religion, color, and ideologies.Competence,above any alnost became part of, the machine. Now, the move other consideration,is becominga way of life in today's to the information society, and the parallel move to organizations.Someorganizationsare so particular about service work, means that the individual - using his the kind ofmanagerstheywantthatthey arepartneringwith or her intelligence flexibly - has become the prime universitiesor openingtheirown schoolsto developpeople generator of added value. Thus, the individual has with the competenciesthat will best fit the organizational become the most impotant investment, especially values and vision. There is also an increasinglyblurring in the education and training he has received.

Ilil

T h e A s i a nM a n a g e r

Building the Link HSBC's Guide to Cssh and Trcasury llanagement ir Asia Paci6c 2OO5

hy Nolan S. Adarve, MM 1996

in banking.withitsatlendanladvances eightenetl competition in technology, has playeda major role in driving banksto provide the best solution to address cusk)mer pavment requirements. While banks hale been reientlessl,vcustomizing solutions using every available resource to enhance customer payment processes. compliance nreasures have recently caused banks to ber:ome more scrupulous in processing [3anks' compliance deparlments are highlighting vigilanr:e over the ever-presenl,and arguably inr:reasingly- diffieultto-tletect. business of money laundering. With the obligation to preserve the privacy o{

such transactions.

their customem,banks may be open lo ahuse by criminal entities that use them to mask illegal linanr:ing artivities. Banks need to a(,t to prevent sueh manipulation and their customers need to appreciate the henefits vigilanr:e can bring

even i{ it might mean short-tem rn('onvenrence to

themselves. Beyond Solutions "dirty It is believed that as much as USD 0.5-1 lrillion of 'l'his does not onlv cover money" is laundered evera year. criminal proceeds, it also represenls money and capital outflows "rogue nations". from tax evaders, political leaders from so-called and corrupt officials. And this sum is unlikely to reveal the whole picture for instance, "shady" payment transactions that are not inherentlv the result of criminal proceeds,but are suspiciousnonetheless.

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Corrupt business prar:tices ate among the most concerning for banks as they may be difficult to detect. having been t:ontealed within the conhnes of legitimate business transactions. Payments to suppliers, emplovees and directors may pass for regular and routine payment lransactions as far as the financial intennediary is concerned. While payments should be verifierl and substantiated at all times, in many instances onl,r occasional or random checks might be carried out by a bank. Any one company will make dozens to thousands of oavments everr month. While there is reasonable concem over

TheAsian Manager a

. @

efficiency in processingthese payments,act:ountability the accuracl and timelinessof paynrents,but also to the and transparencymust not be compromised. understandingof the natureof thesepayments.Acting in good faith is not enoughof a defensein casesof fraud, Banks, which are the ones effectively carrying out the and ignoranceis not acceptable.The knowledgeof who paymenttransactions,must at all times work to prevent the customeris and how his businessoperates.who he is themselvesfrom being unwitting agents o{ tlishonest payirrg,and lrhy the paymentis being made, all become payments. A good govemance framework is essential essentialelementsin the due diligenceprocess. for every financial intermediary.A bank should be able to demonslratefull knowledgeof every single payment To institutionalizeduc diligence in processinâ&#x201A;Źicustonler it processes.The challenge for banks, therefore, is to payments.banksmustfacilitatethe trackingofinformatron have the right structure and control procedurein place through a systemof substanliation.Substantiationis not without compromisingefficiency and levels of customer limited to the authenticity of the underlying customer service,including speedof transactionprocessing.While authorizationbut also coversinformationon the purpose banks are supportedby their underlying technologyand of a payment. If possible. payment beneficiariesmust systemsin processingcustomers'paymentstransactions, be screenedagainst a databaseof information that the a proceduralsystemof due diligencehasto be in place as bank has built up over time, and through the sharing well. While it is a basic requirement of informatiorr with other financial for a bank to clearly definethe service institutions and relevant govemment level it needsto observein carryingout agencies. a paymentfor a customer,the fiduciary responsibility is no longer limited to Cuelomer Serrice and Privacy the interestofthe instructingcustomer. Nevertheless,near the top of any bank's Ihe eho,lle,rye This has now broadenedto take in al priority list comps (u!tompr oervice. fer bon*r ls element of social responsibility; that Palmenl sr.reeningposes a genuirre tc hrlrc thz is, the bank must not allow itself to be dilemma for banks in ensuringthat they ''E,ht struat',t? used as a conduit {or dishonest and are pnrle'.ledfmm customerromplaints ',',de.'|''d illicit transactions. over queries that relate to legitimate pr.oadure ai payments. Payment screening can Back to Baeice potentially delay a payment for several frldcc sftfod In addition to newly instituted daysif a cut-offtime is missedbecauseof ccrPr.ririr5| compliance-requiredregularreporting an extra screeningstep. For a customer, erfurcJ lo local monetaryauthoritiesor central this can result in circumstancesranging d,'i/|l?ifg'l, banks, banks are going back to the from a permissibledelay in payment to of crsaorer basics. The review of a customeis something more seriously damaging to SerDace! background is the first important its business operations- for example, qreed includtrrg step for any bank to be ef{ective compromising a relationship with a et ardasoraioi in monitoring the legitimacy of its strategic supplier, incurring fines or procâ&#x201A;Źssirw. customers' payment transactions. third-party losses,and even reputational Understandingthe natureof customers' damage.While banks invoke protective businessoperationsmakes it simpler clauses in their terms of business, for banks to establish why certain customers need to understand on routine and non-routinepaymentsare the whole thal pavments scrcening made.This also makesit easierfor the is meant not only to serve the bank's bank to determinethe sourcesof funding for a customer's interest but also its customers' long-term interests. A tmnsactionsand to determineifanything appearsunusual. bank's paymentsyslem must be able to track, trace and Complementedby the bank's knowledgeof compliance retrace a payment,including identifying its source and and local regulations,paymenttransactionscan thus be final destination.If legally permissible,swi{t accessto checked and certified for lesitimacy, to the best o{ the informationmust be extendedto govemmentagenciesto bank'sknowledge. Iacilitate the confirmationof illicit payments.Regulators may alsorequire the filing of reportsrelatingto suspicious The extentto which a bank practicesdue diligencein activities. carrying out customers'payment transactionscan vary from bank to bank. Somebanks are extremelycautious, While suspicious payment activities are not obviously while othersare morerelaxedin favorofcustomerservice. evident,a few red flagscan be lookedout for: The latter logically appealsto customers(with or without - If paymentsare going in and out betr,veenpenonal their full understandingof how careful a bank must be and businessaccountsand are transferredto a number in handling payments).All the same, the bank must of {oreignbeneficiaries,thesetransactionsmust logically ensure that its control measurescontribute not onlv to relate to the natureof the comoanv'sbusiness.

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The Asian Manaeer

I I I I I

A suppoflingpaper trail thal is quite elaboratein relation to a straightlornardpavmentnrighthe dubious. - Frequentbut not routine paymentslo a Financial r- counlry {r'lion TaskForce(F{TFl in a "non-cooperali\ or territow'' are wodh examining.

monev-launtlering.Customersneed to understanrl that goodservice is never simply synonymouswith cheap and Iastprocessingo{their payments.A bank is requiredto be knowledgeable andexperiencedin handlingbothlocal and intemationalcomplianceissues,and this mustbe reflected in the bank'spaymentprocessing solutions.Thereare a Thereare a numberofother pattemsoI paymentsthat can number of in-countrv and international regulalions on proride a sound basis for further investigation.ClearlJ- paymenttransactions,suchas foreignexchangereporting, the bank must havea systemnot onlv to eaptureand build withholding and reportingof taxes,and amount-triggerecl up this information, but alsoto allowsuchinformationto reporting. that are required by anti-money launrlering be easily retrievatrlefor eflit:ient relerencinganclfufiher rlecrees,amongothers.These must be integratedinto a appropriate elamination and action. Having a sound bank's aubmation proceduresand systemssuppon for i n t e r n apl o l i c vo n h o $ t o h a n d l es u " p i ,i t u . p a l m c r l - . processingthe payments.and customersmust be made with instructionson whom to pass the inlonnation to lbr awareof theseelements. further action is imponanl. Conclusion Responsible banking In choosinga bank to which to awald their pavments The establishment business, customersare better served todal. not only Due diligenceis nevertoo expensive. of internal policies and the implementationof supporting through advances in technology,but also because of e. r u l o m a l e ds l s l c m sl o , o n r l u ( t p a y m e n l s c r e e n i n g , : r l l initiativesrelatingto local and intemationalcomplian< be costly; however,these are essentialinvestmentsthat The introduction of more inventive and value-added must be made by banks. The clesignationof compliance paymentssolutionsenablescustomersto choosesystems officers, staff training, and internal audits to monitor thdt can besi serve their paymentsrequirements- and anti-moneylaunderingproceduresare not optionalbut in leavethe banksto carry out paymenttmnsactionson their in additionto basic many instancesare prescribedby the relevarrtregulatory behalf.However"in many instances, authorit,v.Further than mere adherence to rcgulalion, payment instruction details, further information may be these are also commercially sensible investmentsfor a required, When asketl to provide supportinginfomration bank to make.enhancingthe bank'sability to detectand on the purposeof a payment.its source of funding. the preventfinancial crimes, and potentiallv saveitself {rom hneficiary's pafiiculars, or the preferred routing of the payment,the customershoulrlfind this neither trffensive financial and reputationaldamage. nor tlisturbing.In spite of everything,a genuineand Indeed. responsil-'lebanking means more than just legitimateconmercial paymenttransa(:tionshouldnot be palmenls. too clifficult to substantiateafter all. ft'llouingnhat is requirerlhv lau in proressing Money laundered through banking systernsis disguised in deposits and placements,through complex series of monev transfers. and by mixing with legitimate trade l'orthisreason. transactions. banksmustpnrmotebalanced transparencyand prudentreportingwithout risking losing businessin the use of sensitivet'usbmer information. Customersneedto establishrelationshipswith hanksthat are not only prot:essingpaymentsin the mostefficientand economical way (both rlomestically and cross-border), but which are also proactivelv providing consultative functionsin the areasof compliance.regulation,and antiThe AsianManager .

stoppedreeling from repercussionscausedby corporateabuse. scbndalswhich grabbed center stageare those of WorldCom, tiading scandal of Manha Ste art, the financial shenanigansthat venereble houseof Barings, and, lately, the kink in the armor of mighty AIG that has of its long-stayingchairman. On the local front, we havehed to dea.lwith the under-fundedtrust funds of certain pre-needcompanies,multi-level marketrng but promisesof fantasticgains,and soforth. As a result,regulatorshaveswung is watching" safeguardsthat have causeda definitecrimp, if not a cramp,in the authorityofCEOs and their respectiveboards. Once seenas relatively safesinecureswhere one could hibemate in safety,boardmembershipsnowcarrysomuchpotentialliability to the point wheresomeindependent directorsarediscreetlyaskingifthey canbringtheirgwnpersonallawyersandauditorsinto meetings.

llfill

qccr.stored ta o eu,aaule tfua r.eoetes We fu.oe beeore tesdls slttttan\ tft refatds iMrs ahooe tf fl!'teppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppppp g s.rch rerrrrts oJ ethbr tlwt ffid'e the lrlak wi.thout .IrrcEt. .tt 'fut t rct! ls o need ao o,',,s'{,ct fl,ossibl4â&#x201A;Ź.t tlwt t'N,lls to eorcldet to a brri*b tet o, n cs ot loi?tues gfirllt dod on tlte Greo,tct Good,

TIHII How did maltere come to Such a head? Obviously,despiteattemptsto portraycorporationsasgoodcitizensin the environmentswherethey operate, the drive for profits does not often engender a culture that rewards responsible or good or corporate behaviorwithin and outside the organization. Notice that evidenceof maHeasance and responsibility misbehaviorcontinually come to light in spite of the banners of corporate meet businessethics put up for all to see. Academe,citizens groups,govemment,and business on occasionto discussand draft codesthat de6ne acceptablenorms of corporateand individual behavior.And yet, eachday brings with it morenewsof yet anotherindividual or entity taking the low road. Is the messagefailing to get through? Or is the messagesimply seenas getting in the way of businessand profits? Knowing good frorn evil

(9.

A wise man from the West once asked a relatively unschoolednative what he knew about Good "When I do somethingbad, I have a wheel with sharp edgesgrinding and Evil. The native said, awayinside me. It hurts and tells me I did somethingwmng." The wise rnanpersistedand posed anotherquestion,"What happenswhen you continueto do wrong things?" The native pondered and then said, 'Well, if I continue to do bad things, the wheel keeps grinding but its edgesget blunted and no loneerhurt me insidel" .

T h e A s i a nM a n a g e r

This simple word-picturetells us what is basicallywrong with the world today: We have become accustomedto a culture that reveresmaterialthingsabovethe spiritual; that rewardsresultswithout questioningthe lack of ethics that madesuch resultspossible!that fails to considerthat there is a needto answerto a basic set of rules or virtues eroundedon the GreaterGood.

Natural larr Thereare many philosopherswho arguethat there is such a thing as Natural Law,which is nothing more than the law built into the nature of each createdthing. Thus, the nature (law) of a rock is such that it will sink when thrown into a body of water.Neitherwill it sproutwingsand fly. Natural [^awis the story oI how things work. It is relativelyeasyto understandwhen we deal with physical objectsor anythingin obserable nature. Things get a bit morecomplicatedwhen we ventureinto the realm of intelligeni man and the moral sphere.

lrlne of the pr*tâ&#x201A;Źt* ilbereat in o burtne*c $clool th4attred[.bd .''btqp'';r?!' see',[',t lirrer ls tfutctfutrcS

Morality in general,is govemedby a law built into the nature of man, and is knowableby reason.Every law, however,has to have a law-giver. A foremost legal positivist thinker of the past century Hans Kelsen, has this to say, "... there is no natural-lawdoctrine of any importancewhich has not an essentially religiouscharacter," Over the millennia, the universallaw- giver hasmanifested his instructionsto his creation in various forms. amons them the Law of the Jewish people, including the ten commandments;the further extensionof the law by Jesusin the Gospelsand in specificinstructionslike the Beatitudes;the Holy Quran of our Islamic brothers,the many books or wisdomof the Chinese, the Way and teachingofLord Buddha, the wise booksofmany past and present Hindu writers. ad infinitum.

towtfutun fieore*to tu*ifDlqul.,''t ec/rcfr'',tat goo{|eo'arereaa antd''',,'loldu,'I beho,obn

Common streameo common threada

In all of thesestreamsoffaith, one {inds many commonthreadsthat suggestthe existenceofa basicknowledgeofwhat is goodand whatconstitutesevil. Gandhi, for example,reasonsthat "Man's destinedpurposeis to conquerold habits, to overcomethe evil in him, and to restoregoodto its rightful place." The Lord Buddha, on the other hand, points out that " Just as lreasuresare uncoveredfrom the earth,sovirtue appearsfrom gooddeeds,andwisdomappears fiom a pure and,peacefulmind. To walk safelythroughthe mazeofhuman life, one needsthe light ofwisdom and the guidanceof virtue." "The differentreligionsare SayyedaFatimaal-Yashrutiyya,commentson the varietyofthe faiths: like a tree. There is one root and many branches. On each branch,there is a light, and the lights are of differing colors, But they all draw their light from the one root." "lfany do deedsof righteousness - be The Quran(Sura4:124) also hasthis succinctadmonition: they male or female- and havefaith, they will enter paradise". One o{ the more famousChineseproverbs,attributed to Lao Tzu, has this wonderfulpmgression: "If there be righteousnessin the heart, there will be beautyin the character. Ifthere be beautyin the character,there will be harmonyin the home. If there is hamony in the home,there will be order in the nation. When there is order in the nation, there will be peacein the world." Unehackling the bad, embracing the good

One of the problemsinherent in a businessschool that is modeledalong purely secularlines is the tendencyto wafflewhen it comesto descdbingwhat constitutesgoodcorporateand individual behavior. Thus, one'savatar becomesto be like those who made it, thosewho managedto claw their way up the corporateand concretejungles to the pinnaclesoffinancial and personalsuccess. But we fail to look closely at the social cost o{ the trail littered with bodies,wrecked economies or corporations,destroyedenvironments,etc., that were seen as nothing but necessarycollateral damagein the achievementof said success.Surely,there must be a better,morehumane- even if less profitableway - to do businesseven in this dog-eat-dogworld o{ ours?

T h e A s i a n M a n a g e ar .

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The 2"dfnternational Leadershirr Conference a

bv Greg Atierrza,MB.l l9lliJ

he light continuerlto shine for others rluling the 2"'r (ILC) with the theme: lnternationall,eadership Conlerence "Clobol Entrepreneurship: Buikli':,rg the Future" last Marrh 3 with several signilicant improvementsover-last veari ILC. Firstl,y-lhere was the nider participation with Shanghai antl Seoul-baserlA[\,1 alumni rrow in the virleoconferencingnetwork. 'lbkyo ancl llelatedly the Sri Lankar Sirrll Bank sites particiJraterl as interesled observers. Seconcllr, this vear leaturerl speakers delivering their leadership uisdom fnrm two \.enues lVlakati. Philippines antl Bangalore.India. l'hirdly and signilicantlr. there i. "alumni-in-resirlence"(students), nov! the paflicipation of the thus completing the r:astof the AlN,lcommunitl withir the Il,C -- AIM Board members. Iacultl., alumni . staf{" and alunrni-in-resitlencr. This also means that the ILC has indeed gained arreptance as an important learning vehicle.

calamitieslike tsurramiand earlhquakes. the Il,C tloesits sharehv continuingto build bridgesacrosslhe seasrelalivelvimmunefrom such rlisruptions.lt is an alternativeto the usualantl muth more expensive face-to-llceconferenr:es. And it is stiJla work-in-progress wilh the promiseoI l)etterconneclivitvarnongmembersofthe AIM conrnrunity throughr)ut the region.

That sairl"we still have to improve on the e\e( ution at the technical sitle as no less than AIM Chairman S'fshington SvCip harl remarked

[ie thank anrl <ongratulatethe A [M alumni netnork lirr the ILC. ln particularwt'<rrrnmenrl the (ountrr chaptersunderthe l'ederation (FAIM)with Chairperson of AIN'lAlunrniAssociatiurs Sugar Han (MBA'84) and Vice-Chairnran Teddy Villanueva (MBA'73) as well as Intlia Chairman Mohan Phadke (MM'{10) for their sponsorship. The Philippine<hapterdeserleskudosfor its generous sponsorship as rvell. \en spet,ialthanksantl honorsare due kr first-timerslike our China-|aserland Seoul-baserl alumni. Beijing chapterchair.man.Jack Niu (MM'98) had to flv to Shanghaito join the videoconferent:ing{iom there antl for Catherine Chen (MBA'98), ShanghaiVice-Chair.man. Jack and Cathelinenrade a heroicand sutressful.last-nrinute effort to link up. I'hanksalso to the pani(ipationonce againof Kelab Malaysiaand Indonesia Chapterlloth ol which registeletlIirll scatingin their siles. Antl finallv.Vietnanrt:hapterfor once againparlicipatingfrcm Hanoi. - all from Finallywe thank our nonderfulspeakersand nroderator thc AIM t:ommunity:AIM Co-Founder Dr. Ralph Z. Sorenson. ChenroilCFlO Bob Chandran (MBA'74). MindtreeChairnran Ashok Soota {MBA'73). AIM Governor Victor L.L, Chu and MorleratorGSB Associate Dean Rickv Lirn.

ir closing. I believe the alumni network will rise to that challenge - from starting earlier in the planning to raising nxrre resourcesitr order to heighten the cornmunitr-builrling aspectvia the ILC. l'or a lot of our alumni, the ILC l-rrings back that AIM learnirrg errperience where one gets k) interact with the best anurng the region.'l'his learning experience we gladlv shared with interested aurliences. In Jakafia for instance, 7 prospective enrollees to Atl\4's world class degree pr-ograms were! by sper:ial invitation. in attendance.Of the ?, 5 will enroll this vear while I will enroll nert year. A fewer number of cc,mpanies that do business with AIM in rnatlers ol placerrrcmts antl exet:utiveedur:ationlikenise attended. We hope to rkr hetter on that score next lirne as part ol our goodrvill to companieswe approachlirr placement. The l[,C thus continues 1.. \ I fl il -A

J t

expand the AIl\,1Jearningand leadershipexperierue kr an er,ernider AIM c,'nrrrrurrit\tlrr.ughout the region. The ILC is tht'onlv one of its kind in the region in pafl becauseol our tie-up nith the Sbrld .

Bank Clobal Distance Learning Network but more so bec.auseAIM has tlre rrru.l ertensire alumni network ofany Business S<hool in the r.gi,,n. l,ar n,,ne.In an era of terodsm. virus outbreaks.natural

O....

\lanag.r T h .\ . i a n

Cod Blessvouall!

Gone to Guam Living it up on a Micronesian ielando without missing a day at work (well, maybe just one...) .

by Herbie Arabelo, MBA 1996

get the feeling1ou'rebeingworkedto death?Lile in the rac" can be an endlessspiralof d"adlines."ale- quotas. f{ .rat I-tGnd nicotine-fillednighlswonrl"ring*hy the best yearsof your life are spent clicking on Excel spreadsheets behind a molded plastic desk. The Japaneseactually have a tem for this-karoshi. "Death from overwork." They say most karoshi victims "work themselvesto tleath out of a samurai-likepride." Yup, that sounds like me all right. Always readyto commit hara kiri for the corporate powersthat be. f-lver

Fasler than you can say ban zai, I found myself plotting to go to a place where ninety-percentof the tourists are Japaneselooking to soothetheir frayed nerves. I figured,theseare the peoplewho first recognizedjob stressas a medical condition. Surely thev would know whereto find the cure.

coursesis no more than a twenty-minutedrive away from the hotels at the city center. Guam's golf courseshave unique landscapingthat include viewsofthe ocean.reefs.and coastline. Suchviewsare rarelv seenin other Eolf coursesaroundthe world. For divers, Cuam has an assortmentof reef, wall, and wreck dives. all within close proximity of each other. There'sno need to waste hours driving on the road to get ftom the dolphins and barracudas to the coral gardensand wrecksfrom WWII. Nothing is ever too far away. Somewrecks are even located so close to shore in shallow water that novice divers go there for training, Water sports bufls who prefer to stay abovewater can go fishing, jetskiing, kayaking, windsurling,and parasailing.Orgo underwaterwithout really trying, on a submarineride.

All roadsled to the tiny Micronesianisland of Cuam.

For thosewho trrnsidershoppingtheir sportof choice,Guam'sdutyfree wonderswill not disappoint. The world'slargestluxury brands Guam is an ideal destinationfor time-stared, world-wearyManila (Chanel,Dior, Laudea Tiffany etc) can be purchasedtax-freefrom peoplelike you and me. I, for one,havegrowntired of the usualbar- shopsin the Tumonarea,Guam'smain shoppingand entertainment hopping, badminton-playing,mall-going scene. Boracay has lost district. Lest we forget that Guam is part of the USA, the world's its novelty for me after countlessvisits over the years. Hong Kong biggestK-Mart can be found near Tumon and is open twenty-four has priced itself out of the market,and besides,there are no decent hours a day. There is also a Macy'sat the MicronesiaMa.ll. Those beaches.I need new stompingground,a place whereI can shop if I who don't care to be remindedof the red-white-and-bluecan run to want to, golf if I want to, dive, trek, kayak,sail, party,or tune out if I the ChamorroVillagefor local handicrafts.The nightlife isn't bad in want to, all in three days,within a twenty-fivekilometerradius, and Guam. The scenehas everythingfrom Chamorrocultural showsto within a three-hourflight from Manila. Is that askingfor too much? . Las Vegas-stylecabaret. The obligatoryHard Rock Caf6and Planet Normalll yes. But with Cuam, no. Holll'wood are also present,of coune. Here'show it works: On a Friday eveningafter work, catch either the 10:20pm flight ofPhilippine Airlines (PAL)or the l0:55 pm trip ofContinentalAirlines (CO)to Cuam. The planelands at about4:00 am on Saturday.You'll have the wholeday ofSaturday,Sunday,and Mondayfor fun and frolic beforecatchingthe 7:00 pm Continental Airlines flight back to Manila. If you can take an extm day off, you can also take the 6:4O am PAL flight back to Manila on Tuesday moming. All in all, you miss only one day at work (Monday). Hurray! So what's a guy to do with three to four days to bum in a tropical paradisethat also happensto be a haven lor duty-free shopping? If life dished out more perplexingproblemslike these, we would all die happy.

But all things considered,the ultimate icing on the cake is the ridiculously cheap cost of traveling from Manila to Cuam. Two airlines ply this route,PAL and ContinentalAirlines. They regularly offer three-dayflight + hotel packagesthat cost less than US$350 ({or PAL) or US$430(for CO},round trip (if you time your trip right). That'scheaperthan going to Palawan! And so, next time you find yourselfstrugglingto stay awakein front of an Excel spreadsheetat 2:00 am on Hell Week,think of karoshi and the sunny little island that awaits you just three hours away. Think of the ulcers buming holes in your stomach,and the golden tan that can make it all go away. You know what to do next.

ln Guam,there is alwayssomethingfor everyone:For golfers,there E-mail me at I are aroundseveneighteen-holegolf coursesdesignetlby the greats like JackNicklaus,SamSnead,and CregNorman. Eachofthesegolf

herbiepaQahoo.com

T h e A s i a nl l l a n a g e ar

a.O

COVERSTORY The Asian Manaqer on

he Board of Trusteesof the Asian lnstitute o{ Managementannounced thc appointment ol Victoria S. Licuanan as dean lbr a five-ve;rr term eflective March l,2005.Since 1978, Professor Licuanan has taught and occupied several administrative posts at AIM. inr:luding most recentlv that of associutetlean for' faculty and academicallairs. As dean. she will continue with elforts kr rener the hstilut("s conrnritnlentlo making a trull significant contribution to 6nns and organizationsin Asia. in ordt'r'to aclrit're A l\l\ mission of nraking a differen<rein sustaining the grorvthofAsian so<ieties. In this Q&A with'l ANl. l)ean Licuanan shares more ollIer vision lor AIM.

7. In trllhat direc,ion do you see AIM heading towords in the future?

that our facultri research findings. int:lurling those emanating {r-om our various cenlers ol excellence. lvill inluse our caseroonrexchanges.Oul Asian marlagemenl

I seethe AsianInstituteol Managernent as a sought-d{ier expertise must be drawn liom real-rvorld experiences. front of knowledgeon ho$ to managein Asia. the Asian This is where dirersity bet'omesinvaluable - nationality, manaelernent capital of the workl so to speak. After all. age. gentler. public-private sector o entdtirrr. \{'e can rur intellectualcapitalbuildingis whatrveare about. St Iile longer companmentalize"te musl rrr-oss-lertilize.

ll c ttut nt, [,n3er (t)nt I\r rt tn(n t (! [i:a t{ a, Di ll.\ l ('t()ss It'rrili-c. ll e litc in ,r highlr i rttc rrt tti tt' nril ic u. l l e m u s t A e el t tott rtecl irtt:,ttttrl In tet\'t)ntIl'ttIn! I i ( ' t t l ) t , i t I Is t r t t t l I ) ( t - r l ) e (t t t ! , s . e n I I l ; c r '1 t r t r t t t t r t t l t r t r i n i un(l t t)ntr(rxtitt! ltrt t.ri s rr trl rI rr it le.

2. Hou about your brntediate goals for the nett lear ot so?

in a highly interaelive milieu. \l'e nrust keep connecting and interconnecting viewpoints ald pt'rspectives. and keep on comparing and contrastingpraxis worltlwide.

3. Do

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The buikling blocks rnust needed to nuy'la s,r.dent life better ? be strengthenecl. !'or this to happen.we muststartwith Dellniteh. the donn will go through somr renovations. Bul our core values - integrity beyond the basics. stuclent ljfe can only be as good as and professionalisnr.V/e what one $ants to make of it. This requires going out of remain learner-centrit: as one's conrforl zone and buildirg hridges acrcss programs we increasinglv engage antl rrationalitygroups, antl taking sttk of the available our cliverse stakeholder net$orks that AIM has built over limc. Our alumni and cornrnunitvin our work. 'fhe nice problem here, donor cornmunily is so extensive. To get into some of the is not knowing where kr begin. nitty-gritty.to begin with, we must see to it that our message is carried out 4. Durhg your Inaugutal Address, you used the "The AIM D7p614" - 1161p4ny people uide consistentlv in our student tenn hantltxxrks. our policy ahe ittstitute haoe heard of the ,erln before. Any reason, rel.eoonce for emphasizing on manuals- our caseroom part:uLt

discussions, antl our research forays. A lot of work will go into a Code o{ Ethics to be observed at all levels of the organization. Antl this means facult-v, students and staff

the AIM Drean

in ,he current

contert?

inr.olvement and huy-in.

One should never stop dreaming. AIM was founrled by visionaries whose dream was a school that woultl make a real differencein the growthofAsian Societies.When AIM

On the acadenric front. this means that our excellent te.rchinel must be balanced by superior and relevant resean:h antl publications. To be leamer-centered means

was founded. Asia was one of the most underdeveloped areas in the world. Now Asia is a powerhouse of gronth. AIM's success can be measured irr tlrc contributions of

The Asian Manager .

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i t . \ l r r n r n i\ l r 0 h e i r , lr r r : r . j ,I r r, n r 1 , , r r i "rrr r r rilr r - t i l r r l i o r .i r r \ . i a . I l r r lr r r r rl r . t i l l r r r . , l . r , , l ' , , 1 , , r , .\ \ r ' r r r L r .Ll r ' r ' to, r r r l r t , r r n i r ro g r r rr l l c a r r r1 o n l r k r ' , r r l i l l i n r r rt i n t h t l i r , , . , , 1 r , 1 r l , a r r r lr r l < r ' i l l i r ' ' . l l r a t i - . t i l l o u r ( l r l x n r . o u l g o l l lr, l r r r l o u rr r r i s s i r rl rl ri .s n l r . r gt i r r : r r sl r , l . , r r rl i r r ' l r c i r r S .

lloukl you hure ont pktns ol increusing lhe dirersit! ol' slu{rerrrs (ia tcn,rs ol nutittnulities) anrl Jiu:ultr irr tp ns ttJ uge ttn mttittnralilies in the institute? l)o you hut:e ony qtee{fic leos ort 3.

horrrto re-think or intpntre li,cultl recnritnrent und r.',crtlion. antl sludent adlrission rtrul pkttentent? l ) i \ e ' . i l \ i . i r r l l r t r e l r r r a t u l t o l\ . i a . \ \ t r o r r t i r r Ll rots . r ' l r ) l l l n l x i l g e n r e n t1 r ' o l e g e ri r r r r le r l x I l - l i r r r r rr r r ' r ' o ' sl h e r ' ,g i o r r . I l r c r l r a l l r . r l k i s a l l i r r l l l r i l i t r a r r r ll h r ' l a r r g r r l g . r ' l r r r l l i tr . \ \ r ' n r u s ti r s s i s sl o r r r lo l o L r r u 1 r ; r I i l u r irrI r.s o L r lirr r g - <l r o l l r ' ' h i | ' L r I l r . r l i r r - ( ' . r r r r I re\ .s r r , l l a ' r l g i , , r r a l l ri.l t " r r r e l o - r r l c e e r li r r o r r l l r r r r r l r a i g tr or l r r i r r g \ l \ l r , ' . 1 xl t i s l r r l r t r l i t i s r r c c r l t r l . \ \ i \ \ i r r l l ( ' g ( l r r r o l l s t L r r l t r r llsr r r r l ( i h i r r l l r r r l : , r n t h " a r t \ - i a l h i l e r n a i r r l a i n i r rogr r rr r r r n l r t , r ' ' l n , ' n L , ( l i r a r r r lt l r r 'l ' h i l i 1 r 1 , i n , r . O r r t h l l c r t l r l l a c r r l t r .l , l i l l s t l l r l i l r l l l l L r i l l l o r o L r r p t I ' r l r r l l re l l h r e u r . \ \ e * i l l r r l s r , t r r krrrh r r r r l o . k l l l r l e n r l e r l l t a l r r i r r g l x r s s i l r i l i t i l sr l r r r l r i r r i r r g o ul irr r t l i r rl i r rt t o l a rr ' . <l ' r ' r r r e t l r o r l o l o rgrri t l ro n - l i r r , l r ' ( 1s s t o l r r r o l r i l ll l l r r l t r a r r l l , r i n t l e a " i n g l r g r , r r t l l r lIer o r r l e r l g er o r r r t e s . \ \ e h l r e | , ' I r k ' - | ' ' | ' ' , I ' ' r r r , I r r r r r r r\ |i ', ' I I - ' i ' I I i , r . I Li \ , ' | | | | \ '- . e n l r e l ) r e n e L nrsl .e r e l o l r r n e rnr tr a r r l g e l s l n r l l r l r n g l h e r r r i r r t ot l r e I r r l l -l i r r r er r r \ r l j r r r r c lt a l r r l l r l i r l r lo r rl a r r r l r r ra' r r l i n l o r r r t l s t r . l ) r o j . . f i r n( n g l g ( r r { ' r r t ' . \ \ r ' r r i l l l r o r r t h t l o o k o u t I i r l l r l l r a r r g ( l r f ( r L n n r( , 1 ) l n ru n i t i l s I o c r r l i l l r l u r

lhr..\,iln [Ianagcr'

lacultl lesoulces. Our Boards of (lovemors antl l'rrrstees tith HRI) units of regional corlorations as *ell as those fi-omat:rossAsia are in close sr nergr Nith lnanaelementto in lht: home <ounlries ol our sludenls. AINI should alwavs be kept tr4r-of-minrl.somethingthat our hstitutional and make all these hayrpen.Thev will lre engagetl. 'Ihe

goorlnews alxrut Asiarr develqrrnentis the erpattrling jol, rrralkel. Tlre nradruJr tu t.lrina i. a,a-e in pnirrl. The once outbounrllnrliarrleamr:ls are rron t'rrcoulagerlto lhink honrerarcl to take ad\antage ol lndia\ burgeoning e , o n o m r . l h " { l r * r t . r \ l " L ' r n g S u l ' r . g i , ' ni - i n I ' r , ' r n i . i n F stages ol clevelopnrent.This is lhere our international progranr nill bt focust:rl. ds discusserl *ilh stut[nt replesentatives.r'e have to ensure thnt the A[\{ [relrsite is purposive tith tinrelr, and relevant infornration on

School marketing ellblts should ensure. At ground lelel. getting our.\sian sturlents and alumni into active net$orks meansjolrs. parlncrships.oppottlnitr c|eation. lt also nreans new students and new sponsols. (ilearlv. connecting is still len much tlre nante ol the game. -{.sia is one big plaving field. anrl .\lN{ is the rerolving tloor lor rranirâ&#x201A;Ź{ers on lhe nrole.

institutional lesources. nxrre aiumni ieatures on their a<t:omplishnrenls.placcrrrent success stories. liie jusl have to be nrore pro-active in cultivating relationships

T h , \ - i a r r \ l a r r a g , r.

rt Celebrating Classes for 2005

i I Alumni Fund Awardees ;t' Allmni Foundation the First Five Years i" Alumni Portal

IrrOutstandingAlrmni ti AIM Manager 1r,NYC Chapter 1: ClassNotes ,i, Lntterg from Alumni

1: FAIM

The AsianManagcr'

TheAsianManager a

a O

Celebrutirtg CLASSESor Hoppy Homccotning

'l-he

2OOS

ftom MBA Class'7O ller {.iu.trrr. \'l IJA t();(l '70 are the "lolos" and he membersof MBA Class "lolas" of the AIM Alumni. We graduatedfrom AIM 35 long years ago. So where are we now? lucky ones are already semi-retiredand can often Some golf courses,country clubs, billiard halls, at be found vacation resorts, Rotary Clubs, second homes abroad, or even fishing in the middle of the China Sea.But most of them are still are very much active in business as senior corporateofficers or as entrepreneu$. They still are counting pesosand centavosalong rrith their carbs, calories,cholesterol,and, best of all, their grandchildren.

A surveywiuld showthere are still many active bankers among us, I lot of Presidents and CEOs in large corporationsand NGOs, a few govemmentofficials, and many successful entrepreneurc in construction, real estate, hotels, condos, publishing, stock market, agribusiness, mining, trading, and manufacturing among othen. A handful have migrated to the United States, Canada,Europe and the Middle East. Another handful becameprofessorsof businessand authors of books at AIM arrdDe La Salle University. MBA Class'7Ohas been supportiveof AIM and AAAIM over the years. Among other things, it spearheadedthe thrust towards the education of entrepreneursat AIM by donating the ProfessionalChair in Entrepreneurship in 1992. It also conceivedthe Asian Tiger as the official symbol and mascotof the AAAIM in a bid to encourage schoolspirit and unity arnongthe AIM Alumni.

k E .',. P i B i.:: g.r''5.' F

As seroo,;nt leaders, we stora witl o,|/.,rse€lNtes.We etteet ehenge tor the

I II I)M: As a Leudcr

, r r , , . l r r r r t r r l \u1 1 ) \ 1l l l ( ) l l

' cornnaon'f' good

t l The Cktssof MBA 1970 "Lito"

Calagal, Jr May Anciano \lulilrn .\lalilla Manuel ()rr,Ilr' ()rrIi (I'rrr Mary Ann Busuego-Colavco Jrxr'^.lor" (irrrr'1xiorr Elias "Ebor" Cosme (islr "lJ,rr",l, l.,orr Elfren "lirlr lr" (.Lr.i Cruz (ilulrl (lur.tir Leni !'erde-Cuesta\ ir t,rr ' "Pids" Darnaso l'lnrrlartrrl "li.rrrrrg l)tlr. Jesus Elpidio "Chony" "\1". "Jess" Galang (,a'torr Ignacio \lejarxh,' (iiruenezl xLig,r"l)igi (,onzuls Jose"Jovie" GonzalesZoi|r "Ric" "Edongi'Javier \iiarr l.i1r Edilberto J.rzrnine' Ricardo "\'larri' "\irj l,ilr Pijuan \irror .lr'. Dennis l-rx.sin \lLuit, iarr,' Rodol{o ll1rz Noel l-orenzana \ i('lrn''(llri(hos"'l.rr( "Rudy" Meiies.lo'r' ":iete " \lerlarIr Winston Mirabueno (-alllrs "( lhlllir j \rrltrrn(+1 Luisitd "[ouie]' Padilla l'.irr.teirr"l lirrstr'" "Pichind' Pena l'irlgarrl,' l-rl--( irrz \icente "Vic" I'arlrrrr Pilar "Mike'" Suarez lltrrlt,r (lesar' lil" litrlrit' Michael Ramirez "llerrtj- Surrir.r Alexander"Alei'Tee l)enni- l,r, ' Allan "Rirr',L la'lirrlt Herminio "Herme" rle Vera. Tolentino llicnl|r

co/mrnuniti€.s.

We do rnot wait tor a messio,|n wh.en we c'r,ra be our ow'n l€.o,der.

l.a.t f)ecember.:i, 2003, I gave a talk on "S:rlking the

We. tlte I?IBA clcss of 797Oq so,lute o,rn,d greet Aou ull a Huppy Homeeoming!

of o|,,r

I\1D\'l l.eadershipTalk". t saitl then that...." at IMDM, re are laking a stand by taking the lead. We believe that lhere are still gootl people who are rletlicated, waiting frr the right leadership, right information. and the right resources. It"e believe that ve must connect the hearls lnrl nrinds ol the people, and that we must do so with the

not wait for a messiahwhenwe can be our own learler Sie work for initiatiresthat do goodlo a greatelmajo t! and highest senseof urgency- All we need is to pull ourselves reachout to peoplenith pniects thrrtnoukl uplift their together anrl brace ourselves against the storm conlidentlv. spirits. Pmjects of cor4rassion, righteousness.love, \\ hateverrve feel we are suffering now rn our countr'! is not and goodness. Plojects that woukl not r-rnlvmake them toncluererl by complaining, bv fighting it ol by resisting, recipientsbut activeparlicipantsin nationbuilding. bul l-rr'tackling the problems heacl on. In this manner. le lr-e ahle to pafiicipate in the transcendental task of rerleemingour nation and our people, by keeping alive l hat hope and pride still exists in our countn." ,\pril 213" 2003, the Intemational Movement of l)er t,lopment Managers or IMDM was formally launched l-'y the graduates ofthe Master in Devel4rment Management pr,-'gramkcause we believe we can harness a collective effolt in solvirg problems. We are all practilioners in the In

lrroacl llelcl of clevelopment. We spent 11 months of our lires at AIM lo prepare ounelves to manage and lead pu|lit antl civil society organizations,cooperativesand plir ate non-profit lirms. lor the last lwo vears. the IMDM has strategicall,lbuilt alliances and partnershipsuith institutions that enhance our core value ofdoing good. We have links with our own school. the Financial Executives ofthe Philippines, the

As we work and lake on challenges.we do not compete with one another Sie instead work hand ir hantl. Si: complementeach other antl work as parlnersto createarl outconre wherethe wholeis greaterthanits pafts. 'Ihe

TMDM members are scattered nationwide and good.Thisislrhatthe worldwide,all doingwell and dr-'ing Clenter for l)evelopnrent Management hassharerlwith us. As the Center celebratesits l5th year,we the graduates are gratefulfor the learningexper-ience. tlatchesI (MI)M 1990).6 (MI)M 1995).and ll (MDM 2000) were given a tribute bv the IMDM and the CDM faculty during the Homecoming2005 helrl lasl March ,1. 2005 at the AIM Campusthrougha video featu ng the honoreebakrhes. Congratulationslo all!

Philil4rine Movement for Cood Covernance. the AIM Polit,vCenter. and latell.,the United Nationsl)er,elopment Programanrl ils agencies. {s servant leaders, we start with ourselves. \{'b effect changt' Ibr the common good of our communities. Sie do

llr" \-ianllanag"r

TheAsianManager .

2005

7 J l h e A l u m n i R e c o g n i t i o nC e r e m o n r .n h i c h I l o l l o u " , l t h e 2 n r l I n t e m a t i o n a lL . a d e r s h i p Con{erencelast March 3,2005, paid tribute b the generosityo{ graduates who have donated to the Alumni Fund. The Classof MBA 197I, headedby class president, Mr Arlunr Macapagal,Presidentand CFIOof Toyota PasongTamo,turnedovera checkofP 500,000to AIM Co-ChairmanWashingtonSycip and AIM President RobertoF. de Ocampo.The classdonationwaspart of "Driven.,. How to Make the proceedsfrom the book it in Philippine Business",a class project which featuredarticles about successfulalumni {rom their 'lheir batch. donation is earmarkedfor projects for the WashingtonSycip CraduateSchoolof Business. Mr l-ynn 51 MBA 1984 was presented a Beige Tiger Award for the donationof the lst Inlemational I-eadershipConference(ILC) to the Alumni Fund for Learning Space.Mr Sv spearheadedthe production olthe lirst ILC as part of his classparticipationas the lead hostclassduring the annualalumni homecoming Iast March 2004. The Class o{ 1979, representedby Mr. Eduardo Banaga,former ChairmanoI the Alumni Association of AIM (AAA) and Mr. Emil Reyes,current Director of AAA also received a beige tiger award for their class donation to the Alumni Fund for Faculty Development. After the awarding, a cocktail reception followed at the Lopez Gallery of the AIM where the Deed of Donationsigning ceremonieswere held.

T h " { s i a n\ l a n a g e r

,46oze: Mr. Eduardo Banaga, MBA 1979 & AIM Pres. Robeno De Ocanpo during the Deed of Donation signing at the kpez Gallery Belm: Mr. Lynn Sy, MBA 1984 signs the Deed of Donation wifi AIM Presidâ&#x201A;Źnt Roberto deOcamDo

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AAAIM Board Members and officials of the Philippine Sports Commirtee at the Riual Shrine for "Kabstaans Bayani ChallengeTutupad Ka", Rizal Shrine, Cdamba, Lasuna, June 19.2OO.1

he AIM Alumni Foundation (AFI) was founded under the initiative o{ MBA Class 1979. Funds raised from two successfulhostingsof the Alumni Homecomingwere used to establishAFI. Thesehomecomingsculminatedin the memorable Friday Beer Pub StreetCelebrationin Fort Bonifacioback in 1999. (AFI) is a non-prolit organizationand the social developmentarm of the Alumni Associationof the Asian lnstitute of Manasement (AAAIM). h was purposely fomed and organized under the mentoring of the late honorable Dean Caston Ortigas with the followingobjectivesin mind: to mobilize the energiesof the alumni of the Asian Institute of Managementand the AIM itsel{; to reach out and assist in opening up opportunitiesfor the disadvantaged, and sharing directly in addressing the country's most urgent problemsof poverty.To this end, the foundationpromotes"conducts and encouragesthe advancementof research,trainingand other activitiesrelated to an integrated approachto productivitymaximization, communitydevelopment,equitl ecologicalprotectionand improvement,The foundatione-xtendsmanagerial,finant:ial and other support to achievethesegoals. In the last five years, AFI has tried in its olvn start up way to live up to this mandate,evenas it struggled with organizationalchallenges. AFI wasformally establishedas the social developmentarm of AAAIM, and has stageda numberof specialprojectswhoseareasof focus have evolvedfrom leading high visibility socialdevelopmentspecialevents'forunderprivilegedyouth, to prqects supportingthe balanced formationqf youth leadersimbibing the idealso{ our national heroes.RecentlyAFI joined the Cultural Centerof the Philippinesin leading the inaugural gatheringr-rfworld class Filipinos in the realm of public service, private business,non-governmental,civil and cultural sectors,with the aim of projectinga more positiveoutlook for the country; while adoptingthe AAAIM themeof " lradership..Live It ".

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In June 2003. AFI worked tith the NatiorralSpons Commission,I)epartmentofInterior & Local Covernment, NationalHistorir:alInslitute(NHl). NationalCenterfor Cultureand the Alts (NCCA), and PSI Asia with lleth Mcdonalcl'l'MP 2002& AAAIM Directorson the National HeroesOl,,-mJri<rs for Youthl,eadersproject.

building group dvnamics.The NHI and NCCA, and Manuel L Quezonlll pn-rvideda historical and cultural pe$pectiveto enhancenrentaldevelopment by imbibing the itleals of our nalional heroes.Fr. Robert Reyes. the runningpriest,talked on spiritualfitness.Gen. Angelo ReyesAFP Chief of Staff MBA 73, talked on Inregrated Leariership.The OlympicFlamewaslit on the midnight eve ol the Philippine National Hero, Dr. Jose Rizal's birthdar'"June l9 at the Rizal Shrinein Calambabv a vigil of youth leadem.The igniting flame,originating{rom the famouslamp usedfor the writing the Mi UltimoAdiosin Fort Santiago.wasrela,vedto Manila.

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exlribit-..and relatedworkslropslhat permeatedthe lestival covetedthe areas frresentatiolrs. justice, jourrtalism. envimnment.cultureinciudingmusirrantl other areaso{ tlte arts. of glrbal sustainablr lovrr developrnenl.socialll engagedspiritualitl'. educatiotr.sotrialeltrepreneurship and businesswith a purpose-l,rcal gorenrnrt'rrt{or the future.

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nenrork of 3O,OOOgraduates frorn oaer 65 counties - all proudly carryinpl the AIM flag. In rnore than three decades, tlrc AIM hes shaped the minds and personalities ot aspi-ing, enterpising young men anrl uomen from all poirtts of the globe. Tlrc Qchietements of AIM aluntni are o testimonial in itself. CEOso pres lents, direclors, ulumni are leqd,ers in tlrcir respect te prolessions'

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He still thinks like a rnanager.;qrphing his btrsinessschrxrl krols in evaluatingcapital erpenditrrresusing internal rate of retur-n.pavback periotls.anrl present lalues. He gets inrolrecl in even tletail o1 his cornpanr'-for instancehe signs <het:ks hitnsell. eren for small antounts. '['his is not tlrutlgerv. he says. ]rul a uav of under-slanding whele the cash is going. Is the colnpanr lavoringpatlicular suppliers? Are there expensesthat are going overlxrard?

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be excellent at lixing cars. bul possessespoor people skills. Promotionto shop managerr:ouldresult in gaining a mediocreor even disruplive manager,and losing a fine Being irr the service industry Arl takes calls directly mechanic. Arthas institutedpronrotion in placeforce ain hom his cuslomers.He personallyrespondsto cuskrmer ter:hnir:alpositionsto ensurethat peoplecan enhan<e complaints and ensures that these are attended to their skills and reaprewardswithouthavingto be mored immediately.Service is not somethingthat the CEO ftrm their areaof competen(e. rlelegatcs-it is llte conrparrv mission. ln rnaking personal investments.Art looks not only- at Orrthe personrrelsitle. Art has a poli<y againstemploving prcfitabilitr'. but also at the integrity o{ his business lelatires. Classmates belong in this category.He hires parlners. lf there is a potential conflict o{ interest. he e\ecutives based on their work experience;their track believesit is best handled by full disclosure.He prefers recordmust be directly relatedto the tasksthey are doing. to part company with a partner who crossesthis line, He doesnot needto knowthe applicantpersonallr,but he even if the projectis pfofitable.The CEO'sjob requires does watch out for that certain "chemistrl" to delermine conslanth' improving the company.Afi makes sure he if the candiriate will fit into the company culture and understandsthe businessin order to make it better. As work well with othcrs. He considersthe Peter Principle Ibr the risks of the job, Ar1 tler:lares."I would rather lose a useful guide in promotingpersonnel.A good mechanic moneythan lose sleep." does not net:essarilymake a goodshop manager:he may

t).{\t -t)E\!its* 11R}tr\sJ.{H- Hu r!x}r

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was anotherchallenge which Dennisbelieves as one of the most difficult things to do in management. "Considerationsdo not end at the employee, Interviewed by Prakhar Shanna. MBA 2003 and go as far as his family, the eaming membersin the family, Dennisstartedhis r:areerin lhe finance the yearsof commitmentand loyalty towardsthe company, industry twenty-two years ago. With a among others", says Dennis. With unquestionable backgroundin marketing, he had taken cooperation from his colleagues, Dennis gradually a big risk by entering into a completely startedbusinessagain, tumed it around,and by the end different world. Allured by the pace and o{ 2002, the equity was about 3 million USD. Being one promise of lhe linance servicesindustry of the many proud alumni of AlM, Dennis attributes his Dennis took a plunge:a "calculatedrisk" strategicthinking and executionskills to the AIM. *A as he calls it. Even when in the financial part of leaming at AIM is developinga superiorcapability services industry, he stuck to his core to overcomingproblemsand frndingsolutions". strength, marketing. Looking back, he Key takeout from a rich and reraarding career appreciateshis work, his colleagues,his For someonewho leamed the hard way, it was not at all boss, and the overall experience.Before surprisingto see the characteristicsof humility, modesty, AIM, Dennishad workedfor BFI Finance and integrity in his demeanor.Dennis practically rose Indonesiaand handledthe marketingside through the ranks, and because of his hard work, he of their business. reachedthe top. Contradictionhas its own merits for it throws upon stimulating challengesto one'simagination, In 1997, Dennis became the Deputy but in this case,Dennis'svaluesclearly matchhis pastand Presidentof the SasekaCelora Finance (SCF).Camethe present.He regardscompassion.patience.and leaming 1997crisis,andthe presidentofthe companyresignedfrom from othemas his key takeoutsfrom career. the job, Consequently,Dennisassumedthe responsibility of the presidentin early 1998, during perhapsthe most On the toughest aspect of leaderehip difficult year for the company.The companywas runnrng "Retrenching people is really the toughest part, il is in a negative equity o{ over a million dollars. The painful for everyone."The sensibilitiesand sensitivities turnaroundwasa dauntingtask, but perhapsthe only way do not end at the employee;they extend to his family, out to survive. Between l99B and 2Ot)0,the company and all kinds of considerationscome into oicture belbre was able to repay 60 million dollars. Laying ofl people making thesetoughdecisions."

SUCCEEDING WITH HUMILITY

Integrity ean take you plaees, a,r.droithout it,

there is no substance ur il person.

TheAsianManager.

. (O

0n decision rnakitg 'l'he core elementsofKnowletlge.lntegritv.and Spiritualitv (KIS) shoukl he blended togetherirr all the small and big

priorities. He answersthis <luestionwith the same t laritv anrl simplicill as he harl anslveredall other questions "l belirre. am verl clear about mv prio ties. I know rhen

decisions.

antl how lo set thenr. I ntanagegood balant e lrctueen mv pelsonal and prolessionallife. I also nranagelo take out " n , ' u g hl i t n e l o t r n r n , r n - | ' r ' r ' a { i,tl i t i l r e - ' .

()n thc most daunling challenge Bringing back the lrust of the lenrlers is a Helculean task. S'inning lheir lrust and lxrtrrming credilrle tkres rrol happen ovemight. il lakes (onslant. lbtustrl. and dedicated el1brts.

For young AIM â&#x201A;Źiraduales "Ml nrt'ssageis - to learn to take caltulaterl lisks. I rill also leiterate on lhe inlpoltdnce ol irtegfitl in onel success. lrrteglity can take vou places. ancl without il. there is no substanee in a lxrLson. As vou beconu' more

0n his weaknesses Hurlility never seems to rnaroon Dennis. []nassrrmingly. successful,.rlso learn lo lre compassionateand thank he admits that. he- jusl like nrosto{ the people. possesses (lod". nonnal hunran neaknesses. 0n setting priorities Firr a man who assumes the capacitr of a CllO, it was rnterestinf(to lind out how he manages to halance his

tittt\lilxI s. l'\!( I r. lllt.\ l9;l

SUCCEEDIN WTTHOTT BUSII\ESS L O S I N GY O TR S O t L L1 Jos"i,'a Zafr.r

From "Drilea: Itou to Make it in Philippirc

lrere ma<hine gun nesls surrountled bv santlbags. One tirne there was a knrxk on the door, ard when I opened it there wert: Ii-,ur or five masketl nren stan(ling there. arrned tc, the teeth and wearing banrloliers, adrnonishing nle to st(4) taking pittures finnr mv balton1." Eventually the Pas<ua tamilv had to move out of their apartment "When ml boss into lhe more secure Phoenicia Hilton. in l\'lanila said he was coming to Beirut. I wired him: I)on't elen try b come lrt'r'e.and b1'the way. get me out." His next posl wasin Hong Kong. wherehe hearlcdBanconis Ibrex dealing" mortev market, and lending operations. "Bancom was a very adventurous contpany. I was assigned to establish documentary c:reditoperations, such as the

llusiness" Published by the Chtssof 1971, Asian lnstitute of Manugernetlt

I l r l l ' 1 5 ( . 1\ \ t) tilr \\ItI-\

letters ol crcclit business. Due to regulatory restrictions we were not alkrwed to do this in Manila. so we had no experiencein this area. What I did was b hire an assistant in Hong Kong rvho had the necessar"r,expetience, on the condition that he ttained nre. Bancom later embarked on a joint !enture with American Expressbank: Amex-Bancom

l,trl,a merchantbank in Hong Kong. Pascuawasoneolthree Filipino senior executivessecondedto the new <rompany. S-hen Ricardo Seven vears later. Amex bank bought out Bancom's interest Pascuaarrived in the joint venture, and Pascua had to de<ri<lewhere in Lebanon his t:areer would next take hirl. He had received a job "But I t:oulcln't see myself for his first ofler from a Philil4rine bank, carning the card of the bank." Instead. he movetl lo San "Paris ol Francis<o in January l9B0 to establish the international assignment in Januarl l!)75. Beilut was the the l\'liddle llast". Bancom, his enrplrver at the time. deparlment of Redwoorl Bank. a small commercial bank "M] family and I was t'stablishing u monev rnarkel ancl lbreign ex<rhange which Bancorn'sclients had taken over. "Beirut was a vera lived in a llve-bedroorn house in Walnut Creek, a vew nit:e trading of(i<t'lbr American lixpress. cosnrtpt,lilan citv.'l'here was an atmosphereof religious tolerance." His expat privileges inclrrded an apartment "Because overlooking lhe picturesque Beirut harlmr. of all the dilferenl cultures present, half of the annual t,alendar was taken up hy civil and religious holidays." ln Mart:h. the trouble began. antl by Octoher there was "On both ends ol our street, there Iighting on lhe strcets.

@o...

l ' h e\ - i r r lr l a t r a g " r

suburb of San Francisco. I had lbur nrortgages and I was making US $60.000 a year. But with the car paYnents, insurances. taxes antl other fees. I seldom hatl any money al thc enclof lhe month." He haclgotten used to his expat privileges in Hong Kong. which included a rent-fiee house,paid vacalions.lreeerlucationfor his t:hildren until high school. benefits ancl insurance, and a l57o tax rate.

In 1982, he returned to Hong Kong and joined his {ormer Bancom colleague Manuel Pangilinan kr found the First Pacilic Croup. Firct Pacific acquired several PhilippinecompaniesincludingFirst PhilippineCapital Corporation. Metro Drug, Scott Paper. and Steniel. It became known as Metro Pacilic Corporation. Pascua was sent to Manila in 1993 to become CEO of Metro Par:ifie. "My predecessorhad just retired; he said i{ he had to work hard he might as well work for himself. Before I came home I set down my terms in bla<rkand white. I surrenderedmy expatriateprivileges,but I asked that they never pull me out of the Philippinesagain." "Initially we were resentetlby somein the local business t:ommunity," he recalls. "Wb hatl no pedigpeednames amongus. We were perceivedas nouveauriche corlorate rairlers. Manny Pangilinan'sfather starled out as a Lrwlevel employee at PNB, although he worketl himsel{ up to be<romethe president of Traders Royal Bank. My father was a foreman for Meralco. He mav have linished high school. but I'm not really sure he did." First Pacific acquiretl the Philippine [,ong

Distance Telephone Company and fort Bonifacio. Pascua also became the President and CEO of Fofi Bonifacio Development Corporation. But the real challenge, he realized. was succeedingin businesswithout losing his soul. "There is corruption in ln Hong Kong,but I neverhad to deal with it personally. Manila I had to far:e a moral rlilemma almost on a dailv basis. Do I pay the extortionistsin government,or dtr I make myself and/or my ()mpany a martJr?" He believes that a CEO shouldnevertlelegatethis moral dilemmato his or her subordinates:the leader must carry the burden. "Local businessmenare alwaysembroiletlin two baltles at the public battle.whichappearsto the sametime.'l'here's be in accortlancewith Americanlegal prat:tice.and there\ the otherbattle. the tlealsunderthe table, bribes"unethical practi('es thatputone's moralmettle tothetest.Myretirenlenl in 2001 wasa relief antla blessing."He still hasinterests in severalsmall (ompanies.but notesthat they rerluire wheelingand dealingon a much smallerscale.Having prettymuch"beenthere.donethat" in the workl ofbusiness. Ricardo Pascuafinds that retirement is good for his soul.

J E S t S 1 1! ' I L { \ ( i I S ( r ( } .l I B , \ l q ; l

THE POWER TO LEAD

"'l'he most imgrflanl

job of a president is to provicle leadership in the direction the company should take," "Chito", Fran<isrrr. Plesident and COO of declares Jesus "It is esserrtial{br him rrr her to have a vision frrr Meralco. the company and to hold that vision clearlv for himself and everybody. Despite the denrands of putting out fires, a leader should be able to refrx us the company on what

- B4 l97l h 1 { n t o n i o R . S a m s o nM

really matters.

Frorn "Drioen; Hou to Make it in Philippine

"Another imporlant aspecl o[ the job is to give the companv a lace, a hunran personalilr'. that the public. the consumers or customers can relate to. He embodies what and the publi<: the company representsin the <rornmunity. will judge the company on the basis of their penreptionol

Business" Published.by the Class of 1971, Asiun lnstitute of Manctsenent

lt I u:ould like to belieae thctt eaerybody u:ho reports to nte is et potential

candidate to replace nte...

I I

its leaders." Chitt, reganls llleralco as pra<rticallyhis lirst right employerHejoinedthepowercompany "Working after obtaininghis MBA fn-rmAIM. lbr a utility companyis theclosestI trruldget t o b e i n gi n p u h l i r ' . . n i c ev r h i l er e m a i n i nign the private set:tor Il has been an enp;rossrng i3l3yea.rs. "Leatler.hip alsu .ntail' nrenlorship."hc noles.'[ often pre{er to be laid back, not always looking over someone'sshoulder,to allowhim to try out his wings.The capability the built up in each individualstrengthens organization." In promoting an employee. he looks for competence, whi<rh contprises not only technicalknowledgebut also the ability to handle people and make sound decisions; leadership qualities inclutling analytical TheAsianManager 3

skills, creativitv,communicationskills, and the ability to ppt along well with others."A leader must be willing to take risks with out-of-the-boxsolutions.He must havethe intellectual dynamismto ask questionsand alwayslook aroundfor whatcanbe improved."Chitoalsotries to gauge the personallifestyle of the candidate,as this revealshis "Someonewhose character,habits, values.and priorities. lifestyle is moreor lesswithin the rangeofthat ofhis peers will be able to fit in betler and be acceptedas a leader "The nature of our businessis such that the typir:at MBA

positions. I find women more willing to go through the processof data-gatheringand analvsisinsteadoI relying on sheergut-feelas many men are wont to do." " As f<rrhis potential successor: I would like to hlieve that everybodywho reports to me directlv is a potential candidateto replaceme, althoughthey mighl be at various stagesol <levelopment." "1 Whenis the besttime b retire? think tlretime to retire is when I leel I have done everythingI could do. and I've mentionedthe people who can carry on, guidetl by-the proglamsI havehelped shape.

who is cut out {or high {inance or super-marketingvill "We require mostly not fit in Meralco." he explains. "Also, I wantto rctirc while I still havethe vigor to embark professionaltechnical people-all sorts ol engineers.We now have more young intlustrial engineersin executive on nev entleavors-ata more leisurelypace.of tturse."

ut(;t tit.l-. {;.trr{tD. Jft.. llBA l9tl

THERE IS LIFE

lrllme !like rrotes.\ngpr managemenl agenda.He numberoneon his persunal emplr'1e,1 the same ralionalapproach to curbing his temper that he usetl kr kick his smokinghabit. Helompareslring a CEOtocondu,ting an orchestra.If there is teamwork,and the talentsavailablein the organization a r e f u l l l u t i l i z e d t. h e n t h e C E O o n l y needsto do somefinetuning. Therefore. sta{f development and training is a primary CEO responsibility.

When he was working for multinational companies in Holland, United States, Canada, Kenya and Australia. Miguel "Mike" Gaffud always marle a consciouseffot to blend in with the lrx:al community.This way he was able to ward oll the morejaring aspectsof culture shock, allowinghim to stayfocusedon the job.

Mike believes a learler should lrc s i n c e r ea n , l h u n e s ti n d e a l i n gn i l t r his 'ul-'unlinate..H" shouldbe a ror" model and the bestexampleofthe work ethic he demands from the rest o{ the organization.

Retirement,like a top managementjob. can be pleasant enough if well planned. Having retired from two chief executive positions, he now has the skills required to enjoy his posFcorporatelife. He linds he has more lhan path took enoughthingsto do, including spendingqualit,'-time with Things didn't alwaysgo as planned.His career twists and turns as he worked his way up the corporate his grandchildren. "jumps" he made ladder. Among the more memorable was the move from marketing to the highly technical Mike still does his own marketing (lish and vegetahles, fleld ol refining. Although he was initially consideredan rather than pricing and promotion)and enjoysthe garden "outsider" in the refinery.he took overasGeneralManager he hascultivatedon a lot adjoiningthe house.Their family also haslive dogs,two turtles and severalatluariumsfilled after three yearsand stayedon the next four with exoticfish. Persuasionis Mike'sprimarytool. He considersa manager b be a "good salesman" who promotes programs and For Mike the transitionlrom c ririrencorporaleerct ulive ideas. This approachrequired him to do some behavior to a retired citizen was easv lo ntake. This was because modification on himself. In one of his first jobs as a even while he was the big man at work, family always managerat Caltexin Pandacan,his tempereamedhim the camelirst. For Mike Gaffud,retirementis moresatis{ying. sobriquet"Hitler". Using angeras an approachto solving and just as challengingas life at the top of the corporate problems and managing people is very dysfunctional. ladder.

(D.

TheAsianManager

O...

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United,Stutes East CoastChapter Asian Institute of ManagementAlumni USA East Coast hosts Spring Reunion 2005 . . . . bvJocervnBernar,MM2''l All\'l Alumni. USA Easl Coasl group 7l'thp I c o - h o s t ewd i t h t h e A I V A l u m n iR e l a t i o n . IOflice a well-attendedluncheol reuttrttt on Saturday,April 30,2005, at the Garden Caf6 in the elegant Kitano New York Hotel situated at Park Avenuecomer East 3Eh St. Presentwere 26 AIM alumni mostly from the Manhattanand New Jerseyareasbut there were also those from as far as Orlando, Chicago, Michigan and Washington DC. In terms of compositionby programs,there were alumni from the MBA. MM. MDM and ME programsand spanningthe I970s to the 2000s. The event was very ably organizedand managed by a core group of enthusiasticalumni composed of Jocelyn Bernal (MM 2001), Michelle Boquiren (MBA 2000), Mark Sanchez (MBA l99B) and Rajesh Solanki (MBA 1999). An East Coast eGroup was establishedto provide informationto all concemed. The coregroupeven presenteda proposed "AIM Constitution,which included a propt'sedname of Alumni AssociationUSA East CoastChapter". One of the expressedactivities o{ the organizationaside from networkingand collaborationis to help raise funds and offerinesfor AlM.

During the luncheon,GregAtienza,MBA 1983,Executive Managing Director of Alumni Relations gave a short presentationabout the new and exciting changesin the Institute including the full representationof AIM alumni " in the Board of Trustees. The AIM alumni community has been immeasurablvstrengthenedwith an East Coast presence. It is testament to the world-class caliber of our alumni of whom we are very proud ", said Atienza . He likewise encouraged the new organization to add to their numbers as therc are as yet many untapped alumni residing in the East Coast area. For more information on the AIM Alumni East Coast .Chapter, please contact the members of the reunion committee. Mirhe e Boquiren, MBA 2000 at @ MBoquiren@oaerture-asset.com; M M 200I at lQmjbe rnal@yahoo. n Be r nal, ocely J com; Mark Sanchez, MBA 2000 at lDmarksanc hez20\\@yahoo,com and Rajesh Solanki, MBA I 999 at (}RS olanlei@lyc os.com

Izft

@..

ro righr: Jocelyn Bernal' Rajeeh Solarli, Greg Atienza' Michelle Bnauiren gnd Mark Smchez

T h e { s i a n} ' l a n a g e r

NOTES M I i A .o . . . \utorrio l)ar irl. ]lll \

a .'l

| 97il wlites: arrr rror on nry seconrl real iD crilc il this harrlship posting that is Istanhul. The nork is harrl" Lul the lixxl is good. Ilall ol the tirrrc I ('at "lrangnt" for dirtler - that is "pangallong i n i t ' . | ' h el l r o l e l ! m i l v k e p t nle cor l)8r\ llrs sunlnler. sunbalhing in the pool

overlooking the Bosphorus Sea nhile I rorktrl anrl 'lurkev's then a greal lreek erploring \\estern Aegt'arr coasl line hom the srrnnvbeachesol Borlnrm.thlough the 20(X) llC rhite rnarl)k, ( ilv anrl the \irgin Mtrn\ home 'fror. in Ephesus. and on to Helen's Alier-summer when t h . l i , i - r . . r . . r l l 9 , ' r r " ." . lrie'l "rt Frrpt\ r, -lirF in Istanbul. while Chelr poiisherl her conrersatioral 'Iulkish till her depanure |atk to N'lanland for 'l'hanksgivirrg. [i an: in Mawlanrl lor the Ilolidavs." I Ir. llerrri ll. llll \ I9iii al

.\zrrrirr" fornrerlv

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bankt'r. tttanagenentttnsultant. anrl chiel erecutire olficer of the Oregorio A|anctir group ol c0lnl)iui('s. Ilen6 Azurin now spen(ls nrur'h ol his

an intcrnalional rc( r'uitnrenl lirrr nith alliliates irr the I nited Kingclonr"lreland. and the I S'\. His published rritings intlurle three brxrks. Rarulorn [i;rlks lnd Other Flssavs Ruminalions 01 .r S(Fso Manager (puhlished lrr the t nilersitl ol the Philippines [\'ess). Collusion or Fllliciocv? The Corrcentr-ation-Prolital)ilit]Relutiorrship in Selected Philippine Industries (puhlished bv the Institute ol !laragelial EconorrricsStudics).and Mnrginal Itloles: Lectur-esin Business Errnomit s (published by t h e [ . 1 ] C o l l e g eo l B u s i t t e s s{ d r n i n i s t r a t i o n )l .) r . A z u r i r t olrt.rinedhis engineeling degree and his cloctoralclegree l r , , r rr l r . I n i r e r - i t r , ' l t h " P h i l i l ' 1 , i n " s . .Josr, !la. Flrrrnrtnrrr,l I"r,rntrrrlez.)llt.\ re( enlh l)r(rught rine coilege studenls lionr De La Salle an(l other universities to AIM lbr d ('ampus tour. I)igor. lldlM trunrler.rnrllirrnrer AAAI\l Chairnran. is intrnensclv o1 r\lM!

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ol recontntenclirtg p o t e n t i af lu l u r ea l u r n nlio l h c I n s t i l u i e . I t o b + . r t ( i h a n r l l a r r " l l l l \ | ( l i I w r i t e s ": I w a so n va(ali(n on Malrlivesrluring the (lhristmasholirlavs (2004). OrrChristmastlar. orrcda_,-carlierthan plannerl. we rlecirlerlto leaveMalrlivesbv midnightlbr a flight to Singapore. I am happl to sar I suniverlthe tusnamiby B hour-s"".

lin)e tea(hing anrl rvriting. He created aDd teaches l pol)ular course in lhe MIIA [)r'ogranr(,1 the tinirelsitl of the Philippines (iollege of Busittcss Arlntirrislutior thal he r'alls "Perspectives on 'lb Stlategv". sludents who $arxler int{) this coune. he . l r r z ; r r k l r o r a k i r . a l t . seLvesart er'lectic nri\ ofclassic works in historl.;xrlitir's. e( r)nomics.anrl psvchologv with the spe<ific objective ol b r o a d e n i n g t h e s t u t kt's ' l ) c r s p e ( t i v e s o l t h e r o r k l i n w h i c h thev rvill opeute.'l'his is inrporlant. ht asserls.bet.ause strategicftriluresnlt olien the result of narowncss in th(, strategisti point o1 riew. IIe also teaches the progrant

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frrl lhe Tsrrranrir ictirrrsat Noirla (sulrur'lr r r 1l r r l i a - u l r c l t V i r c k a r r l l t r m i ] r ' l i r e s ) . \fe hatl a rrini-r{1rnir)n uith (lhelian last N'lanh , nt l h e K a m a r a n ( h e n r i s s e sr m r i e c h o n )\ e s . g u r s a n r l g a l s . C h e l i a ni s i r r ! l a n i l a c o n r l t r r ' t i r jrogl t i l t l t n t c w s o t t c a t t r l r t t s a t A I M . l l e i s n o n t h e E r t ' t ' u t i r c I ) i l c t L o to l ( i t \ ( i - \ o n s

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i r r t r I r r r r x r ' a r ' r / r 'g ( , \ r ' r r l , l r { ' r r l .i r r l e r r r e l g o \ r ' r r l i l r r ( ' r ' o l t h r ' | ) I r i I i 1 r 1 r i rl r) ri ' '1. x ,i . l n e t o n o n r i r 'a"n r l l l r " i n e s ' a r r r ll r l i r a l r . l r r r ' l r a l i n gI r l l i r e l ) e r ' . 2 0 0 j : iL \ 5 L r n r n r i l r r i u r l l l (r r r ' r t r l , , u l , l , r l . g r ' . . h r r l r l e rl i o n r S l n S e l r a s t i a n ( , r ' r r rt a . u h e t c I r a s a r I l e g a t e .\ \ e a l e r r o r i r t h e r r r i r L l l e ( i r l I g t . l l c c a l r r e r ll r i s N l I l \ i r o n r l h e l ) l n r a n l l s a n n g , , 1l l r ' p l r ' l r a l a l i o r r -l i ) r l h i 2 ( ) 0 . )s r r r r n r i li r r ' l i r n i s .l h i c l r i . l l r t . e r r r r r r\l \ S I S - 1 ' h l " e .\ n o l h e r n r a i r rl t ' t i r i l r u r . t l r t s r { l i r S u l ) a r r r lc r l r a r r s i , r rorl I i l ) l l i I i L r r o p e a rI ) i g i t a l I l i g h t s . l r r l l o r k l r r l l t r r l l r c o n . i s l i r r go l l i l i r r l o l l a u

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p l ' r r r i c rt l t ' s i g r r rttn t n ' s. h o e l a b e l .l t lrlrxlrrce"high-enrl nren'' 'hoes t ith a seconrlan lirre lirr rrorrren.I'r'ourllr l'hililrlrirt-rnark arrrl Iililrirror l e s i g n e r li"t s l ) r - o ( l r ( ' l(sx l e r l o t h r rrpslllr' \B rrrar'let.All rlesign. ale or'igirralrleutiors lx B ln lerrolio.

t l r t c o u r ; r a n r ' .l i r r r r r r l eal n r l r l e s i g n (,itr" ; r l i n l i l r a l . l h e . l r o e s a r - er n a r u l i t l u l c t l i r \ ' l r l i k i n a t h t h c a l t o l l h e l ) h i l i p p i n e" h o e n r a k i n gi r r r l u s t n .f c r u r i o \ r r l o r r i r , | . i l r t r r r r t r r . l l l , j l l l { ) t t i . r r o l t l r t r r r a r r a g i r r g\ l a r i l l a i r r s l o l x N ( l o u r i n a r r t lrlarer in lhe Lx'al ruul. r l i l c l l , r l o l J u l r i l a r t l r x r r l ( i o q x r r a t i o n .l i l h r r r n r l n r r r e r e n t r r a l l r .t h e g I r l r a l r r a r k e l l i r l r l t s i g r r c l s l r o e s -B r arLhess al { . l o l l i l x r ' . \ l i r l r a r r g , l u r t c t i r r r r .\ l a l r a r t g . i r t r ( x [ r f i r g a l r i g h - tr r r l l i l i l r i n r r t l e s i g n esr lh o e l a l r e l .t l r e \ l r r r r t i l l ] u DC ail\. Philil'llires. l o r r l r a n r i r l e n r l sl o r e k i r r r l l et h e P h i l i l r l r i r cs l t r x ' i n r l u s l l r .

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'1. I lispo" \l l)l' l9r){t \\as I I o I l l t o .I rri r rr r' I r i | , , l e l e r r t l r l r r o r r r u t c rl rl r l , r r t u l i r e \ i c e l ' r ' e s i r l e nol l l ' i r s t \ l e l r o l n \ e s t n l e r r t( i o l x r l a l i o r r .l l r t ' i r r r r ' . l u r r r l l r a r r k i r r g alrrr o1 the \'letlolrank (.iloup. He .joirerl llre lrrnrlrarrr

\t the sanretinu'. ['rrlrli,, \'lauila ]xrkllr dales lo estalrlish t h e l r c s ti r t l r t l , r r k l . P l ri l i l r l r i r r cs l r o e n r a k e lass a n r o r r g

in 199[] arul \\a\ re*lx)rsilr|, lirl glolirg lhr filsl . e l o l e j o i n i r r gt h e \letro lrrreslrru r r l ' s f t t a s u t r i n r ' , ' n r eB \ l r t r o l r a n k ( , r ' o u 1 rl.) i s p o " e r . r e r lt h e l l r l r l i r ' . e t t , r r ' l i l e l e r e n v e r r ' . .r r o r l i r r gu l r l t l t l t e r l e p a l l n r e n lo. l l r a r l ea r r r l i r r r h r s t l rr.r u t i o l a lr l e l e l - e .a u r ll i r r a r r cacs ( l (l ) u l \ l r ( a s u r t r

he \sian \'lanaglr a

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LettersJrom l l llrinal Krrruar Sarrrra. llll l9ll5 is now Chairmanand CEO of Biosr:Ter:hnologyin India. Mrinal writes: "The one year l\4M program of AIM shaped the verl foundationand dirertion of mv future management career l,ookingback to the classroomdiscussionswith my professorsand colleagues20 yearsago"I have to say that erery rnomentof my life after AIM hasbeeninfluenr:edby the logic and alalytical rlecision-nraking processes were pall of thosegruelingmodulesof the coursecurriculum. \1nr1el \grn en. tlll)ll 2(X)2 wrires:"Right Most significant lor me was the walk-about exercise, aftermy graduation fromAIM in l\{ay2002.I wasoffered wherein we were asked to go out of the classroom to work at a Hong-Kongbased garmentmanufactureras environmentfor i3 weeks, and come back with a report an Assistant Ceneral Managerof Saigon Knitwear Ltd.. on the exercise,satislyingthe strict criteria that it should VietnamKnitwearLtrl.,andlSinhDinh Knitwearl,td.I w.as lle extremelv riskv, challenging, experiential, and has luckv that I had gone through strategichLrmanresource never been done before.Il was a test of survival for me. and ethir:leademhipmanagementin AIM, thus I wasable When the Deanaddressedus a week beforethis program, to manifesthigh effectivenessand efficiencyin handling I was greatlv upset. totally lost. I had no direction to go, and managing7000 workemin five factoriesin Vietnam. no guide to help, no means of suppot. I thought that I Even until now,if anyoneasksalxrut my memoriesand would have to go back homewithout the cherisheddegree experiences in AIM, I have numerousstoriesto tell. I {rom AIM. Despitethe challenge.I trierl to mobilizemy still rememberthe first week in the t:aseroom with Prof inner strength,cross- checked 100 options and finally I Federico Macaranaswhen he lectured about the Chaos stafiedwalkingltowards the SouthChinaSea.At the shore Theory.I understoodeverysingleword he said but the end ol the Laguna de Ba1..I met a lisherman.I wished him of the day,I askedmyself if I actually understoodwhat he - "Magandang tanghali po (Good aftemoon, sir)". He m e d n l h. u l n r vh o n e ' ta n s r e r$ d : " n o tr e a l l ) " .| . " n s o l . d reciprocated.I said,"TagaIndia ako.Nag-aaralakosaAIM myself with the fact that if I couldn't understand the (I am from India and I am studyingat AIM)". He lookedat lecture well, then it wassomethingthat I should"Master". me with a smile. I sairl, "Gusto kong magtrabahosa inyo And so, I challengedmvselfkr understandthe conceptsas (I want to work for you)". I wished to l-'ea fishermanlike bestas I could. him, wishedto live in the seaand survive with nature.My During the lirst few weeksat AIM. I was given "gilis" appealtouchedhim anrl a chord of friendship was struck after the classlinished evervFriday.'Ihis "gift" wasr:alled between us. There I launched my Walkalxrut exercise WAC wherein studentswere assignedto submit wri[en titled "'Iryst with Destinyat Lagunade Bay", analvsisofcasesat l2 noonofthe nextday.I rememberthe Twenty-one days later, back in the classroom, I .leeples"nightsI spentreadingand \triting just lo meet presentedmy Walkaboutexercisein the full presenceof the deadline.This practice,which I had neverexperien<rerl my professo$and colleag.res.I wasastoundedby the great in my life. trained me b becomea very "('onsistent"and applausefrom each and everyonepresenton that fateful "durable" personto meet the challenges in any working day.I wasgiven a distinction gradeon this exert:ise.I was envircnmenlencoirnteredbv today'smanagers. further requestedbv the programmecoordinatorto repeat I would like to expressmv heanfelt thanks once again my presentationagain the next day. The most meaningful to all my professorsin AIM, the managementand stafl of inspirationthat I drew from lhis experience.in the words AIM and ADB, who providetl me a chance to complete of Bruyers, is that "a man who works diligently and this academicadvancementwith the l3th MDM program. carefully can accomplishalmosteverythingin life." And Lasl but not least, thank you to all my friends lrom 13 the same could onlv be achievetlwith the grace of God, different countrieswith witlely varying backgroundswho for there is no door that enoughlove will not open,no gulf were willing to sharetheir practicesand cultures during that enoughlove will not bridge, no difliculty that enough my time in AIM." Itrvewill not conquer.With warmestregardsto Professor Bonomeo, Professor Lopez and Professor Faustino. My e-mail: @sarmamk@sify.com

I I

fhe A-ran \lanager

It h&* been coid th.rt the legacg ol a gteat €du,fotiol,,,'rl in*littrt:lon ir not eoen It* edueqtlon bul the lmp.',et ol ',tn saudents on tlre co.mm ',llt h Tlrc in*titute i* nol detined hg its lo.eully .rr e.liiil.e. hul reallg bg ilr Alumni.

f)r'rrnis Firntalrsjah. lIlI

|99!

writes:"First

of all. allow me to extendmy sincerethanksto my former employerBFI Finan<eIndonesiaand its CEO Frsncis l,ay for giving me the oppoftunitv to take the Master in Managementdegreeat AIIM, Manila. Secondly,many thanks are also given b all my dear professorswho I I I I taughtin our MM classes.Without this excellentlearning I I experience at AIM, the ability to initiateand implement problemsolvingmight be aflectedby the lack of "seeing" L)ar-irl J:unes. }IBA i 993 is now the MD of The from many different angles on issues. Being a CEO of Inde-Co Partnership,COO o{ StrandCenomicsand Hearl SasekaCelora Finance {SCFJ in May 1998, which was and Lead Consultantof StrandTechnologies.His moment the period of economiccrisis in Inrlonesia.has helpetl me of significant learning at AIM was the signilieanceof developto becomea morehands-ontypeindividual. cultural nuant:esin businessnegotiations.David writes: " It has been said that the legacy of a great educational The AIM leaming experienceand case studies have institution is not even its educationbut the impact of its inspired me to see the "issues" more clearly, and have studentson the community.The institute is not defined given me manyaltemativesin solvingproblems.However, by its faculty or edilice, but really by its Alumni. Alumni I should say that knowledgealone is not enoughif we do make the institution:the institutiondoes not make the not invitethe spiritualaspect.inmakingtoughdecisions, Alumni. Think West Point. The distint*ive edge that In many occasionsI pray to Cod The Almighty first before an alumnus has over his peers is the resourcesand the I make a tough businessdecision becauseI kn<-rw that network o{ his alumni to work for him. The best and God will smoothenand pedect it in r:asethere are many biggestcommunitiescall on their memberslo stay ahead. aspectswhich dre "unseen" by my working experience HBS Alumni,The Indian Instituteof Technology arejust and expertise.. examplesof where no active memberof the Alumni gets let down.The operativeword is "active." S C F .t h i r h v r a :a t a h u g en e g a t i r pF q u i t yp u - i t i u ni n SometimesI can almosthear the colleetiveshuf{lingof 1998. finally had a turnaroundin 2002 after a more than feet by membersthat wait for the freebie or the handout i) years struggle,laden with problemssuch as employee from the association,by assumingthat by being members lay-ofl"s,lack ofnew bank facilities, problematicaccounts, alone,opportunitieslike mannafrom heavenwill fall their etc. Now I can concludethat havinga degreealonecannot way. If no one knows vho you are and what you do. no he\r yod climb the higher ladder However,without a one is likely to come calling. Worsestill is the apathetic degree,my chancesof climbing the ladder would have plight ofthosewho simply don't careto networkin the first been more difficult. I believe that my AIM MM degree place. I havelived and workedin 7 countries.I madeand helped me obtain wider leademhip opportunitiesin the lost a fofiune. and it waswith no astonishmentthat I could corporateworld." seefrom my own mistakesthal successlulexecutivesand businessmenowed a lot to their network. Your net-worth is your network.The AIM-CEO link ii the first attemptto hamess the under tapped resourceof its Alumni across Asia and the world throughfour decades. The CEO of today was a green horn like you; maybe in a decadeyour CEO position will need the expertiseof a CEO that you meet in this {orum. To use a well worn clich6: That journey of 1000miles beginsby the fintt stepAnd keep walking." Join the link and activatefl://groups. yahoo.com./group/AIMAlumnus-CEOLink/

tl T h e A s i a n i l l a n a g e .r

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FAIM The Federation of AIM Alumni

There erists tifieen chupters oJ AIM.4[trruri lssociario ns Jion .rron r.t oJ AIill Al,la,nrti,ls!-(,. i..liorrs the utvlrkl through l'AIM- Thc Fcdenrriot ()et Inc. intolu'd in thc erciling netuorking (r( tirities oJ'the AIM crtultlries lr) rrlttt.rclirtg thc ulurnni crnnntunitt' irr trrtrr rc\r"(tic

diflbrent cfurpler heads. For nore inJirnrrtiort. l'AI XI rehsite at Q utnuJiinrylobol.con. l''ltll

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h e l e r l e l l l i , r r r , , l \ l \ ' l \ l r r r n r r ti l \ l \ l t l r c l r l i l s i r r r n L r ar 'l, r r r l i r . e r r lcaes l \ 1 r l i l 2 ( ) N ' l u rI r t t h e \ l \ ' l ( i r r r l i l c r r c r ' ( , r ' n l eiln \ l r k a t i ( . l i t r .I r l c s c r r t l e r e l { l l l ( i l r a l r t e r ' H t a r las r r l l e l r l e s e n l a l i r e r' r r r r r r e \l 'rl s . l i r e - \ o o k

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C l r r t i r ' l r e r " r r r \r l r. . T c o r I r r r rl l . \ i l l u r r r r e r a " lllr. \ll] \ l9[jl - Kon a ll\l\l \ ' ll J \ l 9 ; i l - P h i l i l r l r i r r r(' sl ' \ l \ l \ i c e - ( i h r i l r n a r r \) l.r . l l i n r a l( i h a p a g a i nI.I I ) \ l 1 9 9 ( r l. ) r e s i r l e n- t \ e 1 r a lC l r a l r l e rI'). r . ( i a n ( l h e o r r gl i r r g .\ l l l \ l 9 t l 2 . l \ ' e s i r l e n l - S i r r g l l x r r r ' ( i l r r l r t o\ "l r ' . l L r h a r rl ' h . r t l k r ' ) l \ l l t ) 1 1 0( .l h a i l r n a r-r l r r r l i a K . ol lR) \ ' l o h r l \ r ' i l f i nl r i r rl l r r ' \ ' l a t l ) i n \ l M l 9 ( ) i . \ i t ' e( l l r i r i n r r a r r \ ' l a l a r s i a "\ l r ' . l l i r r l r 'llrlnh l l i n l r \ l [ t A l 9 q ; \ i c e ( ] h a i r r r r l r -r \ i e l r r a r r r .\ l s . N l a r ' l al l r l i r L r N l l i \ 'frr",trgr',, \lB \ 19,3 - Phililrlrinrs. l ( ) ( . X )I.i c I r ' t s t n l a l i r e t S \ . \ l r . \ l t r l { l \ ' l l i ' a s r r l e r -\ l r ' . l ' r ' l i 1 r tR . I ) i e g o} ' 1 1\} l 9 i i } . U r O { l i l i o l ) i r t ' r ' l o r ' /\ r l r i . e r . \ ' lr . I ) r ' r ' r ' L l . i e r r . l l l l , \ l 9 i j l . a r r r l l ) r ' . l ) L r L . ( . 4 - a r ' l a n g\ l l l \ l ( ) i ; t " l \ l \ 1 liecrrtir r' [)irrt lor'. l r r h i s r r e l r ' , r n r lee r l r l k s . . \ l l \ ' l I ' r ' e s i r l e nl t) r ' . l i , , l t r t , , l l r l t O c l n r p r ri n r i t e t l t h e l \ l \ l r r r t ' r r r l r c rl {s) i t ( l i \ e l \ l r i r f t i { ' i l ) l l ci r r t l r r ' l r l e s e n l s t l a l e g i t 'r n t r l l i "help s t a k c l r o l r rI l o l t o l t h e r l u n r n i i r . \ l \ 1 . l l t t a l l e r lo r r t h e l r a r t i ti l r a r r l st r r l o n s o l i r l a t e\ l N l \ r r i l l r t i r r l l r c r r r o sel f i e l l i r e n r u r r r r etro' .l r u i l r lu l r t h e s t r e r r g l h a r r r ll x r s i t i o r r i r o r gl l h e s l h r x r ll s a t o r ' l r lr ' l a s si r r s t i t t r tien t h i s l r a l to l t h t l o l L I . ' ' \ l N l I ) e a n\ i c t o l i l , \ . L i l u a n a n r l " o i r r r i t e r lt l r t a l t r r r r r r ih a l r l e lh e a r l ' t o l r t l l r . r l ar<' r r r l r ral r r r l e l l h i r r g . t | ( i n s t i l u t ei r r l e . e a l r ' l r p l , l e l t i o n sl e l t l l l r l l i r r t h e r e r r o f f l c e r 'o* l f \ l l \ 1 . I i l e l t e r l l e l e l ) a L r r kl r ' .{ l ) r ' . ) \'lolrl .\rrras IJj. \'lohrl \or. \{ \'t l()li-l lrolr \'lalar'il rrs l'\[\{ (]hailnran. anrl l ) r . ( i a n ( i h e o n g l ' i n g . \ ' 1 1 |l\( ) t l 2 l i o n r: i n f r a l n ) r 'des \ i c r '( l h a i l t n a r r l.h e i l t e l r r r o1ollice lregirr..Jrrnr'l" 200.-rarrrlentls'\{ar il l. 200(r.

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I \ l \ ' l c l r . l r t l r l r c a r l sa l s o a t l e r r r l e rl hl e g r - a r l r r a l i o rl rl h e 2 O O i g r a t l r r a t t s o r r \ l a r l . \ 1 . . ' l i e - S o o kH a r r .\ l l l { l 9 U l o l K o r e l l e a <tl l r c a l u n r n i o l l hl l k i r r l j , ' l t l r , . \ l l l \ . \ l \ l ; r r r , l\ l l l \ l 5 r . r ' l r r .-r t , 'l'he n r e n r l r e lrsr it l r eF c r l l l a l i r r no l \ l \ l { l r r n r n ip l o t n i s e r l l o ( n n l i n n e l o s r r l ) l x ) f l . l l r l a c r , r n e n(tl.n t a l ) d \ er r l x L r l c s . l r l o j e c l sI i r r t l r . a l u r r r r toi l \ l \ ' l i n l h e a r - e a o l e. r ' l u l e sl r r r l . r l r r n r nt ir c t l o r k i r r g . rrrlrrturirrg

The AsianN'lanagel

/lll[!lN Reunion in Taiwan by lohn Yang, MM '91, President, Association (Taiutanl

AIM Alumni

A reunionofAIM alumni in Taiwanwasheld in Taipeilast March 25. Among thosewho attendedwere JamesSheng Liu, MM 1990, StevenY.H.Tseng,MBA 1987, Michael Hsu, MM 1991,JohnTsauTangYang,MM 1994,Chairman ofTaiwan Alumni Association,JacintaMeng,MBA 1985, SecretaryCeneral,Yung-KangLee, MBA 1990, and Tony Chien,MM 1979.ln additionto the 7 alumni,professon Heh-SongWang& Mrs.Wangand David S.C.Chang, MM 1993 also attendedthe reunion. fNDIA Annual Convention on Leadership '80, President, by Mohan M. Phatlke, MM AIM Alumni Association ( India ) CEOsand top managercfrom govemmentservicesand the cor?orateworld interactedwith large numbersof young manageF and managementstudentsat the 6th Annual Leadership'Convention2004 which was organizedby Dr PashupatiN. SinghFoundationat Nehru Centre,Worli, on DecemberI l, 2004.The entire proceedsofthe convention will be goingto the "LeadersofTomorrow"Project,a onevear Freeleadershipcoumefor slum children studyingin lB schoolsin Mumbai. DenaBank CMD Dr. A.K. Khandelwal,who spokeon his experienceson managingalargeorganisation,receivedthe Crid LeadershipAwardofthe yearwhich waspresentedto him at the handsof fomer Mumbai Police Commissioner M.N. Singh,who spokeon ValuebasedLeadership.

PHIT,IPPINDS AAAIM Activities hy Teddy Villanuna, MBA 1973, Chairman, Alumni Associationof AIM March, 2005. The first quarter ended auspiciously for the Asian lnstitute of Management'sAlumni Association (AAAIM'). AiM FOR ONE, the Annual Alumni Homecoming,was a memorable evening with fellow alumni and faculty reuniting as they enjoyed the "Mardi Gras" theme. The event had more meaning since the Board of Govemors and BoardofTrusteesjoined handsto gracethe festivities togetherwiththe homegrownalumni talentsthat performed on stage. Previousto the HomecomingNight, AIM alumni lent their expertiseasthey swungawayfor the Annual Homecoming Golf Toumament held at the TagaytayMidland. On a serious note, we held the 2nd International Leadership Conferencelast March 3,2005. Nine country chapten parlicipatedin the lifelong learning conferenceon cunent managementissuesrelevantto Asia. At this time, we are alsopleasedto inform our AIM alumni communitythat the AIM Board of Trusteeshas allocated Iive (.5)out ofthe fifteen (15) boardslotsto be represented by alumni- the lirst in the historyof the Institute.This was donethrotrghthe nominationprocesscoursedthroughthe Alumni AssociationBoard.

Lastly,we are pleasedto announcethat the followingAIM alumnijoined the AAAIM asnewboardmembersfor 20052006: Ricardo Pascua, MBA '71, Francisco Alampay, MBA'?4, FranciscoCayco,MBA'?8, Cil Genio,MBA '86, Myma Alberto, '03 ME3, JoseAlfonso-Carpio,MDM Mr. M.N. Singhappreciatedthe workdoneby Dr.PN. Singh and CelsoLopez,EMBA MLd 2. Other membersalready and said that "It is a misconceptionthat backbenchers on board include Ofel Odilao Bisnar, MBA 'BB, Coratec don't make good leaders,in fact they are the ones who MBA'73, Barbara Jimenez,MDM'02, Alex Tanwangco, emergeas capable leaders". Dr. P.N. Singh (MM f975 Conzalez,ME '01, ConradoDayrit III, MBA '77, Elsbeth and former chairman of the Federationof AIM alumni), Macdonald,TMP'01, JoseMa. Parroco,MM '87 and Emil Chairman Dr. PN. Singh Foundationsaid, "One should Reyes,MBA '79. have the self confidence, command on his language, ()mmitment and vision to becomea leader" Dr. Singh Your Board looks forward to an exciting year ahead.We also thankedthe supporthe has receivedfor his "l,eaders thereforechallengeall the alumni to be actively involved in serwingour AIM throughyour AAAIM Board. of TomorrovProject."

The{sianllanager .

llG Le{t to rislrr: lA lJsnes shens Liu, lLlI 199O. Srevcn Y.H,TscnE.

tlRA r987, Michael Heu. MM 199r. John Trsu Tang Yalg. UM 199d, Chairnnir of Taivan Alumni Jacinta Mcng MltA lSlts^ Serrclarl Ceneral, YurrgKurg Lee, llRA 1990, Trny (lhicn lttl

1979.

i R I AIun,al LradersEp. India lri lTe,rdl. UBA 1973 aml Joel Almagro. l,lBA lqa5 lD lt',{llt Chlr}ror tleads anord rhc 2OOir Grorluatior

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InterYiery wirh Associate Dean Ricky Lirn \ \ l r r r rt r o u l rilt t , r k ,1, , , r\ 1 \ l t o l r c ro r r e r r r r r r rl l xl / 'l

l r , ' r ,r - r r , ,r I r r r l rl ll r l l . r l o l r ) l l l r ' : r ' f l l i u s r r f r '. r : i r r r r , . \ \ r ' l r r r l t o l r l r r r t h t g i r r r r l t r l l l . l r r i r ' - i r l r r , , r r ' lcr o r r l l r r r ro r r r ' l ' l i ( ( ' r r ( \ l i r ) n . . l ) \ : r ' r i l i n ! n r o n i, r l o r r r r a l i ror rr lr. l r r g t l l i n ut I r ' r r r t r l i a r r r r : r r t , o\ ll\ 1 . l l r t . . i , r r r, tr n l r: o n r eo l l h e l h i r r ! :* e 'l

l , l ; l l o ( i n r i n t t ' r r i t u t o o l ; p l u e o n t h c l : i ' t 'o l l l t r i l in the Ollirc t,l the l"Lxittrl l)cun rtl rht'(,ntrluutt' 'l S l i r r r r l r r / / l r r s r r r r , " " . f' 1 l l l ( ) o r r e : l x t n r l e n t u ' t t rr r h l e u lt) intcrri(

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our studentsthrough.Rememberthe 800 casesyou read in your MBA? Your 100 pagesof readingsa day, your WAC every other week, and the pain of - on lop o[ all 1our proje,ts. r,rur .t iff !l R R process papers,and presentations?

II IT One oI orr f,'eg odrerli$ittg â&#x201A;Źf,*{tges r}rer {|lc tr?f I ye.rr trilt bet ttCone to lIfl it gou rc..rrl .r rigororrs â&#x201A;Źxtrerience. if ,o.t |a.rnt di*cipfine, {rr..t if to.. rr.rrt t *h{ rlDetti rrg'!.

We must restorethe rigor that AIM alumni know so well. That, however,doesnot necessadlymeanwe give more WACs or more pape$. Instead we must be more intellectually demandingof our students, demand more quality outputs in terms of MRRs and WACs. Rigor extends to facultn as well. We need to equip our faculty with better tools and skills to mise quality. We have to submit them to more case teaching seminars. Apat from bringing rn more faculty with Ph.D.'s, we must all develop more original researchand if possible,groundbreaking Asian frameworks. While the r:ase method will continue to be our main delivery vehicle, this shouldnot slop us from usingolher parlicipalurl modes.Participationis a key element of the case method, but also with team building exercises, management simulations, workshops, live-wire e\ercice'- anrlhing an,l erenlhing requires participativeleaming from students.

T I

We are trying to get students from the lMekong Delta:Cambotlia.Laos.and Vietnam.We are trying to enter new marketslike Korea.We will appealto l'il-Americans,the Filipinosliving in [)aly City or Chicagoor Neu Jersel. secondor third generation Fil-Ams-to come to AIM and becomestill more wonderfuladditionsto diversity.V'e are also trying to recoverstu(lentsfrom Malalsia, but we have not yet lbund a good strategyto do so-the Malalsian economy has advanced considerablv and the Malaysianstudentspreferstavingin Malaysiaor

R.{t.: S'e tlo have to start hiring more non-Filipino l"acultr.Sl are lning. lo engdgpmoreeconomislfrom ADB-Japanese, Indian, or Sri Lankansr , r a n l i nl g o t e a c ha t A l ! 1 .W ea r e a l s , 'l r l i n g l l l . r p on to peoplefrom US and from Europe.peoplewho are experts in their fields but wanl lo spend more time in Asia. It takesa lot ofmoneyto hire suchtalent.Parallelto theseactivities,AIM President,Bobby de Ocampo is working on funding to attract such talent. One of the things suggestedby our Board ol Covernors is to engageEmeritusfacultl, --pro{essorsfrom US who have retired as regular faculty but are willing to come to AIM for shorr duration (three months) and help bootstrapour researchefforts and enrich our teachinglprocesses.!'or example,I havealways wanted to invite ProfessorJames Brian Quinn, 'luck School, a professor eme tus at the Amos and is one o{ the biggestadvocatesof Knowledge M.rnagementand IncrementalStrategy-. As far as the studentdiversity is concerned,we are askingour alumni to refer studentsto our MBA and MM, in exchangefor incentives,such as free short programs.We are proposingto older MBA alumni to sendtheir chiklren to AIM and geta generational d i s c o u n lT. h i - i - t h e r a 1 $ e a r e l n i n g l o g e l o u r alumni involved. After all, alumni are our best salespeople.

going to Australia, rather lhan to the Philippines. We need to rebuild our brand there. Like the Philippine econom], the Indonesian economyhasalsobeenin a slump,and affordabilitv has beena seriousissue. So we havelo lnves!rll a slow, steady marketing processin lndonesia to restoreourenrollments. T h e { s i a n i l l a n a g e ro

The problemis like a soldierwho facesenemieson all sides.You have to keep on tuming around and continueliring at different targets- and you have to do it very well over the next four to live yearsto recapturethesemarkets. One of our key advertisingmessagesover the next yearwill be - "Come to AIM if you want a rigorous experience,if you want discipline, and if you want sharpening.Pleasedo not cometo AIM ifyou want a CountryClub. If you just want a diploma, we are not the place. Rather,cometo us becauseyou want a rigorousexperience,an enrichingexperience." We hope that this kind of a straight messagewill appeal to the best kinds o{ students. We want studentswho feel that they need a challenge,and not just an easyticket into a high pavingjob. TAM: Doesthat meanthat we will be morefocusedon the kind of studentsthat we want here? R A L : S l u d e n la. r e( o m p e l i l i r en o u a d a l sl.d e a l l l . we should be grabbing the best students but we have to competewith the best of the world, and we cannotafford to lose many goodstudents.

R-1\L: Stakeholderswill indeed help us. achieve both brand and quality.

TAM:Have they beenabsentall theseyears? RAL: No, they were present.They simply evolved. When AIM was founded in 1968, the Covernors representedthe voice of the businesscommunity, and the AIM Trustees representedthe Filipino businesscommunityand the academe.So,AIM was a small, tight community,one that could'existwith a {ew voicesbecausethosefew voicesrepresented our stakeholders. Thirty-eight yearc later, we now have more than 30,000alumni.The voiceofthe businesscommunity cannot be adequatelyrepresentedby Trusteesand Govemors.We have now acknowledgedthat we shouldlisten moreto people,particularlyto our key stakeholders--ouralumni. Our other stakeholderc include AIM employees, our social networks, and media - all classic stakeholders.But the key stakeholderis: Alumni. During the past, alumni have been a source of organizinghomecomingsevery year! fund raising, and recognition.This will change now where we recognizethem as our partners in more than jusl money and awards. Under the multi-stakeholder @....

T h e{ s i a ni l l a n a g e r

approach,we will ask our alumni to help recruit antl refer studentsto us--andthen we will ask them to help us place them when they get out of AlM. Placementis a key issue,especiallyfor our foreign studentslike the Indians.They assessAIM not only on the qualityof educationbut alsoon the quality ofjobs after they completetheir studies. TAll: But the numberof lndianstudentscominâ&#x201A;Ź{ in every year does not reflect that they are bothered about the placementsat AIM. RAL: Well, we don't know.If our placementswere much better,perhapstheir numberswould double or triple. Perhapsthen the quality of studentswe get would be better. You are right that it does not seemthat placementsis their real concem, and I need to validate this. In any case, we do have a competitiveimperativeto our publit: that we are as good as the Indian Institute of Management(IIM) Ahmedabad(or Bangaloreor Calcutta) or ISB or National University of Singapore (NUS) or the Hong Kong University of Scienceand Technology (HKUST). They always advertise their numbers. Wecannotavoid thosecomparrsonsanymore. Our alumni can help us not only in recruitmentand placements,but they can also help us in strategic planning. We never used to involve alumni in curriculum designand in our programdesign.But now we are open to that. We can ask them, "We are offering this course. What do you think we should be teaching?" We are going to try to visit our alumni and havethem try to tell us the kind of ideasthat we need,the directionswe can take.

I would even ask our alumni to teach. We have done this before,but never consciously.Who can teachthe casemethod,sharepractical experience, understand the AIM culture better than AIM alumni? Our alumni *ould know exactly how our students expect to be treated, how to processa case,and how to be innovalivein using various modesof delivery. T.{tlr Doesthe fact that we need morc Ph.D.s to better our rankings not coincide with our practitioner oriented teachingculture? RAL: You could argue both sides, that the besl practitionersare thosewho do not have Ph.D.'s,or that you cannot have well-founded theory without Ph.D.s.There is a happy meetingground. Getting practilioners with Ph.D.s (or who are working towards their Ph.D.s) offers both grounded insights and rigorous academic standards. A businessmancan come to AIM knowing a lot of things about the field. He can be an expert in brand building or in human resource consulting or in supply chain management.But that doesnot mean that he can transfer what he knows, or that he can put down a goodcasestudy,or explain concepts.A {ew do, but this is not consistent. He might not be able to processstudentsfor leaming. So, there is one thing to have practical knowledge, and there is anotherto transferthe knowledge,which is whatthe academically oriented people are supposed to do *ell. You needboth to enrich students'leamine. whallhis one year T.{lt: Peopledo not quite understand MM program is all about. What do you intend to do about its positioning? How important is the program for GSB's future? RAL: The MM programis not only important,it is critical. It is almostas old as MBA. While the MBA honesskills and knowledge,MM honesleadership. Perhapsbecausethe MM is not the classicMBA, it would seemthat peoplemay not quite knowwhat to make of it. But we are also trying to validate those points, and like any product, continueto work on positioning. The MM happens to be a very good option for thosesenior managerswho wantedto take up their MBAs, yet could not afford the time to take two yearsoff. The MM givesthem the finishing touches of leadership,since they may alreadyknow a lot of other things that youngerMBAs don't.

strategy for GSB will be to get everything from alumni. I am going to ask my alumni to teach, to help recruit, and to help plan and designcourses. Alumni are now going to be our partners in this process. They arc our best salesmen, designers, cheerleaders,everything, Alumni have the AIM mark on their foreheads. Alumni carry the AIM brand even more intensely than we professors or govemor'lior bustees do. So this partnershipis a win-win situation. If alumni can help us deliver the quality and enhancethe brand, then the dividends accrue back to alumni. The reinforcement of quality, rigor, and brand rebounds and bolsters alumni's social networksyou'retheir own businessworth. From such synergies,reinforcing actions, quality, brand, and alumni, will come diversity. It is like a reinforcing systemsflow. Once we have the good people and the good jobs, more good professors will comehere and tell us "Hey, may we teachwith you? Do researchwith you" And then the students from Australia and Korea and Kazhakstan, and Uzbekistanand Dubaiwill wantto comein. So,with increasein quality and brand will comediversity. We have realized that the most valuable resource is our alumni. They can help us achievebig in the quickest possibletime. Therefore,the centrepiece of our strategyis our alumni. TAll: Your interviewwill be read by mostof our alumni. Any messagefor them? R{L: Help! We need your help. We are going ro be consultingwith you more.Wewill be askingyou for your advice.Vhen you come to Manila, please let us know in advance.We can ask you to talk to the class, counsel the students.Tell the students what it is like - both the good and the bad - to be out there in the real world, The students deserve to hear thosekinds of stories.When we go overseas for teaching,pleasejoin us and help sell the AIM bmnd. When we gel resum6s of our students, please help them out. You might not have a job for them, but you mighr probably have someone in your network who can help them. Remember how you were 15-20 years ago?You were probably apprehensiveabout the future. Think about the 25- or 26-year-old graduate today. You can help them, and start a tradition where alumni help one another.So,pleasehelp.

TAM: Is there anything else you wanl to talk in reference to the three themesthat we startedwith?

RALr On the multistakeholderdevelopment- the

The Asian Manager a a .

a O

Katherine Ponee

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The 36th Commencement (:etemonies of the Asiart Institute ol Management :aoasheld hst May 1, 2005 at 'l'heater the ll'lerako in Meto Manila. Phililryines. The graeluates included butch 2005 ol the /lloster in llusiaess Adrninistration- illaster in Metlagencnt, Master ir Derelopmertt Manflgcnent and Executit:e Muster in Business ,4drniaistration progrums of Al!l'1. Katherine Ponce, MBA 2005 delhere.l this speech on behalf of her

not the h)p rutcher o1 thc batth il a lot you are wonriering. Neither am I a class officer or an in{ormal leader. I am jusl someone who remembers. Rcrnembers seventy-five lives that have (ir)medcross each other 2lears ago. Where were we all then? As lar as I can remembea we were all itching to get into our respective seats. Quite irritated that we were such a humungous class. Wi: all managed lo fit in one (lassroom anrl give each other enough talk time until we discussc'd the case dry. lfe all wanted to etlge each other on but at the same time we di<ln't want to turn up the heat. so instead.we just turned up the volume as we batlled our way through casesand presentationsas amit:ably.aswc could. Sorneol us worried almut how we were going to get air time with 7.5 hands flailing in the air. Some of us worried aboul how we'll make it to the dean's list. Some of us worrietl about how we will cvt:r ,rullive at all. Little did we reall-vworrclerabout where the whole jr-rurneywill takeus. How our lives will be changed becauseof this lxxrt t:amp. 'fhen

it dillicult at first. You find it tedious. Youfintl it such a task. Evenmoleol taskthan all the pagesvou harl b read tilJ the weehoursof moming. But suddenly, sorlething happens.ThroughoutaJlthe 'l'hroughout rigor of work. all the |eatingand pounding of ar:ademic 5ornething

rliscipline. 1happens.

ProfessorManikanmight call it grace. Crace comingfrorn the power ol the Lniverse that I call Cod. Professor ]\4oratomight call it a heuristic 'l'he rnoment. Moment when we allow ourselvest0 be hrst in a situation so we can find out what it means. MBAgives mdnv terms to deline experiences. scenarios. problems. One thing I learned from Professor Cavino was to de6ne somethingwith just one word. So what happened? What happened to us? I'd call it rebirth. Kept in a womb longer than needed...but somehow ne(iessar1. Necessan- so lhat we corrre out the wav ue have been destined to be. Insitle lhis womb we have been stretchetl and bent not onlv academitally but also phvsicall,l. merrtalll. a felr can attest even psyt:ho|rgi<rally. . .and for myself.. . spirituallv. [,ittle dirl we know that all the stretching and the bendirrgantl the pressing were actually whal nuflured us and brought us where we are todav.

we stopped worrying and just staned living each day. We stopped counting how manv tirnes we CP-ed and how many times others challenged what we had to sav. S'e stopped hanging out the classroom to flo<rkaround the

I have seen each person in our class grow. I have seen some oI you cry. Seen some of you in a fit. Seen most of you drunk. And just the same wal I saw all of you then, sitting by the Zen ol hurrietlly rushing to class...l

professorthinking what we say outside the classroomwill jusl be as valuable to him and maybe influent:e our grades a little. lle st<44redjudpling and complaining about our' ( an â&#x201A;Źfoups anrl starled working. Doing. ['e stoppetl criticizirrgothers'opinions and just stafied listening.

see all tf you now. l'rom up here. Different. Beaming. Accomplished. Proud. Like a troop of soldiers that have just $on victory. But it's not a victory of grades or anv academic leat. [t's a victory we har.e won against the

'l'he

tensions that were hrrne fronl pressures to excel and sunive easetl as we succumbetl to it. To the stretching. To the bending. Sreno longer resisted. V'ehadnochoice. Se were sluck with each other for lhis lwo yeariourney. When vou arc sluck wilh people for a long time. you find

'fhe

Asian Manager

limits we have set for ourselves. And that is what AIM has tlone. We may have harl a lot of issues. A lot of politics. A lot of debates ahout what makes our stay here good or even worth the mone,v. But, we cannot denS that we leave this place changed. Because ofht,w hard we have llleen presserl. How hard we have been pruned. How hard we have been purged. How

hartl we have been polished. And for this we have our professorsto be thanKul for. Who have taughtus that the strategyin life is not simply aboutour ideals,our thoughts or dreams. It's how we implement them, how we carry them out, how we make them real. And we cannot deny that we leave this place changed Irccauseof each other. Most of us have left and are not able to join us today. [t is sad. But like we all got into this together. We may not end this together...but we rememberit together. That's why we have this moment loday to remembereverythingwe have gonethrough. To be grateful f<rreach one around us before our memories Ihde into gray. .. to MBA And so, I end this with an act of remembrance. Batch 2005. We made it. For those who are not with us, we chant for you the last hunah. Through it all we have lost and we have gained. But most of all we have changed. We had our fights, We had our mis{ortunes.But we also had our victories and our parties that got our heats pumpinâ&#x201A;Źl and our feet thumping until all lines drawn around each other in the casercom and the halls are gone.This is what we are. This is what we do. We dance. We dance to the rhythm ol the clock in the dorm. Or the soundo{ our can groupsbeckoning.We danceto the patterofthe keyboard. Or the footstepsrushing down the stairs. We danceto the chug-a-lugof the bottle. Or the puffs of smokethat wade throughthe gardenofZen. Wedancethrougha streamline of thoughtsin a discussion,Or the blinking of the cursor on the screen.We havedancedto the samerhythm of this joumey. Always catching up in time. Saving quick side stepshereand there but nevermissinga beat. Now. we have reached the end and there is no rewind nor replay. There is only forward. We have kept up with the count and our steps are almost in sync. Now as we do this last danceo{ marchingout to claim our destinies, lel's alwayskeep the beat in mind, our feet in step, our heafis in harmony,to the samerhythm that kept us going. The samerhythm that hascarried us throughthe hallowed halls of AIM will carry us throughthe rest of our lives. And when the patterns of life changesthe beat. let us not fall short. let us not give up, let us alwaysrememlrcr that after every pounding,every pressing,that has gone throughour brainsand our bodies...thespirit of this boot camp will whispera thumping and we'll hear the clicking of footstepsin our memo es...and we'll rememberthat at the end ofevery endeavoris anothervictory.anotherpaiy, anotherdance,wherewe will all celebratethe making of our lives.,.simplywaitinglbr us in anotherZen.

TheAsianManager .

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The Asian Institute of Managementpmvides a wealth of resources to you, our graduates,to enhanr:e the continued impact of your education even after graduation. With a network that consists of more than 30,0fi) alumni from 5 continents and 70 countries, the Instilute envisions a vibrant community life and relationship between the Institute and its alumni. To help build and strenghen the AlM-alumni relationship,AIM Alumni Relationsservicesthe Institute'sgraduatesthroughS.E.R.V.E.:

{ l\\\\()ll\ Send us the latest news about your personal and professional achievements.We will be happy to publish these plus your pictures in the CLASS NOTES sedion of the '{he Asian Manager". Artir:les on any bpic that may interest AIM's alumni community are also mostwelcome.

VENTURES VALUE-CREATION

S - Services and benefits, E - Excellent executive education and lifelong leaming, R - Relationships. Refenals, Recruitmentand networking,V - Ventures,Value-creation,Visioneering,E - Events.

\l\l r I l tl\ Inform us oI the various clubs will pmvide yr-'u with regular you have started and invite fellow updates on world developments. alumni to join. Our Centers of Excellence | \ I | \ i ( I \ \ | . |i \ I provide a wealth of information I l \ l ) l . l i - l { l l '(ri \ l . l I. i l : \ ( I research, fora, from and other The lst International Leadership intellectual capital-building Conference (lLC) was launched ranging from issues of activities during the Homecoming 2004 corporate govemance! mrporate week and the 2nd ILC followed in envimnmentalism, business March 2005. A project of the AIM ethics, and the Asian financial alumni community, this lifelong and economrcsystems. leaming endeavor connects with the regional network of alumni communities through the World Bank Global Distance l-earning facilities. Conceived to be an There are many ways in which intellectual asset of the lnstitute, ,.ru ean enrich )our personal this annual event is held annually and proles.ionallivcs b) stdling acnrss different host countries connected to the AIM alumni in Asia during the Homecoming harness the Week. community, to servnrs and network available r. \ t \ t \ l l \ l \ t ( ; { ) ll . l | l l i ' aI graduares. your parricipation AIM alumni build their ,r11 exoancl vour circle of camaraderie by sharing their friends anrJ ,.olleagu". and keep passion for golf. The Alumni vou c.nnected ro rhe wealh ;f Associations are currently ;.".r",." rhat the school offers planning friendly future i t sa l u m n i . competitions amonpist AIM

"The Asian Manager". This is the official a.lumni publication of AIM. which features interesting success stories of fellow as well as the latest . \ 1 \ l f . f t , I n r , r r tf , , n , . r r , l , r r : graduates, r updates and developmentsof the Upon graduation, AIM provides Institute. To make sure that you graduates with a free E-Mail receive your semi-annual copies, Forwarding for Life address keep your contact information which will identi! you as a updatedwith us. member of the AIM alumni EXCELLENT community. This dynamic link will keep you in touch with classmates and your school, even during career transitions and changes in intemet service to. you to make your continuing providers. To get your free AIM relationshiowith us as valuable EFL, please go to the AIM Aumni as lhc educalton you have Portal at n.*'w.aimalumni.org received here. Our Executive and rcgister. Leaming ' \l I \l\ll\)lil\l _Education:nd_Lifelong Center (EXCELL) has many AIM Alumni's presence on pmgrams to help update fofr the World Wide V'eb (l.n'w. management skills, and to help aimalumni.org) includes a you develop competenciestu cope searchable alumni directory the with the challenges and changes latest information on reunions of a global working environment and homecomings, news fmm '{(}\ll\l l\r; h\l.t:t fl\1.. alumni from all comers of the (l\ll.\ i l ) t l f l . r ) f r i\ r ' r { i \r ) r .\ r \ l globe, and a directory on Alumni AIMI Executive Education ";;, Chapters from around the \ , 1| \ l \ ' \ . \ l l r l \ l ' I I \ l ' l l l i ' " ""i'i,ir.r*- l*"-i"* id.. worldconlrnuous lFamlng and lralnlng AIM 4lumnr 4r:o.iarionr fn,m r . l \ 5 : l r l l i f( . l l r t i l f . :

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Request for a list of your classmates' conlact information and stay connected. Contact the Alumni Relations Office to Equest for a copy of your class dllectory. , . l . l l ; l t ( )lt' . Upon graduation, your class will be pmvided with a free egroup address through aimalumni.org, to help you stay in touch witl your classmaleswith email addresses. llll \-l \ \ \l \\ \r,l.li One of the many benefits you will be receiving as a degree holder of AIM is a free subscription to

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coulses Inrouqn snoll ano gencral programs' ,managFment lunctronal and rndustnproqrams. sDectnc as $e ' 'f, -, . f as customlzeo DrogTams lor , "; :- ,; , , manaqels al dll lcvcls, Ior mole proqrams and. Inlormalron on ., p l e a s e scnedules, send an emarl to exce' I (.ldalascrve-arm -crlI r. Pn or cher"K oul lhe schedules ot tonhcomrng progams al the alumni portal (*.*.w.aimalumni. or9. -t\\

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Check out the latest develooments of your Institute from time to time by visiting AIM's own website at wn} dim eJu ph

alumni in different countries where there exist AIM alumni chapters.

IR'* ' l ll . l \ l o \ s \ \ l ) l { ( , \ 1 1 o. .\tl l \ ( , 1 . .f\. \ | > Make sure that your sth, 10th, lsth, 20th, 25th and 30th Anniversaries as AIM alumni will be a memorable event for all AIM alumni by panicipating in the activities and joining the homecoming commitlees. Or even if it is not your reunion year, join your batehmates and fellow graduates in this annual get together for an evening of fun

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In thecoastalbarangay of Catarman, anysignof lifesprouting on the groundgiveseveryreasonto celebrate hope

CatarmanIs one of 13 villagesin Cordova.a financially depressed but heavilypopulatedmunicipality locatedin the southernpart of Mactan lsland in Cebu. Here, fisherfolkbarelv surDassthe per personpovertyincomelevelset by the WorldBank. dollar-a-day Families earnP2,000to P4,000monthly, andmostlyonlyduringthe fishingseason.

So when 51 employee-volunteers of SmartCommunications, Inc. (SMART)wentto BarangayCatarmanin November 2004.villagers feltthatChristmas groupedthemselves cameearly.The employees into teams,and wadedthroughmurkywatersto plantpropagules. Theirmission:to widenthe mangrove areato drawmorefish

"Not many peoplerealize the significance of plantingmangroves. Fishare encouraged to lay theireggsin areaswherethereis food. Biggermangrovesmean greatercatch."says BarangayCaptain Alejandro Aro. Planting mangroves notonlyhelpspreserve the coastalresources of Catarman butalsoincreases the livelihood of thefisherfolk. Amidthe laughterand the shouts,the SMARTemployee-voluntee racedto plantthe mostnumberof mangrove lines.ln theend,around 8,000propagules wereplantedin lustan hour

The barangay is just one of the beneficiariesof SMART's volunteerismefforts under its program, SlvlART Employees Respondingas VolunteersIn the Communityand Environment (S.E.R.V LC.E.) The programenablesSMARTemployeesto help buildcommunitaes, eitheras volunteersor as part of their official oules

UnderS.E.R.Vl.C.E., over 2,600endemicand fruit-bearing trees havebeenplantedon the slopesof the mysticalMountBanahawin Sariaya.Quezon,and nearly500 acaciatreesalongthe l\ilarikina riverbank. Thisyear,moretree-planting willbe set. activities SMARThasabout5,000employees spreadalloverthecountry. With eachoneplanting trees,we allcan makea difference.

F i n o l l yt,h e f i r s tm i c r o c h i pb o s e df e e t c o r d .T h e o d v o n c e dm i c r o c h i pt e c h n o l o g cy o n s l o r ey o u r lronsocliondoto even in off-linesituolions.This ollowsyou lo lronsoctbusinessony'time,whelher o n - l i n e o r o f { - i n e . l t o f f e r s m o r e u s o g e o p t i o n s ,e o s e o f u s e o n d m o x i m u ms e c u r i t y .

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C u s l o m i z ei i s f e o l u r e st o f i t y o u r n e e d s .S e ty o u r o w n p r o d u c tr e s l r i c l i o nosn d p u r c h o s el i m i t s . whereveryou ore in lhe couniry. Feeleven soferwiih free 24-hour towing ond roodsideossislonce on The PetronFleetCord is bundledwith o loyoliyprogromond so much more. P os,enioydiscounts oll servicesfrom ony porticipotingPefronstolion.So, ge1the fleet cord you con depend on now.

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